Management practices of planning, leading, organizing, staffing and controlling are implemented in the workplace in diverse ways. Good management is evidently linked with superior performance and it is reasonable to expect any firm to make any practices a preference. Notably, the techniques of good managerial practices are available in the public domain and are incredibly accessible forms. Arguably, planners manage resources like; time, land, money and infrastructure. It is fundamental to carefully identify resources, conflicts and constraints (Nikolova, 2012). For instance, on land use, the management may identify areas that are inapt for certain categories of development due to various types of risks that might be involved such as inadequate infrastructure, cultural and environmental values among others. Rationally, smart planners embrace all these issues and practices - becoming an expert in management practices increasingly incorporates a concept of sustainability which refers to wide-ranging, strategic planning that explicitly considers indirect and long term impacts. Sustainable management of planning strives for development and recognizes resources constraints as further illustrated in this essay.
Management practices of Staffing
Upon considering management practices on staffing, most definitions of staffing emphasis the collective efforts of organization to identify, influence and identify job choices of skilled applicants. Notably, organizational leader are utterly cognizant that talent has been the most pressing issue. According to (Nikolova, 2012) the current tight labor market has given applicants a considerable choice between employers, most distinctive for profession, technical, knowledge-based and service occupation. (Nikolova, 2012) also indicates that majority number of employees is passively searching for jobs while minority remains actively searching. This has remained to be a problem to many organizations that are facing staffing challenge than selection of the challenge. In any organization staffing is effective when the establishment is financially defensible only when thee is sufficient quantity of applicants to the establishment. In view of that, there has been a growing recognition that staffing is critical not only for sustained competitive advantage however basic organizational survival. There have been many excellent reviews on recruitment. Krinjar and Trkman (2013) also indicate those attributes of the job that fit with the organization influence modesty behavior. Bai and Sarkis (2013) also argue that hard criteria infrequently studied, and relationships become much smaller when they are. We need to realize how enormous these relationships can be for top predators. More so, demographics of both the applicant and recruiter play minor role, although individual differences are fundamental. In keeping with Bai and Sarkis (2013) employee motivation is vital for organization. Variedly, employees have various needs that must be satisfied if the organization will achieve its goals. In this regard, managers must play their role in ensuring that employees are presented with a working environment that suits and motivates them. Such needs entail minimizing the hygiene factors and augmenting provision of motivators.
Management practices of organizing
Management practices of organizing emphasizes on the integrated nature of human activities and the necessity to balance social, economic and environmental objectives. The chief interest in organization can be considered as specialized decision making that is focused on timely measured goals and impacts. Organizing planning requires broad analysis that put into account all significant impacts, inclusive of those distant in time and space. Organization strives for development and growth. Organizational planning includes accessibility which refers to ability to reach desired activities, destination, and goods (opportunities). Managerial practices of organizing is an integral part of management that provides information used by the managers to formulate strategies, coordinate and control events, plan, make decisions, safe guard assets and optimize the use of resources (Bai & Sarkis, 2013). Management controls in the organization reasonably ensure; (1) programs effectively achieve their intended outcome, (2) consistent use of resources (3) protection of resources and programs from mismanagement, fraud and waste, (4) regular and consistent following of laws and regulations, and (5) ensuring timely and reliable information is accessed, maintained and used for decision making.
Management practices of controlling
Management controls include planning for the organization methods and events that are adopted by the management to ensure those targets are met (Storbacka, 2011). Management controls, in regard to Storbacka (2011), are practices for organizing, planning, controlling and directing program operations. Mainly, a subset of management control comprise of the internal controls that ensure prevention and timely detection of unauthorized acquisition or disposition of organizations assets. In management practice Storbacka (2011) notes that control is mostly defined with a thin scope, i.e. monitoring and correction. Nonetheless, the system theory of control is derived from a much broader model – directed influence. In this wide-ranging concept, control is conducted by varying actors like the outside agency, information system and information system. In reference to Storbacka (2011) management control and control have varying notions from scope of functions, time and tasks point of view. While management control mainly focuses on the future, control puts regard on the past tasks. The intention of introducing management control in the public sector is to create a specific type of control systems that include actions that are related to strategic aspects concerning the organizations future. In reference to Tobias (2012) implementation of management control in the public sector nowadays has turned to be a necessity. Notably, building an management practice of controlling requires creating relevant hierarchical and organizational structures, operational procedures, internal instructions as well as division of responsibility and method of work that allow extreme reduction of loses and errors in the company. Tobias (2012) argues that it should be recalled that even the most realistically planned mode of behavior can not guarantee accomplishment while they are not sustained by an appropriate system of control. Evidently, it is erroneous to overestimate the significance of management control because it is not an all cure for all management error irregularities. The control systems are created for people and by people and they stand to be altered in an inappropriate way. Ultimately, they constitute of helpful tool of implementation of assumed objectives.
Management practices of leading
There are various ways in which executive leadership effectively implements business strategies. In reference to Tobias (2012), these are influencing shaping and influencing decision practices and particular decisions. They influence and shape supervising decision routines and provide decision resource. Management practices of leading embraces courage, and personal commitment. Such are willingness and capacity to take risk and initiatives and at the same time maintain composure when under pressure (Niehaves et al. 2013).
Management practices of leading require mutual commitment through HR strategies. It aims at eliciting employee commitment such that behavior becomes primarily self-regulated instead of being controlled by external pressures to employees and sanctions. Employee’s relationship with the organization must be based on high level trust. The company is concentrated on job design this is something the management has consciously done to improve on the jobs that have a considerable level of intrinsic satisfaction. The company must also come up with a policy of no redundancies and compulsory layoffs. It must have permanent employment guarantees and use casual workers to cushion fluctuations in the labor demand
Management practices of leading values proactive cooperation in order to create synergies at local and global levels and embraces change and it is able to implement it and manage subsequent consequences. In reference to Tobias (2012) these practices believes in attaining business objectives that are rooted in sustainable practices and compliance. Organizations present managers with justifiable authority to lead though there is no guarantee for effective leadership. Organizations require strong leadership and management for optimal effectiveness. Chain management has turned to be a critical talent management initiative at companies in the entire globe. It is strategic processes that provide opportunities for top talents and minimizes leadership gaps for crucial positions (Niehaves et al. 2013). Living up to the management and leadership principle is a responsibility and a commitment for every person in an organization. Management and leadership advancement that contributes most noticeably to performance improvement carried out to organizations for incoming managers.
Conclusion
For the success of any business venture, management practices of planning, leading, organizing, staffing and controlling are must be laid out and implemented (Niehaves et al. 2013). This management should involve the various stakeholders with a view to arriving at decisive action. By and large, marketing strategy plays significant role in guaranteeing that the establishment sustains pressures in its niche. The key role of marketing strategy is to increase revenue, improve customers’ loyalty and increase market share. Nevertheless, there are challenges that face strategy formulation and implementation. Managers have come up with methodologies to reduce these setbacks. Approaches taken by organizations hence determine the success of the marketing strategy chosen.
References
Frank Y (2003). Decision Management: How to Assure Better Decisions in Your Company. Powell Books
Krinjar R & Trkman P. (2013). Increasing process orientation with business process management: Critical practices’ Original Research Article. International Journal of Information Management, Volume 33, Issue 1, Pages 48-60
Bai C & Sarkis J. (2013). A grey-based DEMATEL model for evaluating business process management critical success factors Original Research Article. International Journal of Production Economics, Volume 146, Issue 1, Pages 281-292
Storbacka R. (2011). A solution business model: Capabilities and management practices for integrated solutions Original Research Article. Industrial Marketing Management, Volume 40, Issue 5, Pages 699-711
Niehaves B., Plattfaut R., & Becker J. (2013). Business process management capabilities in local governments: A multi-method study Original Research Article. Government Information Quarterly, Volume 30, Issue 3, Pages 217-225
Tobias S. (2012). The role of environmental management in sustainable business development: A multi-country investigation Original Research Article. International Journal of Production Economics, Volume 140, Issue 1, Pages 116-128
Nikolova A. (2012). Exploring the State of Business Processes Management in the Bulgarian Enterprises Original Research Article. Procedia - Social and Behavioral Sciences, Volume 62, Pages 1350-1354
