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Managerial Functions Managerial work typical

游客2024-02-25  18
问题                                 Managerial Functions
    Managerial work typically is broken into the following seven managerial functions: planning, organizing, staffing, directing, controlling, representing, and innovating. The two-way arrows between these functions in Figure D-1 show that these functions interact with each other. Figure D-1 also shows that decision making and communication are the coordinative processes that tie these functions together. Managers must be skilled in these coordinative processes and functions if they are to accomplish their goals through the efforts of other people.
                                Planning
    The process of establishing and clarifying objectives, determining the policies and procedures necessary to meet the objectives, and preparing a plan of action is called planning.
    An objective is what one wants to accomplish.  One way for a manager to identify areas in which a company should establish objectives is to consider the relationships and resources that are necessary to its survival and success. This will lead to objectives concerning the type and quality of goods produced and the desired relationship of the company to its customers, suppliers, employees, stockholders, and the surrounding community.
            Figure D-1 Management Functions and Coordination Processes
                                Organizing
    Once objectives and policies are established, the manager must determine the activities necessary to achieve the objectives and provide for the coordination of authority relationships among the persons who will be performing these activities. If a firm is running smoothly, it may seem to an outsider that the whole process is relatively simple. Goods are shipped on time because they have been made and stored in advance of receiving an order and because the proper packaging and transportation facilities are available when needed. Actually this smooth flow could not have been accomplished without an efficient organization operating under competent managerial supervision. The specific elements of the organizing function of management were covered in the previous chapter.
                                Staffing
    In the staffing function the manager attempts to recruit, hire, train, and develop the right person for each job. This is an ongoing managerial activity since people quit, are promoted, are transferred, are discharged, or retire. In the case of a growing company, new positions are created that must be filled.  Staffing is not solely the responsibility of the human resources department. Effective staffing requires that managers observe their subordinates’ performance, noting strengthes and seeking to remove weaknesses by careful counseling and training programs. Because the staffing function covers a multitude of activities that are increasingly being constrained by legislation, the next chapter will deal with this subject more extensively.
                                Directing
    When one thinks of management in general, one may think almost instinctively of the three basic elements of the directing function: leadership, motivation, and communication. This is quite understandable since directing involves the ability to guide and motivate subordinates to achieve the objectives of the enterprise while at the same time building an enduring relationship between the subordinates and the enterprise. A relationship of this sort is based on the recognition that subordinates have goals that must be satisfied to some degree if they are to contribute effectively to the activity over time. The three elements of directing--leadership, motivation, and communication--are discussed later in the chapter.
                                Controlling
    The managerial function that measures current performance against expected results and takes the necessary action to reach the goals is called controlling.  Specifically, the control process consists of four steps:
    1. Deciding what should be accomplished or what will constitute good performance.
    2. Measuring current actual performance in quantitative terms if possible.
    3. Comparing current performance with standards of expected performance.
    4. Taking corrective action, if needed, so as to achieve or exceed the desired results in the future.
                                Innovating
    The story goes that Henry Ford once hired an efficiency expert to evaluate his company. After a few weeks, the expert made his report. It was highly favorable except for one thing.  "It’s that man down the hall," said the expert. "Every time I go by his office he’s just sitting there with his feet on the desk. He’s wasting your money." "That man," replied Mr. Ford, "once had an idea that saved us millions of dollars. At that time, I believe his feet were planted right where they are now!"
    Alert managers realize that their companies cannot stand still. Remaining ahead of competition requires corporate leadership dedicated to the principle that innovation and risk-taking are the lifeblood of the company. Smart companies know that money alone does not produce innovation; Most successful programs begin with an individual and succeed in a management climate that encourages creative thinking, risk-taking, and initiative. Thus, the innovating function is based on two elements: the company’s innovative climate and the individual innovator.
                                Representing
    Civil affairs ,politics, governmental, dealings, and other “outside ”obligation have come co consume a huge amount of executive time at the top level of American businesses.  Some CEOs (Chief Executive Officers) resent participation in these activities, which they feel take up the time they should be giving to the internal affairs of their companies. But most top-level managers increasingly recognize the importance of the representing function that brings them into contact with the world outside the company, participation in representing activities gives them an opportunity to explain the ways of business to the public, helps them to manage crises, and allows them to develop anticipative management. [br] Most top-level managers increasingly recognize that participation in ______ gives them an opportunity to explain the ways of business to the public and helps them to manage crises.
选项
答案 representing activities
解析 representing activities．答案依据为文章最后一段最后一句话。
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