For leadership to attain its greatest potential there needs to be a strong shared vision across an entire organization, with each member of the organization seeing their part of the total vision being accomplished through their efforts. This ability of leaders to create a high level of ownership of the vision of their organizations is critical if lasting change is ever to be accomplished in many oil and gas companies. This ability to create a high level of internalized support for a vision, then managing its fruition and development over time, is critical for a leader to be successful in accomplishing strategic goals and objectives. Further, leaders must focus on how to manage their staffs and subordinates to bring out their best attributes or strengths as well. By being developmental and concentrating on how to bring out the innate strengths of their subordinates, leaders add immeasurable value and strength to their organizations in the process. The essence of effective leadership is in holding on to a vision while at the same time growing subordinates and associates to make the strategic goals leading to the visions' attainment more achievable.
Controlling
This is the phase of management that centers on providing feedback on the performance of both individuals and work groups relative to objectives, goals, and standards as set by leaders during the planning and leadership phases of the management phases discussed in this paper. Control can be seen as both from a coaching standpoint of continually helping associates and subordinates attain their highest levels of performance while also contributing to the growth of the organization by having its goals met at the same time.
In the case of an oil and gas company, the control function has many perspectives associated with it. First there is the need for controlling the process of exploration, extraction and treatment through highly process-centric series of techniques that look to create as much efficiency as possible,...
Management Functions Management Model This paper is divided into three parts. The first part discusses the implications of the four functions of management model for today's managers and defends why these four functions are still applicable to each and every role of a manager in today's challenging business environment. The second part explains the importance of sustainability efforts for an organization and their impacts on the job responsibilities of a manager. It
Functions Management What are the different functions involved in management? How do they help one to achieve success in the workplace? In what ways does each of them enhance the organizational culture? One will study in depth the various aspects of managing others and apply them to a city Police Department setting. The four areas of management consist of planning, organizing, leading and controlling. Anyone that is in law enforcement has some
They doubted that enough PCs would be sold to make MS-DOS successful. Bill Gates begged to differ, bought out the rights to MS-DOS, which he had originally written for IBM, and Microsoft was born. Mr. Gates has tremendous passion for his visions and that passion is contagious, and that is a critical skill for any manager to make planning work as part of their management style. Planning as a management
When all the needs or expectations of the stakeholders are met, the business will continue to thrive. Core Human Resource Functions Involuntary turnover is rampant among employees of high talent. These employees form then crucial asset that determine the overall success of the organization. Involuntary turnover occurs due to issues such as frequent absences, premature termination of contracts, sexual harassment or by the mere fact that an employee becomes overqualified for
Whereas the other functions of management focus on methods, and operations, and policies, and organizational structure, leadership pertains exclusively to people. Management also includes various functions that relate to personnel, such as the establishment of hierarchical structure, and supervisory policies and practices. However, even in these personnel-oriented functions, management and leadership are substantially different. Leadership includes the use of specific styles (such as transactional, charismatic, transformational, and servant leadership). On
"The most important issues which have to be addressed here are precise monitoring (diagnosis) of current results and their comparison with what has been planned. Effective managerial control must always be followed by feedback for correcting initial plans " (http://www.bashedu.ru/konkurs/ibatullina/eng/function.htm). The observation of the way in which people within an organization behave is of extreme importance. But leaders and managers obtain feedback not just from observations, but directly from people.
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