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MGT/330 Management, Theory, Practice, and Application
Wendy Johnson
June 19, 2003
Management Functions
In my explanation of the four management functions, I will explore how they apply to my
organization, my supervisor, and my position. The planning, organization, leading, and
controlling aspects of management are what I will discuss in this paper.
The fact that I am not a manager in my organization will pose only a small inconvenience
and a minor distraction in the completion of my task. I can assume the role of the manager
and thereby circumvent the difficulty not having the position might otherwise bring to this
assignment. I will also be able to relate to the results as it applies to the managed. In this
paper, I will try to present as complete a picture of the four functions as I am able in this
brief mission.
Planning
Planning is the first on the list for a good reason. Nothing good happens in business
without a plan. No money will change hands until there is a plan to follow. Financial
institutions or backers will not usually write a check for support unless they see a plan that
they can believe in. These institutions are not likely to respond to a request unless they
believe a plan will get them a return on their investment or the repayment of a loan. Since I
am writing about an existing business, the problems regarding initial finance will have
already been surmounted.
The manufacturing industry for instance, runs on planning. From the suppliers and vendors
to receiving, production and shipping, all aspects of the process must follow a plan.
Planning in this environment even has its own department and carrier path. Managing a
production floor where labor and production are the same begins with a plan. Knowing
where, how and when to assign employees to make the optimal use of the skills they have
are a matter of planning. A manager will need to be able to apply his or her judgment in
this endeavor to make the best use of the assets in his or her charge. The assets in this case
being the employees. All production relies upon the successful execution of the plan. The
dynamics of these plans begins with the product schedule. They include many layers of
skills andinteractions to be effective, too many to cover in these few paragraphs. All
production revolves around the quantity and delivery date targets for sales orders.
Organization
The skills involved in managing a production floor include organization. Having a clear
