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Planning

Discuss About The Planning Organising Leading And Finally Controlling.

The challenges of a manager are to solve problems in a creative manner. At the time of researching different articles the managers can react to the issues of creative trouble solving, the principles of management have been divided into four different functions of “planning, organising, leading and controlling. The four different functions are summarized into the planning, organising, leading and finally controlling” which is namely the P-O-L-C framework. Thus it needs to be understood that the four major functions need to be highly integrated at the time of carrying out the day to day functions at the time of running an organisation. The principles of management uniquely describe the job of the managers. These functions provide a great way of classifying the information regarding the management and major information regarding the different planning activities.

It is also crucial to understand that this particular framework is not free of negativity or criticism. There is the specific criticism from the observation that all the four uses might be ideal but these do not depict the day to day actions of the actual managers. There are several issues in the life of a manager which can be fragmented, or hectic with the constant threat of having priorities which are dictated by the law. Therefore it needs to be understood that the P-O-L-C functions of the management present an extremely useful method of classification of the activities which the managers appoint in and they also attempt to achieve the organisational goals.

In order to understand and analyse the managerial functions in an organisation, the manager who has been interviewed is Mark Von Arnim, the manager of Park Hyatt, Sydney.

Planning is that particular function of management which involves the setting of objectives and the determination of the course of actions for the achievement of such objectives. The procedure of planning requires that the managers need to be aware of the conditions which their organisation is faced by and also help in overcoming them in addition to the forecasting of the future conditions. It makes sure that the managers are proper decision makers. Planning is comprised of several steps which begins which the scanning of the environment of their place of work as it is crucial for the managers to be aware of the fact that the critical contingencies facing the organisation need to be handled in a proper manner. Therefore the planners need to attempt the forecasts regarding the future conditions. Then it so happens that the forecasts form the basis for proper planning (Anitha 2014).

Findings

It is to be ensured that the planners establish proper objectives which are statements of the things which need to be achieved at a specific time frame. Planners need to be aware of the best courses of action which need to be taken for achievement of proper objectives. There need to be necessary steps which need to be formed to make certain the effective performance of the plans. The planners need to evaluate how their plans and corrective actions are taken whenever it is actually necessary. Strategic planning involves the analysis of competitive opportunities and threats which include the strengths and the weaknesses of the organisation. There are also the concepts of tactical planning and operational planning to assume the subsistence of the organisational goals and aims (Thomson and Van Niekerk 2012).

It has been seen that the manager does not believe much in the idea of planning. He focuses on one day at a time and takes his work as it comes.

This leads to the analysis that the manager does not hugely rely on the idea of planning. Therefore it can be inferred that it is not only due to planning but the proper management that a person can emerge a successful manager. For managers who rely excessively on planning may find their competencies fall short in case the situations do not turn out to be as they wish them to. It is therefore better to be prepared for any situation that may come about in the course of the manager’s career.

Organizing is the job of the management which include the development of an organisational structure and the allocation human resources in order to ensure that the objectives need to be accomplished. The structure of the organisation is the framework within which there is the coordination of effort. The structure is usually represented by means of an organisational chart which helps in providing a graphic representation of a command chain within an organisation. The decisions which are made regarding the structure of an organisation are usually referred to as an organisational design decision (Griffin 2013).

Organising is also concerned with the design of the individual jobs inside a specific organisation. The decisions which are made need to be regarding the duties as well as the responsibilities of individual jobs which involve the manner in which the work need to be carried out. There also needs to be a decision which is to be made about the nature of a job within the organisation and also the decisions of job design. Organising at the levels of organisation comprises of deciding the best way to departmentalise which includes the organisation by function, product, geography or the customer. There are several large organisations which use all the different tools of departmentalisation. In this particular segment of the leadership framework it is necessary to make sure that the best designation of the individual jobs is done in a proper manner (Wood et al. 2012).

Analysis

 The manager has responded that he always tries to manage the overall situations with the managers who are in order departments as well as the subordinates of his teams. He makes sure that there are no misunderstandings between them. There are usually no shortcomings which he ignores.

The organising capabilities of the manager are very much significant in the overall interview. This is because of the reason that the manager always ensured that there was no sort of misunderstanding. This shows that the organising capability of the manager was good enough to be applicable in his scenario. There are very less issues of the problems in the organisation under Mark von Arnim.

Leading involves the social as well the informal and social sources of influence which are to be used in order to inspire the action which are to be taken by others. In case the managers are found to be effective leaders, it is seen that the subordinates become enthusiastic about the exertion of effort in order to attain the organisational objectives. The behavioural sciences have been seen to make several contributions on understanding the function of management. The personality research as well as the studies of job attitudes helps in providing the most important information regarding the way in which the managers can lead their subordinates in an effective way. There is always the requirement of effective leaders, managers need to understand the personalities of the subordinates for the same (Clarke 2013).

The studies regarding the motivation theories provide important information regarding the ways in which the workers can be energized to put forth an effort which is productive. Therefore it is needed that the managers effectively communicate and the method of communication is also persuasive. Only then can a manager be considered to be a proper leader (Yukl 2013).

The type of leadership of which the manager implements in his organisation is either transformational or participative style of leadership. The leader ensures that the opinions of the subordinates are taken into communication. The transformational style of leadership was employed by the manager in situations when it was needed to uplift his or her followers.

The leadership styles which are employed by the manager have clearly shown that he was truly a great leader. Being a transformational leader is one of the best characteristics which can be attributed to a particular leader. It is also seen that the transformational leaders are very much concerned about their followers and the condition of their organisation at all times. Mark being a participative leader also gave huge importance to his followers and helped in the development of the Hotel industry.

Organising

Controlling is involved with the making sure that the performance does not deviate from the specific standards. Controlling comprises of three major steps. These are the institution of performance standards, assessment of actual performance against the standards and finally taking corrective action at the time it is necessary. Performance principles are utilized in the monetary terms such as the revenue, costs, profits provided or other levels of quality or of customer service. The capacity of performance can be done in several ways which depend on the standards of performance which include the financial performance appraisals as well and the engagement of the managers at all the levels in the managerial function of domineering to a certain degree.

“It is desirable that the function of controlling need not be befuddled with the control in the behavioural or managerial theories in the scheming sense. This function does not imply the managers need to attempt to control or to manipulative the personalities, values and attitudes or emotions of their subordinates. This purpose of the management concerns the role of the manager in taking essential actions in order to ensure that the work related activities of the subordinates which are consistent with the contribution of the accomplishment of organisational and departmental objectives”.

The managerial function of controlling needs the existence of plans as the planning provides the required performance standards or objectives. “Controlling” can be considered to be in terms of the financial criteria and the managers of the company need to control the production and the procedures of the operation.

Control was established by the manager in case of the ethical issues and problems which he used to face at the time of dilemmas. He was powerful enough to establish the basis of all the situations which help in the understanding of the managerial abilities in an organisation.

The leader was a great controller. He was responsible for ensuring that all the functions were streamlined and maintained for the sake of the organisational effectiveness. Thus it helps in concluding.

Conclusion

“The administration functions of planning, organising, leading and controlling. These are measured to be the best mans of the description of the job of a manager and the best way of classification or the manager’s job. This can also be considered to be the best possible method of the classification of the management studies. There have been several changes in the environment which are faced by the managers and the tools that are utilized in order to perform the essential functions. The management functions of planning, organising, leading and controlling are measured to be the best means of describing the job of the managers the best way to categorization of the accumulated information regarding the study of management”. These crucial functions are still performed by the managers.

Reference List:

Anitha, J., 2014. Determinants of employee engagement and their impact on employee performance. International journal of productivity and performance management, 63(3), p.308.

Clarke, S., 2013. Safety leadership: A meta?analytic review of transformational and transactional leadership styles as antecedents of safety behaviours. Journal of Occupational and Organizational Psychology, 86(1), pp.22-49.

Griffin, R.W., 2013. Fundamentals of management. Cengage Learning..

Kerzner, H. and Kerzner, H.R., 2017. Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Samdanis, K., Taleb, T., Kutscher, D. and Brunner, M., 2012. Self organized network management functions for energy efficient cellular urban infrastructures. Mobile networks and applications, 17(1), pp.119-131.

Thomson, K. and Van Niekerk, J., 2012. Combating information security apathy by encouraging prosocial organisational behaviour. Information Management & Computer Security, 20(1), pp.39-46.

Wood, J., Zeffane, R., Fromholtz, M., Wiesner, R., Morrison, R. and Seet, P.S., 2012. Organisational behaviour: Core concepts and applications. John Wiley & Sons Australia, Ltd..

Yukl, G.A., 2013. Leadership in organizations. Pearson Education India

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