As a result there was an increased Interest In the most effective and efficient method of management. This led to the development of different management theories, which Included classical management functions which one (1) could argue led to management being defined as the process of organizing tasks through employees to make sure that goals and objectives are met efficiently. (Robbins, Bergman, Stag, Coulter 2006, p. 9).
Carroll and Gillie evaluated and examined the different Classical Management functions such as; planning, organizing, commanding, coordinating, and controlling which were introduced by Payola (1949) in respect to how useful they are in describing managerial work. One (1) of the key responsibilities that managers have Is be best described through planning. This ensures future outcomes the business are met through strategic, operational and tactical planning.
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Managerial work also involves task assignment, implementation of plans, delegation of duties and ascertaining what it is that actually needs to be carried out. This is mostly fulfilled through organizing, which Is an element of classical management functions. “A successful manager monitors the planning and organization that has been Implemented” (Wood, 2002) and this is done through controlling, another Classical Management Function. This classical management function allows managers not only to monitor but also to compare progress made to the objectives set at the planning stage of operations.
Based on Payola, the functions of coordinating and commanding were about coordinating all of the different activities of the firm and personal supervision of employees (Micromanagement) in order to encourage them to fulfill their potential. This notion was later integrated into the notion of leading by various theorists such as (Cradler. 2003). Having noted this It could be argued that Classical Management Functions are useful in describing managerial work. The primary article and the supplementary articles aforementioned all focus on how Classical Management Functions affect the description of managerial work.
The key issues they all raise Include the notion that managerial work can be best summarized through Classical Management Functions as they outline the duties that managers are carrying out. All articles seem to agree that the Classical Management Functions are the core of all managerial work, but in saying this they do not accurately describe exactly what managerial work Is. The work done by managers is constantly changing, their duties evolving and as a result the five basic functions by Payola have led to expansion as highlighted through the S. P. I. C.
E. S. Notion (Staffing, Planning, Investigating, 1 OFF Managerial Work: The Influence of Hierarchical Level and Functional Specialty Katz 1974 states that “some of the additional functions depend on the level individual angers are at thus keeping the basic classical management functions bests describes managerial work. ” In comparing this to the primary article, readings such as the Organizational Behavior Core Concepts and Applications agree with the idea of using the basic Classical Management Functions as the best means to describe managerial work.
In essence the text describes managerial work as the concept of Planning, Organizing, Coordinating, Commanding and controlling which is the same concept utilized in the primary article. Both the article and the readings basically fine managerial work as the Classical Management Functions. Having noted this, the primary article also acknowledges that the highlighted functions may need to be expanded as different managers have different goals to achieve which might require them to use some additional functions.
This is an idea that is supported in the article ‘Successful VS.. Effective Real Managers’ which goes into detail about how the differences in goals to be achieved separates successful managers from effective managers and how their approach, in terms of management functions, is different. Effective managers tend to focus on the basic classical management functions as this is makes it easier, because they find that the less the steps they have to carry out the better they are able to manage them.
Having said all this one could argue that the article and readings agree that Classical Management Functions are useful in describing managerial work as they all suggest that managerial work can be based through the principles of Planning, Controlling, Commanding and coordinating (Payola’s principles of Classical Management Functions). Thanks to the nature of and hanged in which businesses operate, it is essential for management functions to expand and adapt to meet these changes. Even these changes are based on Payola’s core principles.
In 2011 Motorola was chosen as the most successful business in its industry in Malaysia. This came as a result of their ability to allow flexibility in their management departments, which allowed them to meet and defeat increasing competition. Most of the Management functions that came with this were highlighted in “Management in Malaysia” (2010). They in themselves were Just improvements of Payola’s core principles of Classical Management Functions. One (1) could argue that these changes in management functions are due to the change in the way businesses operate in this current time.
If the nature of business had not changed so greatly and there was no need to allow for flexibility to be considered in regard to completion demands, it could be argued that Payola’s core principles would not be changed or altered as there would have been no need for that. Having noted all the aforementioned information and accretions, one (1) could conclude that Payola’s principles of Classical Management Theory are indeed the fundamental basis of management. And that they are indeed useful in describing managerial work, but not as accurately as they possible could.