{"id":397,"date":"2015-04-21T21:03:11","date_gmt":"2015-04-21T21:03:11","guid":{"rendered":"https:\/\/courses.candelalearning.com\/masterybusiness1xngcxmaster\/?post_type=chapter&p=397"},"modified":"2019-01-05T01:41:39","modified_gmt":"2019-01-05T01:41:39","slug":"putting-it-together-9","status":"publish","type":"chapter","link":"https:\/\/courses.lumenlearning.com\/wmintrobusiness\/chapter\/putting-it-together-9\/","title":{"raw":"Putting It Together: Management","rendered":"Putting It Together: Management"},"content":{"raw":"

Synthesis<\/h2>\r\nShip captains, jugglers, parking lots . . . Why have we used so many different analogies to describe managers and management? Because all of them are appropriate given\u00a0the diversity\u00a0of roles and responsibilities that managers have\u00a0on any\u00a0given day. They must truly possess\u00a0a broad range of skills in order to react, adapt, plan, and change course swiftly to stay ahead of changes inside and outside of the organization. Perhaps the best way to sum it up is that managers and leaders need to be prepared because . . .\r\n\r\nhttps:\/\/youtu.be\/uWzrIX5l0vc\r\n

Summary<\/h2>\r\n

Managers<\/h3>\r\nManagers wear many hats and must bring with them an entire toolkit of skills\u2014ranging from interpersonal to technical skills\u2014in order to reach\u00a0organizational goals and objectives effectively. Without the proper skill set, managers can find themselves unable to gain the trust and support of those around them, making their job more difficult and, in some cases, impossible.\r\n

Management Theory<\/h3>\r\nAlthough the world of business has\u00a0changed tremendously over time, the four functions of management\u2014planning, organizing, leading, and controlling\u2014originally identified by Fayol in the early 1900s still hold. What has changed is where and how managers perform these four primary functions.\r\n

Planning\u00a0<\/strong><\/h3>\r\nPlanning within a business ranges from the big picture to the very granular, from the organization's foundational plan (its mission) and set of strategic plans to its daily operations plans. Each one builds upon the other, and without a well-developed set of plans that management can implement, an organization will likely drift from one venture or problem to another without ever really achieving success.\r\n

Organizing<\/h3>\r\nThe structure of an organization\u00a0can have a tremendous impact on the organization's\u00a0ability to react to both internal and external forces. Organizational structure also determines the managers' span of control, communication channels, and operational responsibilities. The organization\u00a0should be structured\u00a0in such a way that it reflects the company's mission and supports its\u00a0customer and product\/services goals to the greatest advantage.\r\n

Leading\u00a0<\/strong><\/h3>\r\nFrom autocratic to laissez-faire, leadership styles run the entire spectrum. Some of the most effective leaders are those who can adopt different styles to fit the situation at hand.\r\n

Controlling<\/h3>\r\nThe control function of management has two aims: to make order out of chaos and to evaluate whether\u00a0the company's efforts and resources are being maximized.\u00a0Remember that the\u00a0\"control function\" doesn't give management license to be manipulative or autocratic. Instead it refers to the importance of control through evaluation<\/em>, since evaluation is\u00a0the key to knowing whether a company is producing\u00a0the\u00a0desired results or not.\r\n

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Synthesis<\/h2>\n

Ship captains, jugglers, parking lots . . . Why have we used so many different analogies to describe managers and management? Because all of them are appropriate given\u00a0the diversity\u00a0of roles and responsibilities that managers have\u00a0on any\u00a0given day. They must truly possess\u00a0a broad range of skills in order to react, adapt, plan, and change course swiftly to stay ahead of changes inside and outside of the organization. Perhaps the best way to sum it up is that managers and leaders need to be prepared because . . .<\/p>\n