Functions Of Management

Functions of Management

In this ever-changing and dynamic society in which we live, the four primary functions of management remain essentially the same. Even with the rapid advancing of technology and all kinds of business endeavors that transcend national boundaries moving us toward a more global economy, the four primary functions of management continue to be relevant. Commonly known and accepted throughout the business world, as well as the academic community, these four primary functions are: planning, organizing, leading and controlling.

Management can be summed up as a collaborative effort of people and resources, with a hierarchy of leadership and subordinates, working together to achieve a common end. According to T. Bateman and S. Snell (2007), the four functions of management can be defined as this: "Planning is analyzing a situation, determining the goals that will be pursued, and deciding in advance the actions needed to pursue these goals. Organizing is assembling and coordinating human, financial, physical, informational, and other resources needed to achieve goals. Leading involves the manager's efforts to stimulate high performance by employees. Controlling is monitoring the progress of the organization or the work unit toward goals and then taking corrective action if necessary." (The Functions of Management section, Management Chapter 1).

I have observed and have been an active participant in the four primary functions of management throughout my professional career as a military service member serving in the world's finest Navy and as a BMW technician employed within a franchised new car dealership environment. Onboard a military warship, proper planning is paramount to the fulfillment of its most critical role: to maintain a constant state of combat readiness. The ship's captain, who can be much compared to a CEO, issues a 'Plan of the Day' every morning that outlines certain administrative activities. This 'Plan of the Day' is distributed to each department and serves as a guideline for daily objectives. Inside the service department of a BMW dealership planning logistically move customers' vehicles in and out of service efficiently. A good example of organizing within the U.S. Navy is the use of working parties. Working parties are comprised of enlisted crewmembers that assemble to perform various manual labor tasks. This is most necessary when replenishing the ship's supplies when in port or underway. Working parties may have up to 50 men or more who move large amounts of product from one location to another. Leading is a critical function in both the military and in the BMW service department. I have held different leadership roles throughout my career, and it has always been my philosophy to