Introduction
Management can be defined in a number of ways. Generally, management is the process of getting things accomplished with and through people by guiding their efforts toward common goals. Management processes include methods that aid the investigation, structuring, analysis, communication and decision-making of business related issues. Another way of looking at a manager’s job is in the form of managing systems. There are two kinds of systems; open systems, which interact directly with the environment and closed systems, which do not do so. The open system involves a four step process, each being mutually dependant on the previous. There is the input; the capital employed such as raw materials, labour etc; after that the, transformation process takes places which manufactures the capital into finished goods; which eventually results in the output. After those three steps take place, then an evaluation of the results is carried out and feedback is given
Discussion:
The capacity of each type of manager may be different. First line managers have a narrow capacity to control, whereas top level management has a broader capacity . However, that does not step away from the fact that the basic managerial functions are consistent with all managerial positions. The managerial functions pertaining to a supervisory position are also similar, whether or not they involve supervision of a specific production line, a laboratory, a sales force, or a small office. The basic managerial functions are the similar, regardless of the position in the management hierarchy. These functions are classified under the categories of organizing, staffing, planning, leading, and controlling.
The very first managerial function deciding on what should be done in the near future is called planning (Stephene et al, 2003). It consists of setting, goals, policies, procedures, and other plans needed to achieve the goals of the organization. In planning, the manager is supposed to choose a course of action from an array of alternatives. Planning essentially means thinking before taking action, looking ahead and then preparing for the future, laying out in advance the plan of action to be taken, and deciding upon what and how the job is to be done. It involves collecting and sorting data from different sources and utilizing that information for decision making. Planning not only includes deciding how, what, when, and by whom work is to be carried out, however it must also take into account the possibility of “what if” situations (Edwin, 2008).
Once plans have been drafted, the organizing function essentially answers the basic question, “How will the work be divided and accomplished?” This in fact means that the supervisor sets out different job duties and categorises these tasks into distinct areas, units, sections or teams. The supervisor has to specify these duties, assign them, and, at the very same time, give subordinates the needed authority to carry out their tasks. Organizing means “arranging and distributing work amongst members of a work group to accomplish the organization’s goals” (Reily, 2013).
Leading is defined as guiding the basic activities of employees toward achieving goals. The leading function of the management process involves teaching, guiding, and supervising subordinates (Daft, 2008). This may include developing employees to their full potential by coaching and directing those employees effectively. It is insignificant for a supervisor to just plan, organize, and have enough employees at disposal. The supervisor must try to motivate employees as they carry out their work. As Stephene et al (2003) explain that leading plays a significant role in employee morale, job-satisfaction, productivity, and communication. It is by this very function that the supervisor attempts to set a climate that is vital to employee satisfaction and at the exact same time, is able to achieve the objectives of the department. Finding ways for satisfying the needs of a diverse workforce is a major challenge. In fact, majority of a supervisor’s energy is normally spent on this function, because it is this very function around which activities of a department revolve.
The function of controlling involves making sure that actual performance is in line with the intended performance and taking a corrective action where needed. It would be difficult for a supervisor to deduce whether work is proceeding as planned. If plans or quality is superficial or poorly conceived, the controlling function becomes limited. Hence, controlling means not only ensuring that goals are achieved, but also taking proper actions in case a failure exists, in order to achieve planned goals. It also means that plans are to be revised as situations require.
Technical skill is know how pertaining to, and proficiency, in a specific type of task or activity. It involves competencies in a specialized subject, analytical ability, and the ability to use proper techniques and tools. As Stephene et al, (2003) argues that each manager lie on a different position owing to the systems processes it is performing in. In technical working conditions for eg, in the technical industry like computer manufacturing r software development, the main focus of the manger at the top is on the research and development. He aims to create such a working environment with his behaviour and personality that creates an environment to encourage innovation and hence, the goal of the company and industry is attained. Similarly, managers working in companies like IT and other fast changing consumer goods, the supply chain management is one of the more important function of a manager. Ensuring adequate inventory is held to avoid wastage and lead times are not long to avoid delays in the delivery of orders (Stephene et al, 2003)
The Manager’s role perspective is not only internal, that is within the organisation but also he should also be able to deal with the external factors as effectively as with the internal factors. Internal organisational management requires the manager to develop personal skills which include leadership traits and several other personality traits. One example of this can be conceptual skills. A leader who holds conceptual skills is comfortable enough talking about the various ideas that shape an organization and the intricate details involved. They are good at putting the goals of the company into words and are able to understand and express the economic functions that affect the company. A leader with these skills can work easily with abstractions and hypothetical notions.
The external factors include all external forces like government regulations, laws, relationship with suppliers, and relationship with customers, and other external forces which include other stakeholders. For example the day manager at Mac Donald is responsible for tall the activities that are taking place in his presence. It includes order taking from the customer and processing it til the final product is delivered to customer’s satisfaction. In all this process, many tasks will be built up, some regular and some unpredictable. The manager in charge will be responsible to deal with all of them effectively as to continue the smooth running of the restaurant. This approach to management is known as open system approach but is equally as important as manager in the organisational scenario with interdependency characteristics and a manager collaborating directly with internal stake holders of the company (Stephene et all, 2003).
Conclusion
Whether it’s a small company or a large company, an entire organization or just a single department, proper management will create business that functions as intended, is structurally fit, and is a desirable place to work at. A manager cannot create only one step that concentrates on firmness, another for commodity, a third for delight. All factors must be taken into account because they are mutually intertwined, not mutually exclusive. A structure that lacks firmness will in essence lack commodity and without both, delight does not exist. A business that lacks stability will not create a very desirable place to work. Bringing these factors together is what management is all about; utilizing imagination, adaptation and innovation. The manager essentially manages all the aspects of this 'system' in order to achieve an objective, like meeting sales goals. Viewing the manager's task as linking the organisation to its surroundings will make the organisation more responsive and sensitive to key factors such as suppliers, customers, government agencies, and the community in which it functions.
References
Daft, R. L., 2008. Management.South-Western College, 8th ed. U.S.A., pp 560-566
Edwin, L., 2008. Supervisory Management. 1st ed. ;South Western.
Reily, R., 2013. Management Processes, Michigan: Michigan Ross School of Business.
Stephen, R., Rolf, B., Ian, S. & Mary, C., 2003. In Management. 3rd ed. Pearson. pp.16-18.
