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Functions Of Management Essay

1417 words - 6 pages

Introduction
The four traditional roles of administrators are the planning, organizing, leading and controlling. In fact, the administrative function is much more complex than these distinct four phases indicate as they often overlap, one over the over, in rapid succession. The ability of an administrator to decipher when to use a given skill set from each of these four areas is a good indicator if they will rise in leadership or stay in managerial ranks for their career (Marker, 2010). The ability to assess situations, subordinates, tasks and strategies while at the same time defining the optimal set of responses to competitive threats and opportunities takes leadership and vision ...view middle of the document...

Planning is tightly linked to the ability of a manager to progress from transactional to transformational mindset, as it forces them to concentrate on the vision, mission and values and interpret them into a series of compelling strategies to grow the business profitably. This sounds very abstract yet in actuality, it creates a very pragmatic mindset across the many departments of an organization seeking to create a unified strategy going forward. Planning is the first area where transformational leadership skills emerge (Arnold, Loughlin, 2010). How well a manager continues with their journey to become a leader is often defined by the initial successes in this phase of their management experiences. This is also, contrary to perception many have of it, is the most demanding from a synchronization standpoint as well. The task of controlling projects, processes, systems and strategies may seem to be the most isolated and analytical yet in fact they are the most collaborative and debated as managers from all departments want to influence the direction and scope of plans to attain as many shared goals as possible (Useem, 2010).
Leading
Of the many types of leadership styles there are in existence, from the autocratic and micro-managing, to transactional and transformational, the former is the most widely recognized as critical for the leadership function (Arnold, Loughlin, 2010). Transformational leaders often have an aspect of emotional intelligence as well, which gives them the ability to sense and respond to specific situations appropriately and with insight and guidance (Sheets, 2010).
Transformational leaders are known for their ability to quickly gain trust and provide subordinates, peers and in the case of exceptional leaders, even their superiors with a sense of how each contributes and is part of a broader vision of the company (Arnold, Loughlin, 2010). This ability is not so much predicated on exceptional communication or persuasion skills, but on a solid foundation of traits and skills that can be developed over time. Transformational leaders have a strong sense of accountability to their subordinates, peers and superiors, they are transparent and tell it like it is, and are always focused on improving themselves and their departments. 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...

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