Dsicuss about the Introduction To Management And Leadership Concepts.
Management is a vital aspect of an organization. Traditionally, management was characterized by four functions that were used to run an organization. Currently, organizations are faced with different challenges that necessitate the use of the ability to adapt to change as a competitive advantage. The use of management functions to adapt to these changes has become challenging because they were developed during a different period. This essay explores how these functions constrain the organization’s ability to adapt and how they can be used in the modern organization.
Management functions are used to ensure that an organization’s activities run efficiently. The first management function is planning that entails making provisions after examining the present, past, and future of a firm (McNamara, 2009). The manager is tasked with creating objectives for each department to achieve company’s goals. The second function is organizing, where the firm is equipped with various resources (McNamara, 2009). The manager ensures that both human and material resources are availed and are efficiently used. The third function is leading which focuses on the ability of managers to influence their employees. Managers are tasked with motivating the employees to meet the firm’s objectives. The last function is controlling where management ensures that the performance matches the set standards (McNamara, 2009). Managers are tasked with evaluating the performance of employees and the firm.
Management’s control function can hinder the ability of an organization to adapt to change. According to the National Council of Educational Research and Training (NCERT) (2015), this function hinders change because it is costly to implement. The increased cost is attributed to the number of resources required in the entire process, which entails setting of standards, evaluation and making corrections. In a rapidly changing environment, it may be costly to implement this process within a short period. It can also hinder change because of its inability to control factors outside the organization’s environment such as government policies. For example, in 1991, Sterling Courier Systems in Virginia had a difficult time meeting its delivery deadlines because it relied on commercial airlines to transport its parcels and sometimes the parcels got lost in transit. In this scenario, the company does not have control over its supply chain. In case of any changes, it may face resistance from this aspect.
Planning can also constrain the ability of organizations to adapt to changes in the environment. According to the NCERT (2015), one of the limitations of planning is that it leads to inflexibility. In some cases, the economy of a country may change negatively, and the organization may have made plans based on a positive outlook. In such a situation, proceeding with those plans may not be beneficial. Indeed, this situation was witnessed when General Motors a car manufacturing was unable to withstand competition. Goh (2017) states that General Motors failed to change its plans regarding its products’ specifications after customer preferences changed, which resulted in failure. Lastly, planning may not be possible for some organizations. For example, organizations may not be able to plan if the competition is very high because they may need to change to adapt continuously.
The third management function, organizing, can also hinder the adaptation of organizations to changes in the environment. According to Eze (2015), management’s organizing function entails the use of unity and chain of command. In the chain of command, organization structures ensure that managers are aware of their responsibilities and authority and a chain is established from top to bottom (Eze, 2015). This arrangement ensures that employees know their leader. The unity of command is used to ensure that each employee reports to one manager (Eze, 2015). A constraint occurs when the employee has to report to more than one manager, which is common in contemporary companies. For instance, a line manager, such as production manager and a staff manager such as a human resource manager (Omolaja, 2015). Conflict may occur if the two managers disagree on how to handle employees. In fast-changing environment, the conflict may slow decision making and affect performance.
The fourth management function, leading, can also affect the rate at which an organization adapts to change. This function mainly motivating the employees and focuses on one’s leadership abilities. Darr (2017) differentiates managers and leaders by the ability to adapt to change. He states that leaders are dynamic and managers are mainly responsible for maintaining the status quo. Based on this assessment, it may be difficult for managers to lead when the opportunity avails itself. In turn, bad leadership may negatively affect the organization’s ability to adapt to change. In addition, managers use different skills to lead the company at different levels of management effectively. For example, conceptual skills are mainly used by top-level managers (Darr, 2017). These skills are used to perform various roles to manage different aspects of the organization. Therefore, managers are expected to have multiple skills and know when and where to utilize them.
Presently, management’s control function is still used in the contemporary workplace despite the changes in the workplace environment. The implementation of the control function is based on the control concept used to develop the Management Control Systems (MCS). In 1965, Antony developed the control concept where he divided the MCS into tasks that work within the control environment (Hared, Huque & Abdullah, 2013). Organizations can use this environment, which contains elements such as organizational culture, to define the flow of activities and responsibilities of individuals. It is worth noting that without this environment the control system may not function. In 2015, research carried out on managers in large, middle and small companies in Slovakia revealed that organizations changed the control function (Misun, 2017). These changes occurred mainly in large and middle companies. These findings show that organizations need to implement changes in the control function to keep up with the changing environment.
The planning management function is used in organizations to ensure they meet their objectives. Indeed, Pine (n.d.) states that management theory explains the importance of planning because it aids in the achievement of goals. The theory is applied in crisis management when planning is used to ensure effective emergency response (Pine, n.d.). Planning can be used to monitor changes in the organizational environment and provide response strategies. For example, the Federal Emergency Management Agency (FEMA) improved its disaster reduction strategies by focusing on operational planning (Pine, n.d.). The manager of such an organization would need to adopt a strategy that entails planning and being flexible enough to adapt to rapid changes in a disaster situation. Additionally, planning can be used in a school setting. For example, it was used by the headmaster in Mapakomhere Rural Day Secondary School to determine a course of action that would meet its objectives (Musingafi, 2014). Planning still plays a significant role in modern organizations.
Nowadays, the organizing function of management plays a role in ensuring modern companies are agile. According to Serifi & Daši? (2012), smart companies are reducing the number of levels in the organizational hierarchy. This change is mainly done to provide a faster flow of information and speed up decision making. In addition, traditionally, companies preferred bureaucratic structures, but presently they prefer those structures that can adapt (Serifi & Daši?, 2012). Modern companies can use different styles to design organization structures. For example, for companies in stable environments, the functional organizational structure is used while a matrix structure is used where the environment often changes (Serifi & Daši?, 2012). Coca-Cola is an example of an organization that uses the matrix structure where the main divisions are geographical and functional to take advantage of opportunities (McKinsey & Company, 2016). To function effectively, companies must learn to be both stable and adaptive.
Lastly, organizations use management’s leading function to adapt to their changing environment. Firstly, the leadership transformational theory is used to develop styles that enable change. Using this theory, a leadership style characterized by the ability to be visionary can be developed (Korzynski, 2014). This form of leadership is an integral part of adapting to change since it allows the leader to plan for the future. Secondly, the situational theory can be used to assist an organization in adaptation. The theory involves the use of relationship-oriented and goal-oriented methods of leadership (Korzynski, 2014). In this aspect, the leader may choose to use the style of delegation or participation to perform tasks. Based on the article “10 Leadership Styles with Examples,” Steve Jobs used transformational leadership to motivate his employees and create revolutionary products.
Conclusion
Management functions can be used presently to support organizational change. However, their use would have to be modified to handle change without experiencing the constraints mentioned earlier efficiently. For instance, organization structures should be used depending on the functions of the company and its environment. Managers must also develop leadership abilities that increase performance. Lastly, managers should plan for the future and have controls to evaluate performance to withstand change.
References
10 Leadership styles with examples (2017). Careerorbit. Retrieved from https://www.career2nextorbit.com/article/300/10-leadership-styles-with-examples
Darr, K. (2011). Introduction to management and leadership concepts, principles. Essentials of management and leadership in public health, 7.
Eze, A. A. (2015). Management practice in an organization. Honolulu, Hawaii: Atlantic International University. Retrieved from https://www.aiu.edu/applications/DocumentLibraryManager/upload/ANASTASIA%20DOC.pdf
Goh, F. (2017). 10 companies that failed to innovate, resulting in business failure. Collective Campus. Retrieved from https://www.collectivecampus.com.au/blog/10-companies-that-were-too-slow-to-respond-to-change
Hared, B., Huque, S., & Abdullah, Z. (2013). Management Control Systems: A review of literature and a theoretical framework for future researches. European Journal Of Business And Management, 5,26. Retrieved from https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.736.2431&rep=rep1&type=pdf
Korzynski, P. (2014). Overcoming leadership limitations: A theoretical study of leadership behaviors and methods. Management and Business Administration. Central Europe, 22,4, 26-38.
McKinsey & Company. (2016). McKinsey on organization: Agility and organization design. Retrieved from https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Organization/Our%20Insights/McKinsey%20on%20Organization/McKinsey%20on%20Organization%20Agility%20and%20organization%20design.ashx
McNamara, D. E. (2009). From Fayol’s Mechanistic to Today’s Organic Functions of Management. American journal of business education, 2(1), 63-78.
Misun, J. (2017). Changes in management function of control. International Conference SocioEconomic Perspectives in the Age of XXI Century Globalization Proceedings Book. Tirana: University of Tirana, Faculty of Economy, Department of Economics.
Musingafi, M. (2014). Applying Management Theory into practice at secondary school in Zimbabwe: Teachers impressions of Classical Management Functions at Mapakomhere Day Secondary School in Masvingo. European Journal of Business and Management. 6,1,99-103.
National Council of Educational Research and Training (NCERT). (2015). Business studies. Retrieved from https://ncert.nic.in/ncerts/l/lebs108.pdf
Omolaja, M. (2015). Advantages and disadvantages of line and staff style of organizations. International Review, 3, 4, 33-38.
Pine, J. (n.d.). The contributions of management theory and practice to emergency management. Baton Rouge, LA: Louisiana State University. Retrieved from https://training.fema.gov/hiedu/docs/emt/contributions%20of%20manage.doc
Serifi, V. & Daši?, P. (2012). Characteristics of traditional and contemporary models of organizational structures. 7th International Conference: Quality, Management, Environment, Education, Engineering. Montenegro. Retrieved from https://www.researchgate.net/publication/272227380_Characteristics_of_traditional_and_contemporary_models_of_organizational_structures
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