Five Management Functions

1

The Five Management Functions Amy Rodriguez MGT 330 Management for Organizations Instructor Sangita Patel August 26, 2014
MGT330: Management for Organizations

MGT330: Management for Organizations

Five Management Functions

2

In this paper I will represent the five management functions, planning, organizing, staffing, leading and control and how I incorporated them into my prior position at Cafe’s Incorporated. Examples of these five management functions will be explained in detail. This will show my experiences and knowledge used in this position, and how this company distributed their authority and utilized these functions. I use to work for Cafe’s Incorporated, a profit seeking organization, in Washington State, as a Store and restaurant manager. It is a simple structure business, but using a middle manager for each store, as well as the owners, or executives also and is also a fast paced restaurant that involves few managerial staff members. There was the owner’s, or the executive manager’s, the store manager or the middle manager then the assistant manager and kitchen manager, or front line manager’s. I reported directly to the owners, executive manager’s for all aspects of the business, and was responsible twenty­four hours a day for the store. As the Store Manager I was involved with all executive management, as well as front line management and all employee’s. I was responsible for assisting in planning aspects, such as strategic, tactical and operational goals, as well as tracking functions, structuring the environment and setting all expectations and development of all employee’s. [“Planning is a systematic process in which managers make decisions about future activities and the key goals that the organization intends to pursue. One primary element of this process, strategic planning, focuses on planning for the future of the organization. It is a purposeful effort directed by management within an organization, which, when conducted effectively, draws on the knowledge, skills, and abilities of employees at all levels of the organization. Successful executives follow the steps and principles of planning, specifically because of environmental

Five Management Functions

3

volatility. Quality managers know that planning helps company leaders anticipate change, and planning helps managers make changes (Reilly, M., Minnick, C., & Baack, D., 2011).” ] I assisted in developing and fine tuning skills and goals for all employees, making the business effective and grow, and applying effective team building skills, and expectations. [“Planning helps company leaders implement change. Without a complete planning process that includes setting clear­cut, measurable standards, the function of control is not possible. At the same time, the control system is what begins the new planning cycle. Information gathered regarding performance from the previous year provides a valuable starting point for the next round of planning. In essence, one function cannot be carried out without the other as the cycle repeats itself over the life of the organization (Reilly, M., Minnick, C., & Baack, D., 2011).” ] This company had weekly one on one meetings with me and a monthly meeting with all store managers, to brainstorm and compare and discuss future events, plans and strategies to implement and organize operations to be equal throughout the corporation. Store managers were responsible for helping and defining report analysis and assisting in orienting appropriate strategies and goals to improve the performance levels and produce more profits. As the manager I had to oversee and follow up with operational plans and all aspects and activities of all employee’s efficiency and effectiveness. I was required to have technical knowledge, such as all functions of computers and tools used to operate the store, fixing small equipment or calling for repairs, as well as implementing reports and inventory counts, forecasting for scheduling staff effectively by the hour. Managing all ordering and incoming inventory, quality control and waste factors and reports. I kept a detailed daily log of all activities notebook in my apron, and took notes as I needed to, which helped keep me organized and ready to answer any questions and not miss important details during each day.

Five Management Functions

4

I implemented organizational design to “to create an organizational structure, which is a formal system of task and reporting relationships that coordinates the activities of members so that they work together to achieve organizational goals. The organizational structure determines how an organization's resources can be best used to create goods and services. Organizing is the process of establishing tasks and authority relationships that allow people to work together to achieve the organization's goals, and a process of efficiency and effectively bringing people and resources together to provide a great experience and service. A function of the manager's role in organizing is determining the best way to organize all resources (Reilly, M., Minnick, C., & Baack, D., 2011).” ] As a manager I had to create the structure within the store organizations to facilitate the operations, designing jobs and descriptions to each department and ultimately creating “the skeleton of the organizational system. “this structural skeleton,” holds up the entire organization and allows it to move forward to achieve its plan for success (Reilly, M., Minnick, C., & Baack, D., 2011).” [“One major aspect of creating a company's organizational structure involves designing jobs at all levels of the hierarchy. Documenting the types of jobs the company needs to complete its objectives is the first step in the job design process. Having “precise job descriptions provide workers with clarity regarding which tasks they are and are not assigned to do. Well­­written job specifications enhance the odds that the proper person will be hired to complete the assigned tasks. “Completion of an organizational structure occurs as managers identify the amount of influence and accountability for these different individuals and groups, along with other elements of organizational design. (Reilly, M., Minnick, C., & Baack, D., 2011).” ] With given authority to make decisions, this corporation is a centralized organization with limited management authority. I have most of the authority and set expectations, I require employees to hold

Five Management Functions

5

up to their responsibilities, by following instructions and completing tasks that I have assigned them. I always follow up and actually have task sheets per employee and job, that must be filled out and signed off as well as turned in daily so I am sure to know who is to be held accountable for all tasks. This is a sheet I designed to help me stay focused and organized, and make my life easier. I have developed other sheets to help in my management organization and effectiveness as well as efficiency, such as all positions have to do lists, check out sheets which individually makes them responsible for certain tasks and if they are not finished I can recognize who is solely responsible. A key part of the my management position is to find a way to organize the operations daily, and function well at a fast pace and effectively efficient rate. My team members have to be well trained, have great knowledge of the companies desires and expectations. In this corporation I was responsible for all staffing aspects, recruiting, training, and coaching, mentoring and motivating. Of course there was also the communication, evaluating, compensating and grievances and disciplining employees in the organization. In order to accomplish this task, I had to have knowledge of all legal aspects and employee, and employer rights, and OSHA laws and safety issues. I actually had to be the jack of all trades, so to speak. “Staffing is the achievement of organizational goals through the effective and efficient deployment of people. Staffing deals with people as are source in the organization. “Individual jobs require analysis of the tasks to be completed as well as identification of skills and talents needed to complete those tasks. After company managers have assigned the jobs, they can then begin the process of planning for current and future personnel needs (Reilly, M., Minnick, C., & Baack, D., 2011).” I created all job design and job analysis, and charts needed to direct each employee throughout their shift each day with reflective planning and research into competition and successful restaurants. I

Five Management Functions

6

was fair, and flexible so that the employees could approach me with any concerns at any time, making sure to take their personal goals and lives in consideration and everyone had to do every task in a rotating manner. There was always the conscious effort on my part to give everyone the same opportunities and my time to help keep them in line with operations and on tasks they were responsible for. I had designed not only duty lists, but evaluations that pertained specifically to them and their positions. Setting goals within the corporations standards and expectations. I also made sure to design personal goals into what the employee was desiring out of their job, because everyone is a little different. For my evaluations and appraisals I always used The SMART rule. “The ability to give a true practical picture of the problem and react to it in advance is the objective to P. F. Drucker’s significant contribution in the period in the form of the MBO technique (Management by Objectives). The basis of this technique is to set goals that shall conform to the SMART rule. Organizations and people are then controlled and evaluated on the basis of these goals. The evaluation of goals achievement is used to draw conclusions within the entire hierarchy of management (Košnarová, Z. (2013).” ● S ­ specific ● M ­ measurable ● A ­ attainable ● R ­ relevant ● T ­ time bound It became a log of my daily notes to write events and employee progress, so I could read back and keep notes on all employees. It was really a lot of work for me and I spent many hours making sure to stay organized. Building an effective and efficient team was key to my success. Another strategy I used was the 360­degree assessment technique, however I did not know it existed, but

Five Management Functions

7

employee’s sometime did group evaluations on each other. I also let them have a say in how to organize, giving their ideas and using them to strengthen moral and feel like a family not just a team. I had to earn their trust and respect for it all to work well. There was really not a lot of promoting, otherwise I would have to give up my job, but if there was a candidate for another store I did not hesitate to nominate that specific employee and have many times. I even picked my replacement when I left the corporation to have my twins. I however tried to praise employees and recognize hard work, and success as well as growth and goal accomplishments usually got a little bonus, like a gift certificate, or a picked day off that normally they would have to work, a movie for two or a starbucks card. These were actually out of my pocket though as there were no bonuses for anyone. In using leadership skills, I found I had to first connect with my employee’s to obtain my own goals and initiating structure. “One fundamental goal of effective leadership involves obtaining extraordinary results from ordinary people. Leading, in a business context, consists of all activities undertaken to help people achieve the highest level of performance (Reilly, M., Minnick, C., & Baack, D., 2011).” By connecting with them and giving consideration to their personal needs and combining with the company needs I was able to give them and myself a good understanding of the direction I needed to go in with individual employee’s. [“Leading involves the social and informal sources of influence that you use to inspire action taken by others. If managers are effective leaders, their subordinates will be enthusiastic about exerting effort to attain organizational objectives. The behavioral sciences have made many contributions to understanding this function of management. Personality research and studies of job attitudes provide important information as to how managers can most effectively lead subordinates. For example, this research tells us that to become effective at leading, managers must first understand their

Five Management Functions

8

subordinates’ personalities, values, attitudes, and emotions ( M. Carpenter, T., Bauer, and B., Erdogan)] In being a good leader I developed a extremely direct and complete training program for each position, it did take some time to perfect but it was well detailed and put together with the help of feedback from my employees. “The value of the training program depends on the feedback which is given by the employees to the organization. How much they learnt, what are the uses of the training program and how it will be useful for them in their future. Likewise the organization has to identify the needs of the employees by the survey given by them. It’s more important for the company to know about the feedback of the employees. It will reflect in the status of the training program which has to be designed for the future training. If the satisfaction of the employees and company is high means the effectiveness of the training is also very high. The value of training reflects in both effectiveness and status of the company’s training program. The training is provided by the company has the ability to help the employees to meet their future plan, increment and also promotion in their job. For the company the training program will meet their goal and make the employees to face the competition among the competitors (Jayakumar, G., & Sulthan, A. A. 2014).” One way I created motivation and moral was to reward in simple gestures and praise in front of the team, always telling everyone what a great job they have done, and making sure they were also open to constructive and positive criticism to achieve their constant support of each other as a team and themselves. It worked for me, and seemed to create valance, and helped put a cap on social loafing. However, not all conversations were pleasant, but if they were not it was not a surprise for the employee, because they always knew my expectations and standards and their responsibilities were very clear, and where they stood in the organization and with me was no secret. It was not easy to always be fair but I tried my best and my employee’s knew this.

Five Management Functions

9

There were a few ways I communicated with my employee’s, some meetings, brainstorming and also I always posted new information, regulations and upcoming events. Everything was discussed and I asked for their help on many occasions to have help and include their ideas and desires. “Communication systems are the lifelines of organizations. Effective communicators often enjoy successful careers and personal lives. They understand the factors that can disrupt quality communication and take steps to overcome those problems. They are good listeners. They also monitor messages in the formal and informal communication channels to make certain the proper information arrives where and when it is needed (Reilly, M., Minnick, C., & Baack, D., 2011).” There has to be clear communication when building a strong team and when there is a communication problem, things can get very messy, In my years of managing I have learned so much and worked so hard on systems to build success for employees the company and myself. “Successful organizations use effective and appropriate control systems to obtain organizational goals and objectives (Reilly, M., Minnick, C., & Baack, D., 2011).” . There were methods used to control standards, many on daily basis, and then reports and inventory items more periodically. It ranged from daily reports, forecasts, and incoming and outgoing products and accounting, to office and store management, procedures in food preparations and cleaning procedures a the end of the day. Every day was structured to follow standards and regulations set by the state, county and company. There was a need to have a plan mapped out for everything, and the knowledge of how to achieve these plans and goals had to be distributed to every employee. [“Planning forms the basis for an effective control system. Managers who fail to prepare quality standards have no basis for evaluating performance. Planning and controlling are inseparable parts of the management system. Standards are set in planning, and the controlling system uses those standards to identify and correct problems. (Reilly,

Five Management Functions

10

M., Minnick, C., & Baack, D., 2011).” ] Measuring performance is necessary for management to correct and solve issues as well as build on things that are successful in a short time and keep the company effective and growing with the ever changing environment and customer base. “Controlling involves ensuring that performance does not deviate from standards. Effective controlling requires the existence of plans, since planning provides the necessary performance standards or objectives. Controlling also requires a clear understanding of where responsibility for deviations from standards lies. Two traditional control techniques are budget and performance audits. An audit involves an examination and verification of records and supporting documents. A budget audit provides information about where the organization is with respect to what was planned or budgeted for, whereas a performance audit might try to determine whether the figures reported are a reflection of actual performance. Although controlling is often thought of in terms of financial criteria, managers must also control production and operations processes, procedures for delivery of services, compliance with company policies, and many other activities within the organization (Kerzner, H. 2001).” The controls of financial aspects on a daily basis belonged to me, by doing deposits, daily sales, and paying distributors or repairs. The big financial responsibility was at the executive level, although we were always included in plans to grow the business financially and used some ratios to have an idea of how to come to daily figures on our own. All managers were in on the budgets and expense reports as well. There were many forms of control used in my store, such as feedback, feedforward and concurrent, and of course quality control. I had to stay on my toes, and once again my little notebook helped me not to miss a beat and be able to accurately report all daily, weekly and anytime controls that took place in my store, which inevitably helped the management of the store to stay strong and prosperous.

Five Management Functions

11

In conclusion for this paper I represented the five management functions, planning, organizing, staffing, leading and control and how showed how they were incorporated them into my prior position at Cafe’s Incorporated. Examples of these five management functions were explained in detail and how some tools that were being used were not recognized to myself as tools, but made sense to incorporate them into my plan and development on the job. This show my experiences and knowledge used in this position, and how this company distributed their authority and utilized these functions. I have learned a lot in this class and I am now able to better my future positions and gain more experience.

Five Management Functions

12

References Jayakumar, G., & Sulthan, A. A. (2014). Modelling: Employee Perception on Training and Development. SCMS Journal Of Indian Management, 11(2), 57­70. Kerzner, H. (2001). Project Management : A Systems Approach to Planning, Scheduling, and Controlling. New York: John Wiley. Košnarová, Z. (2013). MANAGERIAL FUNCTIONS OF ORGANIZING AND LEADING PEOPLE IN MLM ORGANIZATIONS AND THEIR MANIFESTATIONS IN HISTORICAL SCHOOLS OF MANAGERIAL THINKING. Scientific Papers Of The University Of Pardubice. Series D, Faculty Of Economics & Administration, 20(28), 16­28. Principles of Management, v. 1.0 by Mason Carpenter, Talya Bauer, and Berrin Erdogan http://catalog.flatworldknowledge.com/bookhub/reader/5#carpenter­chab Reilly, M., Minnick, C., & Baack, D. (2011). The five functions of effective management (2nd ed.). San Diego, CA: Bridgepoint Education, Inc.

Five Management Functions

1

The Five Management Functions Amy Rodriguez MGT 330 Management for Organizations Instructor Sangita Patel August 26, 2014
MGT330: Management for Organizations

MGT330: Management for Organizations

Five Management Functions

2

In this paper I will represent the five management functions, planning, organizing, staffing, leading and control and how I incorporated them into my prior position at Cafe’s Incorporated. Examples of these five management functions will be explained in detail. This will show my experiences and knowledge used in this position, and how this company distributed their authority and utilized these functions. I use to work for Cafe’s Incorporated, a profit seeking organization, in Washington State, as a Store and restaurant manager. It is a simple structure business, but using a middle manager for each store, as well as the owners, or executives also and is also a fast paced restaurant that involves few managerial staff members. There was the owner’s, or the executive manager’s, the store manager or the middle manager then the assistant manager and kitchen manager, or front line manager’s. I reported directly to the owners, executive manager’s for all aspects of the business, and was responsible twenty­four hours a day for the store. As the Store Manager I was involved with all executive management, as well as front line management and all employee’s. I was responsible for assisting in planning aspects, such as strategic, tactical and operational goals, as well as tracking functions, structuring the environment and setting all expectations and development of all employee’s. [“Planning is a systematic process in which managers make decisions about future activities and the key goals that the organization intends to pursue. One primary element of this process, strategic planning, focuses on planning for the future of the organization. It is a purposeful effort directed by management within an organization, which, when conducted effectively, draws on the knowledge, skills, and abilities of employees at all levels of the organization. Successful executives follow the steps and principles of planning, specifically because of environmental

Five Management Functions

3

volatility. Quality managers know that planning helps company leaders anticipate change, and planning helps managers make changes (Reilly, M., Minnick, C., & Baack, D., 2011).” ] I assisted in developing and fine tuning skills and goals for all employees, making the business effective and grow, and applying effective team building skills, and expectations. [“Planning helps company leaders implement change. Without a complete planning process that includes setting clear­cut, measurable standards, the function of control is not possible. At the same time, the control system is what begins the new planning cycle. Information gathered regarding performance from the previous year provides a valuable starting point for the next round of planning. In essence, one function cannot be carried out without the other as the cycle repeats itself over the life of the organization (Reilly, M., Minnick, C., & Baack, D., 2011).” ] This company had weekly one on one meetings with me and a monthly meeting with all store managers, to brainstorm and compare and discuss future events, plans and strategies to implement and organize operations to be equal throughout the corporation. Store managers were responsible for helping and defining report analysis and assisting in orienting appropriate strategies and goals to improve the performance levels and produce more profits. As the manager I had to oversee and follow up with operational plans and all aspects and activities of all employee’s efficiency and effectiveness. I was required to have technical knowledge, such as all functions of computers and tools used to operate the store, fixing small equipment or calling for repairs, as well as implementing reports and inventory counts, forecasting for scheduling staff effectively by the hour. Managing all ordering and incoming inventory, quality control and waste factors and reports. I kept a detailed daily log of all activities notebook in my apron, and took notes as I needed to, which helped keep me organized and ready to answer any questions and not miss important details during each day.

Five Management Functions

4

I implemented organizational design to “to create an organizational structure, which is a formal system of task and reporting relationships that coordinates the activities of members so that they work together to achieve organizational goals. The organizational structure determines how an organization's resources can be best used to create goods and services. Organizing is the process of establishing tasks and authority relationships that allow people to work together to achieve the organization's goals, and a process of efficiency and effectively bringing people and resources together to provide a great experience and service. A function of the manager's role in organizing is determining the best way to organize all resources (Reilly, M., Minnick, C., & Baack, D., 2011).” ] As a manager I had to create the structure within the store organizations to facilitate the operations, designing jobs and descriptions to each department and ultimately creating “the skeleton of the organizational system. “this structural skeleton,” holds up the entire organization and allows it to move forward to achieve its plan for success (Reilly, M., Minnick, C., & Baack, D., 2011).” [“One major aspect of creating a company's organizational structure involves designing jobs at all levels of the hierarchy. Documenting the types of jobs the company needs to complete its objectives is the first step in the job design process. Having “precise job descriptions provide workers with clarity regarding which tasks they are and are not assigned to do. Well­­written job specifications enhance the odds that the proper person will be hired to complete the assigned tasks. “Completion of an organizational structure occurs as managers identify the amount of influence and accountability for these different individuals and groups, along with other elements of organizational design. (Reilly, M., Minnick, C., & Baack, D., 2011).” ] With given authority to make decisions, this corporation is a centralized organization with limited management authority. I have most of the authority and set expectations, I require employees to hold

Five Management Functions

5

up to their responsibilities, by following instructions and completing tasks that I have assigned them. I always follow up and actually have task sheets per employee and job, that must be filled out and signed off as well as turned in daily so I am sure to know who is to be held accountable for all tasks. This is a sheet I designed to help me stay focused and organized, and make my life easier. I have developed other sheets to help in my management organization and effectiveness as well as efficiency, such as all positions have to do lists, check out sheets which individually makes them responsible for certain tasks and if they are not finished I can recognize who is solely responsible. A key part of the my management position is to find a way to organize the operations daily, and function well at a fast pace and effectively efficient rate. My team members have to be well trained, have great knowledge of the companies desires and expectations. In this corporation I was responsible for all staffing aspects, recruiting, training, and coaching, mentoring and motivating. Of course there was also the communication, evaluating, compensating and grievances and disciplining employees in the organization. In order to accomplish this task, I had to have knowledge of all legal aspects and employee, and employer rights, and OSHA laws and safety issues. I actually had to be the jack of all trades, so to speak. “Staffing is the achievement of organizational goals through the effective and efficient deployment of people. Staffing deals with people as are source in the organization. “Individual jobs require analysis of the tasks to be completed as well as identification of skills and talents needed to complete those tasks. After company managers have assigned the jobs, they can then begin the process of planning for current and future personnel needs (Reilly, M., Minnick, C., & Baack, D., 2011).” I created all job design and job analysis, and charts needed to direct each employee throughout their shift each day with reflective planning and research into competition and successful restaurants. I

Five Management Functions

6

was fair, and flexible so that the employees could approach me with any concerns at any time, making sure to take their personal goals and lives in consideration and everyone had to do every task in a rotating manner. There was always the conscious effort on my part to give everyone the same opportunities and my time to help keep them in line with operations and on tasks they were responsible for. I had designed not only duty lists, but evaluations that pertained specifically to them and their positions. Setting goals within the corporations standards and expectations. I also made sure to design personal goals into what the employee was desiring out of their job, because everyone is a little different. For my evaluations and appraisals I always used The SMART rule. “The ability to give a true practical picture of the problem and react to it in advance is the objective to P. F. Drucker’s significant contribution in the period in the form of the MBO technique (Management by Objectives). The basis of this technique is to set goals that shall conform to the SMART rule. Organizations and people are then controlled and evaluated on the basis of these goals. The evaluation of goals achievement is used to draw conclusions within the entire hierarchy of management (Košnarová, Z. (2013).” ● S ­ specific ● M ­ measurable ● A ­ attainable ● R ­ relevant ● T ­ time bound It became a log of my daily notes to write events and employee progress, so I could read back and keep notes on all employees. It was really a lot of work for me and I spent many hours making sure to stay organized. Building an effective and efficient team was key to my success. Another strategy I used was the 360­degree assessment technique, however I did not know it existed, but

Five Management Functions

7

employee’s sometime did group evaluations on each other. I also let them have a say in how to organize, giving their ideas and using them to strengthen moral and feel like a family not just a team. I had to earn their trust and respect for it all to work well. There was really not a lot of promoting, otherwise I would have to give up my job, but if there was a candidate for another store I did not hesitate to nominate that specific employee and have many times. I even picked my replacement when I left the corporation to have my twins. I however tried to praise employees and recognize hard work, and success as well as growth and goal accomplishments usually got a little bonus, like a gift certificate, or a picked day off that normally they would have to work, a movie for two or a starbucks card. These were actually out of my pocket though as there were no bonuses for anyone. In using leadership skills, I found I had to first connect with my employee’s to obtain my own goals and initiating structure. “One fundamental goal of effective leadership involves obtaining extraordinary results from ordinary people. Leading, in a business context, consists of all activities undertaken to help people achieve the highest level of performance (Reilly, M., Minnick, C., & Baack, D., 2011).” By connecting with them and giving consideration to their personal needs and combining with the company needs I was able to give them and myself a good understanding of the direction I needed to go in with individual employee’s. [“Leading involves the social and informal sources of influence that you use to inspire action taken by others. If managers are effective leaders, their subordinates will be enthusiastic about exerting effort to attain organizational objectives. The behavioral sciences have made many contributions to understanding this function of management. Personality research and studies of job attitudes provide important information as to how managers can most effectively lead subordinates. For example, this research tells us that to become effective at leading, managers must first understand their

Five Management Functions

8

subordinates’ personalities, values, attitudes, and emotions ( M. Carpenter, T., Bauer, and B., Erdogan)] In being a good leader I developed a extremely direct and complete training program for each position, it did take some time to perfect but it was well detailed and put together with the help of feedback from my employees. “The value of the training program depends on the feedback which is given by the employees to the organization. How much they learnt, what are the uses of the training program and how it will be useful for them in their future. Likewise the organization has to identify the needs of the employees by the survey given by them. It’s more important for the company to know about the feedback of the employees. It will reflect in the status of the training program which has to be designed for the future training. If the satisfaction of the employees and company is high means the effectiveness of the training is also very high. The value of training reflects in both effectiveness and status of the company’s training program. The training is provided by the company has the ability to help the employees to meet their future plan, increment and also promotion in their job. For the company the training program will meet their goal and make the employees to face the competition among the competitors (Jayakumar, G., & Sulthan, A. A. 2014).” One way I created motivation and moral was to reward in simple gestures and praise in front of the team, always telling everyone what a great job they have done, and making sure they were also open to constructive and positive criticism to achieve their constant support of each other as a team and themselves. It worked for me, and seemed to create valance, and helped put a cap on social loafing. However, not all conversations were pleasant, but if they were not it was not a surprise for the employee, because they always knew my expectations and standards and their responsibilities were very clear, and where they stood in the organization and with me was no secret. It was not easy to always be fair but I tried my best and my employee’s knew this.

Five Management Functions

9

There were a few ways I communicated with my employee’s, some meetings, brainstorming and also I always posted new information, regulations and upcoming events. Everything was discussed and I asked for their help on many occasions to have help and include their ideas and desires. “Communication systems are the lifelines of organizations. Effective communicators often enjoy successful careers and personal lives. They understand the factors that can disrupt quality communication and take steps to overcome those problems. They are good listeners. They also monitor messages in the formal and informal communication channels to make certain the proper information arrives where and when it is needed (Reilly, M., Minnick, C., & Baack, D., 2011).” There has to be clear communication when building a strong team and when there is a communication problem, things can get very messy, In my years of managing I have learned so much and worked so hard on systems to build success for employees the company and myself. “Successful organizations use effective and appropriate control systems to obtain organizational goals and objectives (Reilly, M., Minnick, C., & Baack, D., 2011).” . There were methods used to control standards, many on daily basis, and then reports and inventory items more periodically. It ranged from daily reports, forecasts, and incoming and outgoing products and accounting, to office and store management, procedures in food preparations and cleaning procedures a the end of the day. Every day was structured to follow standards and regulations set by the state, county and company. There was a need to have a plan mapped out for everything, and the knowledge of how to achieve these plans and goals had to be distributed to every employee. [“Planning forms the basis for an effective control system. Managers who fail to prepare quality standards have no basis for evaluating performance. Planning and controlling are inseparable parts of the management system. Standards are set in planning, and the controlling system uses those standards to identify and correct problems. (Reilly,

Five Management Functions

10

M., Minnick, C., & Baack, D., 2011).” ] Measuring performance is necessary for management to correct and solve issues as well as build on things that are successful in a short time and keep the company effective and growing with the ever changing environment and customer base. “Controlling involves ensuring that performance does not deviate from standards. Effective controlling requires the existence of plans, since planning provides the necessary performance standards or objectives. Controlling also requires a clear understanding of where responsibility for deviations from standards lies. Two traditional control techniques are budget and performance audits. An audit involves an examination and verification of records and supporting documents. A budget audit provides information about where the organization is with respect to what was planned or budgeted for, whereas a performance audit might try to determine whether the figures reported are a reflection of actual performance. Although controlling is often thought of in terms of financial criteria, managers must also control production and operations processes, procedures for delivery of services, compliance with company policies, and many other activities within the organization (Kerzner, H. 2001).” The controls of financial aspects on a daily basis belonged to me, by doing deposits, daily sales, and paying distributors or repairs. The big financial responsibility was at the executive level, although we were always included in plans to grow the business financially and used some ratios to have an idea of how to come to daily figures on our own. All managers were in on the budgets and expense reports as well. There were many forms of control used in my store, such as feedback, feedforward and concurrent, and of course quality control. I had to stay on my toes, and once again my little notebook helped me not to miss a beat and be able to accurately report all daily, weekly and anytime controls that took place in my store, which inevitably helped the management of the store to stay strong and prosperous.

Five Management Functions

11

In conclusion for this paper I represented the five management functions, planning, organizing, staffing, leading and control and how showed how they were incorporated them into my prior position at Cafe’s Incorporated. Examples of these five management functions were explained in detail and how some tools that were being used were not recognized to myself as tools, but made sense to incorporate them into my plan and development on the job. This show my experiences and knowledge used in this position, and how this company distributed their authority and utilized these functions. I have learned a lot in this class and I am now able to better my future positions and gain more experience.

Five Management Functions

12

References Jayakumar, G., & Sulthan, A. A. (2014). Modelling: Employee Perception on Training and Development. SCMS Journal Of Indian Management, 11(2), 57­70. Kerzner, H. (2001). Project Management : A Systems Approach to Planning, Scheduling, and Controlling. New York: John Wiley. Košnarová, Z. (2013). MANAGERIAL FUNCTIONS OF ORGANIZING AND LEADING PEOPLE IN MLM ORGANIZATIONS AND THEIR MANIFESTATIONS IN HISTORICAL SCHOOLS OF MANAGERIAL THINKING. Scientific Papers Of The University Of Pardubice. Series D, Faculty Of Economics & Administration, 20(28), 16­28. Principles of Management, v. 1.0 by Mason Carpenter, Talya Bauer, and Berrin Erdogan http://catalog.flatworldknowledge.com/bookhub/reader/5#carpenter­chab Reilly, M., Minnick, C., & Baack, D. (2011). The five functions of effective management (2nd ed.). San Diego, CA: Bridgepoint Education, Inc.