The Implementation of Management Practices in Workplace (Essay Sample)

The Implementation of Management Practices in Workplace
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Introduction
In an organizational perspective, management can be defined as the achievement of organizational objectives through people and other resources. Management is also the process offsetting as well as achieving goals via the execution of its five basic functions. This paper discusses the way by which these functions, that is, planning, organizing, staffing, directing and controlling, are implemented in organization where I work. The objective of the process of management, as evident in its definition, is clearly illustrated by Henri Fayol in his classic 1916 book ‘Administration Industrielle et Generale’. Fayol argues that an individual’s objective in learning as well as applying management is grouped into two, that is, to increase an individual’s skills and to enhance individual’s personal growth as well as development (Mejia, Balkin&Cardy, 2008). People apply management principles on the job daily, and in their personal life, they also apply the principles of management. Every working individual uses the five basic of management functions to administer virtually every facet of life, job and career.
The basics of management functions
How people apply these principles of management and the basic functions depend on what they are working on. When working with particular resources, an individual may apply all the five functions. However, in some instances, an individual may use only two or three of the basic management functions. The five basic functions of management are analyzed below.
Planning
This function is mostly referred to as the ‘first’ function of management. It lays the groundwork for all the other management functions. Planning is a continual process that includes the determination of action courses for the purpose of answering the questions of what should be done, by who, where, when, and how. When a manager plans properly, he/she devises a ‘blueprint’ for the organizational activities, which are of significance to reach objectives. Via planning, a manager can map out a course of action that commit individuals, departments and the whole organization for days, months and even the coming years. According to Burnes (2004), planning determines what resources will required, it identifies the number and types of personnel needed in the organization, it develops the foundation for the organizational environment in which work is to complete and it determines the standard against which progress towards the organizational objectives can be measured for the significance of making corrections where necessary.
At my workplace, planning is classified into three categories, which include:
Strategic planning: this type of planning is concerned with the overall undertakings of the whole organization. This category is initiated and guided by the top-level management; however, all the other levels of management within the organization must participate for it to demonstrate its functions. The function of strategic management is to have the entire organization plan long-range directions as well as commitments, it provides multilevel involvement in the process of planning and it also develops an organization in which the sub-units’ plans are harmonious with each other.
Tactical planning: this category focuses on implementation of various activities that are specified by the strategic plans. The plans of this type of planning are based on what the lower level units within each division is supposed to do, how they should it, and who will own the responsibilities for doing it.
Operational planning: operational planning is the one that managers within the organization make use of for the importance of accomplishing their job responsibilities. For type of planning is commonly used in the program planning and budget planning within the organization.
Organizing
The purpose of this function is to establish the relationship between activity and authority. Organizing function can be defined as the process by which management blends human as well as material resources through the design of a formal structure of task and authority (Anthony &Govindarajan, 2007). Organizing is involved of four major activities:
* The determination of the type of activities that have to be done for the purpose of accomplishing organization objectives.
* The classification of the work required and the groups work into manageable work units.
* To assign the work to individuals as well as delegating the appropriate authority
* To design a decision-making relationship process
The function of organizing, in my organization, ensures that every employee as well as the managers know what to do. It clarifies the tasks and responsibilities of all workers, departments and the major divisions of the organizations. Organizing ensures that there is minimized confusion and obstacles experienced within the organization are removed. It develops the interrelations of the various work units and defines guidelines for interaction among the organizational personnel. Organizing is of significance in any organization in developing the formal superior-subordinate relationships. This allows the orderly progression up through the hierarchy for decision-making and its communication. When an organization applies the process of organizing functions in its daily activities, its management will show improvements in the possibilities of achieving a functioning work environment (Barrick& Mount, 1991). Organizing is done following five steps: consideration of plans, determination of the work activities necessary to accomplish objectives, classification and grouping of activities, assigning working and delegating appropriate authority and finally designing a hierarchy of relationships. When these steps are put in place, organizing function is therefore implemented.
Staffing
People within a company are the most significant asset of all the organization’s resources. For instance, human resources are acquired by and for the organization through the function of staffing. In this function, the organization puts its effort to identify, attract, and retain qualified personnel for the significance of filling the available positions. This process begins with human resource planning and effects employees throughout their tenure with the organization.
The function of staffing is implemented by following eight significant steps that are designed to provide the organization and its particular managers with the right individuals in the right positions. These steps include:
Human resource planning: the significance of human resource planning is to make sure that the necessities of the organization’s personnel are met. For instance in my organization, this process is done by analyzing the organization’s plans for the importance of determining what skills will be needed in the future (Baack, 2012).
Recruitment: management tries to identify as well as attract candidates to the significance of meeting the requirements of anticipated vacancies. During this step, two devices are used which are the job description and the job specification, both of which are developed due to analysis of the job.
Selection: after recruitment, the candidates must be evaluated and one chosen whereby his/her credentials match job requirements.
Induction and orientation: after selection, the employee is thereafter integrated into the organization. This step includes the introduction of the new employee to the work group and acquainting him/her with the policies and rules of the organization.
Training and development: in this step, the organization applies it effort to improve the ability of the employee to contribute to the effectiveness of the organization.
Performance appraisal: this step includes a system that is designed to measure an employee’s actual job performance.
Employment decision: this includes making of decisions in the areas of monetary rewards, transfers, promotions and demotions in regards to the outcomes of the performance appraisal of the employee.
Separation: this is a concern of the management on voluntary turnover, retirements, layoffs and terminations of employees.
Directing
After the formulation of the plans of the organization, the organizational structure has therefore been created and staffed, directing people towards the achievement of organizational goals is the next step. In this management function, the job of the manager within the organization is to accomplish the organizational objectives by providing a guidance and motivation to subordinates. Directing is most important at the first-line supervisory level for the reason that it is where the majority of individuals within an organization are concentrated. In order for a person to be considered effective supervisor or manager, he/she must be an effective leader as evidenced by how well his/her responsibilities are of significance in directing his/her people (Blanchard, Hersey &Natemeyer, 1979).
The coordination function of leadership controls all the organizing, planning and staffing activities of the organization. It also makes sure that all activities work together for the organization’s goodness. At my place of work, directing typically occurs in meeting and other planning sessions with the department heads of the company for the significance of ensuring that all departments are on the same truck in terms of objectives and goals. Directing is made up of communication, supervision and coordination by the management. Therefore, directing ...