Management involves the four-fold process of controlling, leading, organizing, and planning. Since this scenario involves a person who has poor financial skills, little net worth, weak management skills, and inadequate manufacturing knowledge -- apparently, his only resource being his invention - his best bet in optimally marketing and producing his inventions lies in outsourcing the entire manufacturing operation to an offshore company. This is because, here, another company will produce the entire work for him in all its involved four categories: controlling, leading, organizing, and planning, whilst his financial input (although not necessarily) may be smaller. There are disadvantages, however, too, primarily in that his objectives may not be met and output of work may be shoddy. Choosing outsourcing, the inventor's duties would be confined to being in touch with the organization to ensure that his objectives are met whilst helping company plan project mission and objectives and how to…...

e., planning, organizing and controlling); b) behavioural approach (focuses on the role of the individual, his needs and desires; every individual is different, hence they should be approached appropriately); c) management science (the efficient, sometimes mathematical approach, solving problems); d) systems approach (designing a precise system made up of the most important management components that precisely fit the specific sports genre); and e) contingency approach (this works on the assumption that "there is no single beat way to manage"; the manager is flexible and is able to adjust where there are variances in the organization) (Watt, 116-117).
In conclusion, the literature clearly shows -- through myriad examples and formats -- that managing in the sports or exercise genre employs the same strategies and disciplines as those used in the business world. Whether in the UK or the U.S., the four components of management remain the same, and indeed the organizing component…...

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Bibliography

Allen, Paul. 2011. Artist Management for the Music Business. Focal Press, Waltham, MA.

Gill, Diane, and Williams, Lavon. 2008. Psychological Dynamics of Sport and Exercise. Human Kinetics: Champaign, ILL, 2008.

Lussier, Robert N. 2008. Management Fundamentals: Concepts, Applications, Skill Development. Cengage Learning: Independence Kentucky.

MBA Tutorials. 2009. '4 Functions of Management', retrieved March 12, 2012, from  http://www.mba-tutorials.com/management/287-4-functions-of-management.html .

With these different departments having their own functions and responsibilities, the Company can be organized and run accordingly to the achievement of its objectives.

Each employee in the organization has their individual roles and responsibilities. To properly execute and illustrate the four functions, we will look it in micro-level. For detailed application of these functions, let us pick Audit Department as a diagram.

PLANNING and OGANIZING Audit Department has an aim to ensure other departments are in compliance with Company policies, internal office memo, acceptable standards, and other legal provisions. With a goal in mind, it is easier for the department to set up a procedure to attain such. However, prior the accomplishment of goal, the people behind it, composing of Audit Managers and Associate Auditors, should be aware of their roles and responsibilities: Audit Managers are to assist and review work of associate auditors. They are also the ones responsible for…...

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References

Planning in Organizations. (2007). Retrieved July 28. 2007, at  http://www.managementhelp.org/plan_dec/plan_dec.htm 

Management Reading. (2006). Retrieved July 28, 2007 from http://facstaff.uww.edu/matthewm/artsman/module2/reading.html

Functions of Management
The four functions of management are planning, organizing, directing and controlling. Planning is the process of anticipating future events of action for achieving organizational goals. An effective plan aids in the crystallization of an organization's vision, works to avoid costly mistakes, and allows companies to seize opportunities. Effective planning requires an evaluation of the business environment and a well designed strategic plan of actions that are needed to move a firm forward. Planning should be flexible and responsive as well as involve managers from all levels of the organization. As global competition intensifies, technology expands and the speed at which firms bring new innovations to market increases, planning for the future becomes even more critical.

Organizing is the blending of human and material resources through a formal structure of tasks and authority to realize those goals. This includes classifying and dividing work into manageable units by determining the specific…...

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References

Kurtz, David L. (2010). Contemporary business. 13th ed. Hoboken, NJ: John Wiley and Sons.

Khawaja, J. (2002, March). The future of management. Retrieved October 25, 2011, from http://www.khawaja.us/Jamal/article_future_manage.htm

They doubted that enough Cs 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.
lanning as a management discipline varies by level of management. First, the planning horizons of the first-line manager, middle manager and top manager all vary significantly, with the latter being the longest in scope, and the former being the shortest in terms of time to react (Martin, Osberg, 2007). The skills that a front-line manager needs to have are completely different compared to those from top management. The front-line management often has a completely different perception of time itself compared to top management (Westover,…...

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Planning as a management discipline varies by level of management. First, the planning horizons of the first-line manager, middle manager and top manager all vary significantly, with the latter being the longest in scope, and the former being the shortest in terms of time to react (Martin, Osberg, 2007). The skills that a front-line manager needs to have are completely different compared to those from top management. The front-line management often has a completely different perception of time itself compared to top management (Westover, Taylor, 2010). Front-line management therefore requires a planning skill set that concentrates on the immediate tasks and prioritization of resources. Middle management requires a skill set that concentrates on collaboration and building shared task ownership (Martin, Osberg, 2007). Top management requires an entirely different skill set, where the priority is on creating organizational strengths and weaknesses to cope with turbulent, uncertain environments (Westover, Taylor, 2010).

Organizing

The greatest leaders in the history of business and the military share a common trait of being excellent at organizing resources, systems, people and entire divisions of companies to attain challenging, even impossible-looking objectives at the time. Organizing also involves the ability to create cross-functional teams and have them be highly effective in executing towards common goals as well. This aspect of management calls upon all the skills of transformational leaders (Arnold, Loughlin, 2010). The greatest transformational leaders have exceptional skills at creating trust with their subordinates by being authentic, real, and worthy of trust. These managers are also known for making major sacrifices for their teams and showing their complete commitment to the goals they are trying to accomplish (Morgeson, DeRue, Karam, 2010). These are the core skills of an excellent manager and leader. One of the best managers at organizing in recent history is the creation of Google and its many business models. Sergey Brin and Larry Page, two Ph.D. students at Stanford, spent years working with the investment community just outside Stanford University on Page Mill Road where all the venture capitalists are located. This intensive organization effort led to the development of a corporate culture that valued innovation above all else, which led to 65% of products generating revenue

From the example of the retailer worked for, organizing is essential for a retail store to operate. From the store schedules to the shelves' organization this was the most visible management activity in the store.
Leading

Defining the sequence of steps, the relationships necessary for the steps to be as impactful and successful as possible, and getting employees to identify with and support strategies are all aspects of this function of management. There are theorists who say that leadership and management are two different skill sets, yet to be effective a leader must have both (McCartney, Campbell, 192). This is certainly the case as leadership in cynical times (Kouzes, Posner, et.al.) shows that trust is very difficult to attain in leadership yet so critical for successful outcomes to occur. In the retail store I worked in this was very true. egional managers often focused only on benchmarks while store managers focused…...

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References

James M. Kouzes and Barry Z. Posner. "Leading in Cynical Times. " Journal of Management Inquiry 14.4 (2005): 357-364.

William W. McCartney, and Constance R. Campbell. "Leadership, management, and derailment: A model of individual success and failure. " Leadership & Organization Development Journal 27.3 (2006): 19 -- 202.

For any oil or gas company or organization to attain its strategic plans and objectives, it is critical that leaders strive for transparency and honesty in all their work, including the development of reporting and organizational structures as well. 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…...

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References

Aguirre, Calderone, Jones (2004) -10 Principles of Change Management. Resilience Report, Booz, Allen Hamilton. New York, NY. Accessed from the Internet on February 24, 2008:

 http://www.strategybusiness.com/resilience/rr00006?pg=all 

Raymond E. Miles (2007). Innovation and Leadership Values. California Management Review, 50(1), 192-201. Retrieved February 23, 2008, from ABI/INFORM Global database. (Document ID: 1392087651).

Jafar Razmi, Fariborz Jolai, Behzad Hezarkhani. (2008). Designing collaborative roles and responsibilities in supply chain. International Journal of Management Practice, 3(1), 96. Retrieved February 24, 2008, from ABI/INFORM Global database. (Document ID: 1401559971).

Second of all, the supervisor defines means by which the tactical objectives are implemented at departmental level.
The organizing function is represented at departmental level, first of all, by the organization of human resource working there. This refers to regulating employee's time off and to setting the schedules during which employees have to work. Second of all, there is the organization of activities that needs to be considered. This may refer to allocating the correct information to students and doing the course revisions in a timely manner.

Directing includes key actions such as delegating responsibilities and, most of all, deciding who has to do what in the department. s a middle route between the upper management and the employees, the supervisor needs to ensure that the staff understands and applies the directions received from the upper management.

The control function includes the feedback I have mentioned, at a lower level in this…...

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As for the controlling function, at an individual, positional level this refers to a constant feedback at this level, checking that the planned schedule is respected and that the work is being performed efficiently and correctly.

Erven, Bernard L. Planning. On the Internet at http://www.ag.ohio-state.edu/~mgtexcel/Planning.html

Erven, Bernard L. Organizing. On the Internet at http://www.ag.ohio-state.edu/~mgtexcel/Organize.html

The best leaders inspire exceptionally high levels of performance by focusing on being authentic, transparent and focused on making sacrifices on behalf of the team's attainment of objectives over the long-term. These are the traits of a transformational leader as well. For any leader to truly be effective in this area of management, they must be transformational focused and concentrate on how best to grow the strengths of their team in response to the challenges of attaining goals and objectives over time (Mamman, Baydoun, 2009). Another aspect of leading is how effective a manager is in supporting his teams and tailoring individual development goals on their behalf. Being able to create development profiles for each team member and working to provide them with development opportunities over time is crucial for their success. The need for defining how the development of subordinates aligns with the current and future needs of…...

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References

Bernhut, S.. 2009. An INTERVIEW WITH JIM COLLINS. Ivey Business Journal Online (July 1):

Christof Ebert. 2007. The impacts of software product management. The Journal of Systems and Software 80, no. 6, (June 1): 850.

Geraldi, J., J. Turner, H. Maylor, a. Soderholm, M. Hobday, and T. Brady. 2008. Innovation in project management: Voices of researchers. International Journal of Project Management 26, no. 5, (July 1): 586.

Mamman, a., and N. Baydoun. 2009. Managerial perspective on the impact of globalization in an African commercial bank: Implications for strategy implementation. International Journal of Organizational Analysis 17, no. 3, (July 1): 184-201.

Functions of management are usually defined as planning, organizing, staffing, directing, and controlling the various resources of the organization. A service-based organization such as the Starbucks Corporation must give particularly careful attention to the organizing function of management regarding its use of human resources, given that the public face it presents to the world is an integral part of the product's reputation (Allison 2010). Starbucks must also devote care and attention in creating its high-quality product, given that consumers will not return to the store if they are dissatisfied with the drinks and foods they buy at their local Starbucks.
Human resources

High-quality employee training became a critical part of Starbucks' branding, when it evolved into a publically-traded company. Unlike other fast food establishments, from its inception Starbucks' training program "included classes on coffee history, drink preparation, coffee knowledge (four hours), customer service (four hours), and retail skills, plus a four-hour workshop…...

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References

Allison, Melissa. (2008). Starbucks retraining goes down smoothly. The Seattle Times.

Retrieved January 29, 2011 at  http://seattletimes.nwsource.com/html/businesstechnology/2004245181_webstarbuckstrain27.html 

Thompson & Strickland. (2009). Starbucks Case Study. Strategic management. McGraw Hill.

Retrieved January 29, 2011 at  http://www.mhhe.com/business/management/thompson/11e/case/starbucks-2.html

eferences

Pakhare, J., 2007, Management Concepts - the Four Functions of Management, Buzzle Articles, http://www.buzzle.com/articles/management-concepts-the-four-functions-of-management.html, last accessed on March 3, 2008

Erven, B.L., 1994, the Five Functions of Management, the Ohio State University, http://ohioline.osu.edu/~mgtexcel/Function.htmllast accessed on March 3, 2008...

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References

Pakhare, J., 2007, Management Concepts - the Four Functions of Management, Buzzle Articles,   last accessed on March 3, 2008http://www.buzzle.com/articles/management-concepts-the-four-functions-of-management.html ,

Erven, B.L., 1994, the Five Functions of Management, the Ohio State University,   accessed on March 3, 2008http://ohioline.osu.edu/~mgtexcel/Function.htmllast 

" (arnett, 2007) There are three steps involved in controlling including: (1) establishing performance standards; (2) comparing actual performance against standards; and (3) taking corrective action when necessary. (arnett, 2007) Standards of performance are often referred to within the organization by terms including 'revenue', 'costs', or 'profits' as well as other terms such as 'units produced', 'number of defective products', or 'levels of customer service'. (arnett, 2007) Performance management can be accomplished through "financial statements, sales reports, production results, customer satisfaction and formal performance appraisals." (arnett, 2007) This is a process that generally involves all levels of management. This process is one in which the manager takes the actions required to make sure that workers activities "are consistent with and contributing toward the accomplishment of organizational and departmental objectives." (arnett, 2007)
CONCLUSION

This work has reviewed the eight aspects of management in the organization which have included:: (1) planning; (2) decision-making; (3)…...

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Bibliography

Evren, Bernard L. (nd) the Five Functions of Management: Creative Problem Solving. The Foundation of Management Excel. Online available at  http://extension.osu.edu/~mgtexcel/Function.html 

Barnett, Tim (2007) Management Functions. Encyclopedia of Management. 2007

Panigrahi, Anupam and Shukla, Seema, "Is Opportunity a Suitable Substitute for Problem, When Problem is Not There?." SRM Management Digest, 2006 Available at SSRN:  http://ssrn.com/abstract=1032793 

Fayol, Henri. General and Industrial Administration. London: Sir Issac Pitman & Sons, Ltd., 1949.

Finally and one research says most significant, a transformational leader is willing to sacrifice on behalf of both the goals they are accomplishing and their teams (Arnold, Loughlin, 2010). Self-sacrifice is a major component to trust in a leader and matters more than any title, position of legitimate power or status (Johannessen, Olsen, 2010). This specific role in management is often performed across a very wide spectrum of quality and accuracy, and it is common in larger organizations to see two or more organizational structures emerge. The formal organization chart is often devised to communicate reporting relationships. Yet the more often used organizational structure is that mapped by the areas of control transformational leaders have over specific projects and departments. Leadership emerges from this more informal yet vastly more effective organizational structure because the relationships are predicated on trust (Arnold, Loughlin, 2010). The leading function of management encompasses all…...

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References

Kara a. Arnold, and Catherine Loughlin. 2010. Individually considerate transformational leadership behaviour and self-sacrifice. Leadership & Organization Development Journal 31, no. 8, (November 20): 670-686.

Johannessen, J., and B. Olsen. 2010. The future of value creation and innovations: Aspects of a theory of value creation and innovation in a global knowledge economy. International Journal of Information Management 30, no. 6,

(December 1): 502.

Marker, D.. 2010. Leadership or Management? Management Quarterly, July 1, 31-34.

2) Because most organizations have finite resources, a CEO may be faced with two mutually exclusive investments, one with a good short-term payoff but no longer term value; the other with a good long-term payoff but no short run value. If the firm's results are shaping up to be disappointing over the next few quarters, significant conflict may arise for the CEO in trying to decide which alternative is best. Further, short-term orientation may directly benefit the CEO, who may have his/her compensation tied more to short-term performance.

There may be, however, some long-term benefits to satisfying the Street in the short-run. One potential benefit is with regards to the ability to raise capital. If the firm is experiencing strong short-term performance, their stock price should be higher, allowing them to raise more capital than they otherwise would. Moreover, if the short-term performance improvements flow through to the balance sheet, the…...

Functions of Management at Shell Oil
How External Factors Affect the Four Functions of Management at Shell Oil

There are many external factors influencing or affecting the four functions of management at Shell Oil. The intent of this analysis is to evaluate each of the four functions of management, explaining what external factors most influence their operations and performance. As Shell Oil is a process goods producer that transforms raw materials into finished goods, the factors most affecting the four functions of management are supply chain focused.

Planning

Shell Oil relies heavily on the Supply Chain Operations eference (SCO) model as a means to mitigate sourcing oil, gas and raw materials needed for creating their finished goods (azmi, Jolai, Hezarkhani, 2008). Strategic planning at Shell is highly dependent on how well integrated the company is with suppliers in the areas of exploration, mining or extraction, processing and refining oil- and gas-related products. Process innovation…...

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References

Aguirre, Calderone, Jones (2004) -10 Principles of Change Management. Resilience Report, Booz, Allen Hamilton. New York, NY.

Raymond E. Miles (2007). Innovation and Leadership Values. California Management Review, 50(1), 192-201.

Jafar Razmi, Fariborz Jolai, Behzad Hezarkhani. (2008). Designing collaborative roles and responsibilities in supply chain. International Journal of Management Practice, 3(1), 96.