Elements of Management - Coursework Example

Elements of Management Student’s name: University affiliation Introduction In the recent past, management has emerged as a crucial element in attaining the goals of any particular organization. A significant number of the organizations that has been successful in the global scene often attribute their success to the sound and effect management policies they embrace. Some managers of various organizations make tremendous achievements while others fail to realize the organization’s goals. Many studies have argued that the success of a given organization often depend on the skills of the staff members as well as the available resources to finance the activities of the organization. This argument often fails to explain the differences in performance of organizations with similar characteristics and resources. One can argue that the much-celebrated success of the some organizations is often attributed to characters of the leaders of that particular group. If an organization is led by people who are hardworking and focused, then the success rate of that organization is often impressive compared to other organizations. However, various management theories have been formulated, and a critical analysis of these theories reveals the importance of embracing crucial and efficient, management elements to the success of an organization. Even though these management theories seem to be structured in a unique way, they all tend to agree on particular issues that significantly contribute to the success of the management policy embraced by the leaders of any organization (DUDLEY, 2008). The four critical management elements that are explained by various management theories are the planning area, the organizing area, the leadership area and the controlling area. The theories of management argue that if the leaders if a particular organization understands and employs these elements, then the chances of achieving the goals of that organization will increase significantly. The leadership management element Various scholars have explained the element of leading element in management. These theories form the foundation of the origin of the theory. Principal among these theories is the Contingency theory by Fred Fiedler. The contingency theory espouses that any organization needs to embrace sound leadership practices to succeed. In particular, the tenets of this theory argues that effective leadership often depends on the goals, procedures, and the ability of a leader to reward good performance. The lack of the three aspects ultimately leads to leadership failure in any organization. Fiedler’s contingency theory has put much emphasis on the leader’s psychological disposition and his or her personality (FINN, 1982). Moreover, the theory argues that the ability for one to lead often depends on the task involved and the extent to which that person can exert control over the group of people he or she is leading. Max Weber’s theory of leadership also gives insight on the leadership element in managing an organization. The theory elaborates on how a leader of an organization should achieve the objective by exercising his or her authority in the organization. Further, the theory classifies leaders into three distinct categories namely; traditional leader, bureaucratic leader, and the charismatic leader. Weber clearly explains a model where a combination of the three types of leaders can be effected in an organization to achieve its objectives satisfactorily (PRICE, 2007). These two theories set a solid foundation for understanding the element of leadership and its essence in management. Leadership often plays a critical area in the management role. The leading function often requires one to guide others, teaching them as well as supervising the employees of an organization to ensure that tasks are accomplished as planned. An effective leader of a given organization required to empower others. The leader can achieve this by providing relevant information to accomplish various tasks. Further, an effective leader often makes frantic efforts to ensure that other employees are responsible while doing their tasks. Moreover, the task of leadership requires one to exercise authority as well as making proactive decisions that are geared toward increasing the productivity of that organization. Various management theories assert that embracing appropriate and efficient leadership skills often play a crucial role in ensuring that the organization succeeds. For instance, an organization with competent leaders often achieves its goals than the organizations that has less competent leaders. Leadership often requires that the top management of an organization to be proactive and determine the appropriate decisions that propel the organization to higher heights in the industry. For instance, an organization whose leaders take their precious time to interact with other employees has higher chances of achieving its objectives with ease. When the managers of the organization have an open interactive session with other employees, they motivate the staff of the organization, and this often leads to increased productivity within the organization. Moreover, good leadership in an organization plays a crucial role in tapping the opportunities that come in the industry that the organization operates in (HUFFMIRE, 2006). For instance, focused leaders often make frantic efforts to formulate sound policies that enable organizations to diversify and expand its operations to other parts of the world in the globalization drive. Moreover, it's chiefly through good leadership that an organization can diversify its services and products thus earning it a competitive advantage over its competitors. Further, good leaders often inspire other people within the organization to embrace the best practices and policies that will aid the organization to realize tremendous achievements. Thus, every organization that seeks to attain satisfactory and efficient management should ensure that it is lead by competent people because good leadership contributes to the success of organizations globally (MACHADO et al, 2014). Planning element in management In the management of an organization, planning entails setting out the objectives and goals of the organization and formulating various ways of attaining the set goals. In particular, it is through the planning area in management that organizations’ leaders formulate the action plans and strategies that are geared toward achieving the organizational goal. Many management theories assert that planning plays a fundamental role in propelling an organization to success the planning element of management is traced back in Henry Fayol’s principles of management. He defined planning as the coordination of an organization’s resources and setting out proper strategies with a primary aim of meeting a set objective (REDDIN, 1971). Fayol viewed management to be the hardest task for the management team of any organization. The fundamental reason for this argument is that planning function often requires participation of the entire organization with maximum coordination between all sectors of the organization. Moreover, he argued that the planning element of management entails establishing an overall strategy and developing other hierarchical plans to perform specific tasks in an organization. Planning often gives the much-needed direction to an organization and sets standards to facilitate proper control. The element of planning helps to increase efficiency in an organization as the accomplishment of objectives is met at minimum costs. For instance, a financial plan often aids the organization to formulate appropriate strategies that will enable it attains the projected revenues and expenditures of the organization. The Exxon Mobil Company has perfected the planning art in its operations. This has enabled it to implement a significant number of its objectives effectively. For instance, the company has efficiently embraced effective plans in the marketing its products. In particular, the company has formulated sound marketing plans thus enabling it to realize the expected sales (GRAHAM, 1997). Consequently, the profitability of the company has significantly increased in the recent past. It is evident that many organizations often fail due to lack of proper plans. Planning is a continuous function in every organization because of the changes that often occur in the industry or the environment that an organization operates in. For instance, a financial plan of an organization needs to be altered if the economic conditions change drastically. Moreover, the recruitment plan of an organization often needs to be continuous to take into account the changes in the labor markets. Exxon Mobil needs to make frantic efforts improve in formulating sound financial plans to avoid financial distress it has experienced in previous periods. The area of financial planning in an organization affects critical areas because it often touches on divisional goals, departmental goals, team goals and the overall organizational objectives (GOOTNICK, 2000). The organization, Exxon Mobil's financial planning team, needs to recognize the area and objectives that need to be planned in the respective individual sectors of the organization. Thus, the planning area in management will help an organization to embrace appropriate reassures and strategies to achieve its goals. Conclusion It is evident that management often plays a crucial role in an organization. It entails coordinating that efforts and skills of employees with an aim of achieving the objectives of the organization. Many theories of management have given varying arguments about ways of achieving effective management in an organization. However, all the theories are geared toward revealing the critical areas of management. Key among the elements is leading and planning. These two elements act as the driving forces in the efforts of an organization. Thus, every organization that seeks to attain tremendous achievements should make frantic efforts to strengthen these critical elements of management. References DUDLEY, N. (2008). Guidelines for applying protected area management categories. Gland, Switzerland, IUCN. FINN, D. P. (1982). Managing the Ocean Resources of the United States The Role of the Federal Marine Sanctuaries Program. Berlin, Heidelberg, Springer Berlin Heidelberg. GOOTNICK, M. M., & GOOTNICK, D. (2000). Action tools for effective managers: a guide for solving day-to-day problems on the job. New York, AMACOM. GRAHAM, T. (1997). Cost-effective management of marine conservation areas in Palau, Micronesia: 29 September to 3 October, 1997, Pohnpei, Federated States of Micronesia. Koror, Palau Conservation Soc. [u.a.]. HUFFMIRE, D. W., & HOLMES, J. D. (2006). Handbook of effective management: how to manage or supervise strategically. Westport, CT, Praeger. HOCKINGS, M. (2006). Evaluating effectiveness a framework for assessing the management of protected areas. Gland, Switzerland, IUCN. MACHADO, C., & MELO, P. (2014). Effective human resources management in small and medium enterprises: global perspectives. http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=671678 PRICE, M. F. (2007). Mountain Area Research and Management Integrated Approaches. London, Earthscan. http://public.eblib.com/choice/publicfullrecord.aspx?p=430163.. REDDIN, W. J. (1971). Effective management by objectives; the 3-D method of MBO. New York, McGraw-Hill. Read More