Ever wondered the scope and role of a manager? To help you get a better sense of their role, here is a Checklist of What Managers Do.
There are four key roles of management in today’s business world, namely:
- planning,
- organizing,
- leading, and
- controlling.
You should note from this list of key management roles that a manager is a proactive position responsible for achieving organizational goals. This needs to be distinguished from a non-manager worker who is more likely to take direction and advice on their role.
While the manager is responsible for implementing key parts of the organization’s plan, they also need to take responsibility for planning and organizing.
Contents
The planning function
Planning means working out how to achieve the goals of the organization. All organizations will have some form of goals – from top level growth and profit objectives, down to productivity targets for staff, and a lot in between.
The planning function is working out the tasks that need to be implemented in order for the organization to achieve these goals – planning is undertaken prior to the work commencing.
You have probably heard the terms strategic plan or marketing plan, which are two examples of high level plans.
Depending upon the organization and its process, these plans can be quite top level or could be very detailed – this will vary by type of organization and its approach to planning.
The planning function is a critical aspect of organizational management, serving as the foundation upon which other functions like organizing, leading, and controlling are built. It involves setting objectives and determining the best course of action to achieve these goals. Effective planning is essential for the success and growth of an organization, as it guides decision-making and aligns resources with objectives.
Key Points about the Planning Function
Setting Objectives
Planning starts with defining clear, measurable, and achievable goals. These objectives can range from broad long-term goals, like expanding market share or increasing profitability, to specific short-term targets, such as improving customer service or enhancing product quality.
Analyzing the Environment
Successful planning requires a thorough understanding of the internal and external environment of the organization. This includes analyzing market trends, competition, regulatory changes, technological advancements, and internal resources and capabilities.
Strategy Development
Based on the objectives and environmental analysis, organizations develop strategies to achieve their goals. This could involve diversifying product lines, entering new markets, optimizing operations, or investing in technology.
Action Plans and Programs
Strategies are translated into actionable plans and programs. These include detailed steps, timelines, resource allocations, and responsibilities. Action plans ensure that strategies are implemented effectively and efficiently.
Types of Plans
Strategic Plans
Long-term plans that set the overall direction of the organization. They are typically broad and focus on achieving major goals over several years.
Tactical Plans
Shorter-term plans that detail how to implement parts of the strategic plan. They are more specific and have a narrower scope, usually spanning one to three years.
Operational Plans
Highly detailed plans that outline day-to-day operations. They focus on short-term activities and processes necessary to achieve tactical plans.
Flexibility and Adaptability
Effective planning is dynamic. It allows for adjustments based on changing circumstances. This adaptability is crucial in a rapidly evolving business environment.
Involvement of Stakeholders
Successful planning often involves various stakeholders, including management, employees, and sometimes even customers and suppliers. This ensures that diverse perspectives are considered and increases commitment to the plan.
Monitoring and Review
Plans need to be regularly monitored and reviewed. This allows organizations to track progress, identify deviations from the plan, and make necessary adjustments.
Resource Allocation
Planning involves determining what resources (financial, human, technological, etc.) are required to achieve the objectives and how these resources should be allocated.
Risk Management
Part of planning is identifying potential risks and developing strategies to mitigate them. This proactive approach helps in managing uncertainties and ensuring the sustainability of the organization.
Organization function
The organization function is working out the resources and processes required to execute the defined plans. The level of organization will look at staff numbers, staff roles, job designs, teams, rewards, and so on – from a human resources perspective, but also needs to look at the equipment, tools, facilities, and other resources required to deliver on the plan.
The organization function in management is a critical process that involves arranging resources and structuring processes to effectively execute the plans set out in the planning phase. This function is multifaceted and encompasses several key areas, ensuring that the organization is well-equipped to achieve its objectives.
Key Aspects of the Organization Function
Resource Allocation
Determining the allocation of various resources, including financial, human, and material resources, is essential. This involves identifying what resources are needed, in what quantity, and ensuring their availability where and when they are required.
Structuring the Organization
Designing Organizational Structure
Establishing a structure that defines how activities are coordinated and controlled. This includes deciding on the appropriate type of organizational structure (e.g., functional, divisional, matrix, etc.) based on the organization’s size, goals, and industry.
Departmentalization
Dividing the organization into departments or units based on functions, products, customer groups, or geographical locations. This helps in specialization and efficient management of different areas.
Defining Roles and Responsibilities
Job Design and Descriptions
Creating clear job descriptions and specifications that outline the responsibilities, duties, and qualifications required for each position.
Role Clarity
Ensuring that each employee understands their role and how it contributes to the overall goals of the organization.
Staffing
Recruitment and Selection
Hiring the right people with the necessary skills and competencies to fill various roles.
Workforce Planning
Forecasting future staffing needs and developing strategies to meet those needs.
Developing Teams and Workgroups
Team Formation
Building effective teams to work on various projects or functions.
Fostering Teamwork and Collaboration
Promoting a culture of collaboration and teamwork to enhance productivity and innovation.
Physical and Technological Infrastructure
Facilities Management
Ensuring that the physical workspace is conducive to efficient operations.
Technology Integration
Implementing and managing technological tools and systems that support organizational processes.
Process Management
Workflow Design
Streamlining processes and workflows for efficiency and effectiveness.
Quality Control and Improvement
Implementing mechanisms to monitor and improve the quality of work and processes.
Communication Systems
Establishing effective communication channels to facilitate information flow within the organization.
Compliance and Legal Considerations
Ensuring that the organization complies with relevant laws, regulations, and standards.
Performance Management Systems
Setting Performance Standards
Establishing clear performance criteria and expectations.
Monitoring Performance
Regularly assessing performance against set standards.
Rewards and Motivation
Developing a system of rewards and recognition to motivate employees and align their efforts with organizational objectives.
Leading staff
Much of the success of an organization will depend upon the quality and motivation of the staff. Therefore, this leading function relates to motivation, incentives, resolving conflicts, training and development, problem-solving, and so on – all designed to leverage the skills and abilities and potential of the organization’s workforce.
The leading function in management is crucial for steering an organization towards its objectives by effectively guiding and influencing the workforce. This function encompasses various leadership and interpersonal aspects, focusing on inspiring, motivating, and managing employees to maximize their potential and contribution to the organization.
Key Aspects of the Leading Function
Leadership Styles and Approaches
- Understanding and adapting different leadership styles (e.g., transformational, transactional, situational) to suit the organization’s needs and employee characteristics.
- Employing emotional intelligence to understand and effectively respond to the needs and motivations of staff.
Motivation
- Identifying and leveraging intrinsic and extrinsic motivational factors for employees.
- Implementing motivational theories (like Maslow’s hierarchy of needs, Herzberg’s two-factor theory, or McClelland’s theory of needs) in practical ways to enhance employee engagement and productivity.
Communication
- Establishing clear, open, and effective communication channels.
- Encouraging feedback and dialogue to foster a two-way communication flow.
Conflict Resolution and Problem-Solving
- Developing skills in conflict resolution to handle interpersonal disputes and disagreements constructively.
- Employing problem-solving techniques to address organizational challenges, ensuring minimal disruption to operations.
Training and Development
- Implementing continuous professional development programs to enhance employee skills and knowledge.
- Fostering a culture of learning and growth, encouraging employees to pursue career advancement opportunities.
Team Building and Collaboration
- Promoting teamwork and collaborative efforts across the organization.
- Organizing team-building activities to strengthen relationships and improve team dynamics.
Performance Management
- Setting clear performance expectations and regularly evaluating employee performance.
- Providing constructive feedback and coaching to improve performance and address shortcomings.
Employee Well-being and Work-life Balance
- Ensuring policies and practices that promote employee well-being and work-life balance.
- Addressing workplace stress and burnout proactively.
Cultural and Ethical Leadership
- Fostering an organizational culture that reflects the values and ethics of the organization.
- Leading by example to instill a sense of integrity and ethical behavior throughout the workforce.
- Leading and managing change initiatives effectively, addressing resistance and ensuring smooth transitions.
Incentive Systems and Rewards
- Designing and implementing effective reward and recognition systems that align with organizational goals and employee needs.
Empowerment and Delegation
- Empowering employees by delegating authority and decision-making, enhancing their sense of ownership and responsibility.
Controlling
The fourth key management function is controlling. Controlling refers to monitoring performance and ensuring that is on track to achieve the firm’s goals.
Often this involves various measures and metrics that track sales, profits, productivity, outputs, and so on – often on a very detailed basis. The intent here is to ensure that the organization is performing a day-to-day basis as planned.
Key Aspects of the Controlling Function
Establishing Performance Standards
- Based on organizational goals and objectives, specific, measurable standards are set as benchmarks for performance.
- Standards can relate to various aspects like quality, customer satisfaction, financial performance, and operational efficiency.
Measurement of Performance
- Regular monitoring of performance against established standards using various tools and metrics.
- Common metrics include sales figures, production output, financial ratios, quality indicators, and employee performance data.
Comparing Performance with Standards
- Analyzing the actual performance against the pre-set standards to identify deviations or variances.
- This comparison helps in understanding whether the organization is on track to meet its goals.
Identifying Deviations
- Pinpointing areas where performance is not aligning with the standards.
- Analyzing the causes of these deviations, which could be due to external factors, process inefficiencies, or human errors.
Taking Corrective Action
- Implementing measures to correct deviations and bring performance back on track.
- Corrective actions can range from minor adjustments to major strategic shifts, depending on the nature and magnitude of the deviation.
Feedback Loop
- Using the information gained from the performance evaluation to make informed decisions.
- This feedback loop is essential for continuous improvement and adaptive management.
Financial Controls
- Monitoring financial aspects like costs, revenues, and profitability.
- Using budgetary control and financial analysis to ensure financial health and efficiency.
Quality Control
- Implementing quality management systems to ensure products or services meet certain quality standards.
- Continuous monitoring and improvement of quality processes.
Operational Control
- Overseeing day-to-day operations to ensure they are aligned with strategic objectives.
- Using operational metrics and key performance indicators (KPIs) for assessment.
Strategic Control
- Assessing how well the organization’s strategy is being implemented and whether it is effective in the current business environment.
- Adjusting strategies in response to environmental changes, market dynamics, and organizational performance.
Compliance and Risk Management
- Ensuring adherence to laws, regulations, and internal policies.
- Identifying and managing potential risks to the organization.
Interlinked functions
As you should see by the above discussion, these four management functions are interlinked. The process starts with planning, and then requires organization of resources, leading and motivating those resources, controlling and monitoring performance – which then leads back to improved planning, organization and leadership.
