Introduction
Management can be defined as the process by which resources and people work together in accomplishing organizational goals. Management involves responsibility for effective and economical planning with an aim of fulfilling organizational objectives. It also involves operations regulation and formulation of standards in an organization.
A P-O-L-C framework comprises of the four functions of organizations’ managers. The first two letters represent planning and organizing. The third and the fourth letters in the framework represent leading and controlling. Management principles help managers to deal with challenges of problems solving in their organizations.
In many instances, the framework has been criticized of not depicting the actual day-to-day actions of the managers. However, the framework is still useful in classifying managers’ activities in achieving organizational goals (Lamond, 2004).
Planning function
Planning as a management function helps managers to set objectives and determine the actions to be taken in achieving the set objectives. In planning, managers should know all the environmental conditions their organizations face.
Managers should also have the capability of forecasting future conditions that might affect their organization. Environmental scanning is the first step in planning. At this point managers should seek information on all the factors influencing their organizations.
Managers should also set their objectives and identify several actions that can be used to achieve the objectives. Further, managers should evaluate various alternatives and make a decision on the best action that can be used to achieve the objectives (Lamond, 2004). Finally, managers should severally evaluate their plans’ success and make corrections where necessary.
Different types of planning include strategic, tactical and operational. In strategic planning, managers analyze threats and competitive opportunities. In addition, managers analyze the weaknesses and strengths of their organizations. Managers then position their organizations in a way that can help them to compete effectively in the business environment.
Tactical planning helps managers to develop methods which they can eventually use to realize their strategic plan. Operational planning develops specific action steps used in supporting tactical and strategic planning (Bateman & Snell, 2008).
Organizing function
Here, structure formulation is done to enhance maximal utilization of resources and in the end the higher aim of the organization is realized. In organizing, managers also design for individual employees in their organizations. Managers determine what roles employees should take and the methods they should use to accomplish them.
Organizing in organizations involves making a decision on how to cluster duties and responsibilities so as to effectively coordinate efforts. Jobs can be clustered in terms of customers, the location of the business geographically as well as organization’s products. On focusing at particular jobs, the organizing function helps mangers to allocate jobs so as to enhance effectiveness in human resources. In the past, division of labor and specialization were used to classify job design.
This classification was making an assumption that the narrower the job content the better the individuals performing the job became (Bateman & Snell, 2008). Managers should be aware of the number of people required to work in each and every shift in the organization so as to ensure maximum use of human resources. Further, managers should ensure that all the employees have the required resources to perform their duties.
Leading function
Managers in any organization should have the capability of influencing their subordinates to work towards accomplishing the goals of the organization as well as its objectives thereof. In order to effectively lead their subordinates, managers should understand their nature. This would increase employees’ job satisfaction which eventually leads to an increased employees’ productivity towards achieving organizational objectives.
Studies on motivation theory and motivation provide information on how workers can be motivated to increase their productivity (Gomez-Mejia et al., 2008). To acquaint themselves with ways in which they can relate effectively with their juniors, managers largely rely on information from researches that focus on communication. By understanding current information on leadership styles, managers are well versed to execute their leadership duties depending on the situation at hand..
Controlling function
Controlling helps managers to prevent deviation of performance from the set standards. In this function, managers monitor their organizations performance to ensure that they are meeting their set objectives. There are three steps in controlling. The first step is to establish standards for performing duties. Controlling also involves comparing of performance with the set organizational standards and making changes where necessary.
Performance in an organization can be measured using various methods depending on the organization’s set standards. At times managers can use financial statements or sales reports to measure their organizational performance. At other times managers use performance appraisals and satisfaction of their customers.
In this function, managers are expected to make sure that all work-related activities are consistent and contribute towards departmental and organizational objectives accomplishment (Gomez-Mejia et al., 2008). A plan is a necessity in controlling. This is because a plan comprises of goals that the organization wishes to accomplish. In addition, it also contains objectives and stipulated standards for measuring performance.
In the past managers were measuring performances in their organizations in terms of profit that have been realized as well as sales that have been made. However, this has changed over time. Today managers have added the use of service delivery procedures in their organizations as well as company policies compliance as measures of performance.
References
Bateman, T. and Snell, S. (2008). Management: Leading & collaborating in the competitive world, 8th edition. Irwin: McGraw-Hill.
Gomez-Mejia, Luis R., David, B. B. and Robert, L. C. (2008). Management: People, performance, change, 3rd edition. New York, NY: McGraw-Hill
Lamond, D. (2004). A matter of style: Reconciling Henri and Henry. Management Decision, 42(2): 330–56.