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Management Functions
| Term | Definition |
|---|---|
| management | the process of completing tasks effectively and efficiently through the effort of others; coordinating resources in order to accomplish an organization’s goals; carried out by a supervisor, manager or a management team |
| Supervisors and Managers | conduct the management process; set goals for the business; guide the activities of the business; keep the business moving toward its goals; make things happen, but do not usually perform actual jobs in departments or businesses |
| The Management Process | the primary activity a supervisor or manager performs; composed of the basic management functions; it is the key to completing a task effectively and efficiently |
| Efficiency | means doing the task right; the ability to do something well or achieve a desired result without wasted energy or effort; refers to the relationship between inputs and outputs |
| Effectiveness | means doing the right task; translates into obtaining business goals; is not always efficient |
| Power-oriented Style | maintains total control over the entire operation; works in situations where employees are untrained, inexperienced or involved in a crisis |
| Routine-oriented Style | keeps the operation running smoothly rather than accomplishing other goals; appropriate in middle management in large corporations |
| Achievement-oriented Style | open to new ideas and seeks out employee suggestions; most effective in situations where the manager is dealing directly with employees who are producing the work |
| Micromanagement | occurs when a manager closely controls the work of their employees; involves the manager or supervisor controlling every step of a process with little employee freedom |
| Corrective Action | should be taken if there are significant differences between planned output and actual output |
| standards | based on the ultimate goals of a business; set specialized goals |
| corrective control | provides feedback after an activity is completed in order to prevent further deviations |
| concurrent control | takes place while an activity is in progress so problems can be corrected before they get out of hand |
| Preventative Control | anticipates and prevents undesirable outcomes |
| Controlling | the process comparing your expected results with your actual performance |
| leading | involves directing and coordinating employees, motivating employees, directing activities and communicating with employees |
| staffing | should be completed to fulfill the employment needs of your company; involves determining how many of what type of employees are needed |
| organizing | involves dividing the work into manageable segments in order to achieve goals |
| operational plans | focus on a company’s everyday activity and promote the success of tactical and strategic plans |
| tactical plans | involve mid-range objectives, help ensure the accomplishment of strategic goals, and are built on specific objectives with target dates |
| strategic plans | involve long-term goals and discuss what a business wants to achieve in three to five years; do not include a target date |
| planning | involves defining an organization’s goals, objectives, strategies and chain of command; should be realistic, comprehensive and flexible |
| management functions | the pieces which compose the management process; the key steps which must be completed in order to achieve an organization’s goals; the major responsibilities or tasks of a supervisor |
Created by:
DrTeague
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