ENGINEERING MANAGEMENT FOR ME

MEEN 3533

Function of Management
(Case Study 3)

Garma, Martini Lei Y.

BSME 5-1

Engr. Dennis Dale Fanoga

Professor
 Table of Contents

TITTLE PAGE ............................................................................................................................................................................. …ii

I. Introduction................................................................................................................................................................ …. ….1

II. Function of Management ........................................................................................................................................... ………1

III. Four (4) Function of Management……………………………………………………………………………………………………………………….……1-3

1. Planning ......................................................................................................................................................................... 1

2. Organizing ……………………………………………………………………………………………………………………………………………………………….2

3. Leading ........................................................................................................................................................................... 2

4. Controlling ……………………………………………………………………………………………………………………………………………………………2-3

IV. Conclusion ................................................................................................................................................................. ………3

V. References ................................................................................................................................................................. ………4

 I. INTRODUCTION
A century ago, French industrialist Henri Fayol originally identified five elements as the basic functions of management, but
today, there are now four generally accepted functions of management: planning, organizing, leading, and controlling. These
functions work together in the creation, execution, and realization of organizational goals. The four functions of management
can be considered a process where each function builds on the previous function. To be successful, management needs to
follow the four functions of management in the proper order.
Managers first need to develop a plan, then organize their resources and delegate responsibilities to employees according to
the plan, then lead others to efficiently carry out the plan, and finally evaluate the plan’s effectiveness as it is being executed
and make any necessary adjustments.
• Planning
• Organizing
• Leading
• Controlling (indeed, 2021a)

II. FUNCTION OF MANAGEMENT

A manager is someone who can lead, direct and control operations and people in their organization without imposing their
authority. In a world where a more informal working structure is becoming increasingly popular, a manager must work with
their team to achieve larger goals. Functions of management are a great starting point to find your footing before you dive
straight into your role as a manager.
Functions of management help you stay informed about what you need to do and how so that you can guide your staff
accordingly. Management experts like Fayol and Gulick explain the functions of management to equip yourself with the right
skills to become an accomplished manager.

Let’s say that you’re in the planning stage of your managerial process. This means that you’ll first assess your goals, define
your purpose, and visualize what needs to be done. This requires the ability to interpret historical data, evaluate current trends
and develop strategies for the future. Each function is successful if you can reach your destination without problems like
surpassing your budget or missing deadlines. (Kishore, 2022)

III. FOUR (4) FUNCTION OF MANAGEMENT

1. PLANNING
In the planning stage, managers establish organizational goals and create a course of action to achieve them. During the
planning phase, management makes strategic decisions to set a direction for the organization. Managers can brainstorm
different alternatives to achieve the objective before choosing the best course of action. While planning, managers
typically conduct in-depth analysis of the organization’s current situation, taking into consideration its vision and
mission and evaluating what resources are available to meet organizational objectives.
While planning, managers usually evaluate internal and external factors that may affect the execution of the plan, such as
economic growth, customers, and competitors. They also establish a realistic timeline for achieving the goal or goals
based on the organization’s available finances, personnel, and resources. Managers may have to take additional steps,
such as seeking approval from other departments, executives, or their board of directors before proceeding with the plan.

There are several approaches to planning:

• Strategic planning: This type of planning is often carried out by an organization’s top management and usually
creates goals for the entire organization. It analyzes threats to the organization, evaluates the organization’s
strengths and weaknesses and creates a plan of how the organization can best compete in its environment.
Strategic planning usually has a long timeframe of three years or more.
• Tactical planning: Tactical planning is the shorter-term planning of an objective that will take a year or less to
achieve. It is usually carried out by an organization’s middle management. Tactical planning is usually aimed at
a specific area or department of the organization such as its facilities, production, finance, marketing or
personnel.
• Operational planning: Operational planning is the process of using tactical planning to achieve strategic
planning and goals. Operational planning creates a timeframe for putting a portion of the strategic goal into
practice operationally.
2. ORGANIZING
The purpose of organizing is to distribute the resources and delegate tasks to personnel to achieve the goals established
in the planning stage. Managers may need to work with other departments of the organization, such as finance and
human resources, to organize the budget and staffing. During the organizing stage, managers strive to create a work
environment conducive to productivity. Managers typically take employees’ motivation and aptitude into account to
match employees with roles and tasks that best fit their abilities.
When assigning team member roles, managers should explain and ensure that employees understand their individual
duties. To help employees feel engaged and productive, managers should ensure that employees are assigned an
appropriate amount of work and an appropriate amount of time to complete their work.

Here are some examples of the organizing function:

• If the company’s brand manager works part-time and the organization’s goal is to launch a new advertising
campaign for a product, the brand manager may not take on the significant responsibility of managing the
campaign besides their regular duties. The company may hire an advertising agency to help with the promotion
of the product.
• If a company’s sales in a geographic area have grown exponentially, management may plan to split the territory
in two and need to divide the current team working in the territory and hire additional staff members as needed.

3. LEADING
Leading consists of motivating employees and influencing their behavior to achieve organizational objectives. Leading
focuses on managing people, such as individual employees, teams, and groups rather than tasks. Though managers may
direct team members by giving orders and directing to their team, managers who are successful leaders usually connect
with their employees by using interpersonal skills to encourage, inspire and motivate team members to perform to the
best of their abilities.
Managers can foster a positive working environment by identifying moments when employees need encouragement or
direction and using positive reinforcement to give praise when employees have done their jobs well.

Managers usually incorporate different leadership styles and change their management style to adapt to different
situations. Examples of situational leadership styles include:
• Directing: The manager leads by deciding with little input from the employee. This is an effective
leadership style for new employees who need a lot of initial direction and training.
• Coaching: The manager is more receptive to input from employees. They may pitch their ideas to
employees to work cooperatively and build trust with team members. This style of leadership is
effective for individuals who need managerial support to further develop their skills.
• Supporting: The manager decides with team members but focuses more on building relationships
within the team. This style of leadership is effective for employees who have fully developed skills
but are sometimes inconsistent in their performance.
• Delegating: The leader provides a minimum of guidance to employees and is more concerned with
the vision of the project than day-to-day operations. This style of leadership is effective with
employees able to work and perform tasks on their own with little guidance. The leader can focus
more on high-level goals than on tasks.

4. CONTROLLING
Controlling is the process of evaluating the execution of the plan and adjusting ensure that the organizational goal is
achieved. During the controlling stage, managers perform tasks such as training employees as necessary and managing
deadlines. Managers monitor employees and evaluate the quality of their work. They can conduct performance appraisals
and give employees feedback, providing positive remarks on what they are doing well and suggestions for improvement.
They may also offer pay raise incentives to high-performing employees.

Managers may need to adjust such as:

• Budget adjustments
Managers monitor the budget and resources to ensure that they are using the resources available and not going
over budget. For example, a manager may notice that she is going over budget on a project but be unsure what
is causing the project to go over budget. In this situation, she will need to identify whether there is a general
problem with overspending or whether one department is going over budget. Once the manager identifies the
 source of the overspending, she must take action to curb overall spending and make cuts as necessary to balance
the budget.

• Staffing adjustments
Managers may need to make challenging decisions such as whether to reassign an employee who produces a
low-quality work to a different task or dismiss them from a project. They may also need to add additional team
members to meet an organizational goal if they conclude that the team is understaffed. If this is the case, they
may also need to consult with organization executives to secure more funding. (Indeed, 2021b)

IV. CONCLUSION
Leading a team is not easy because you must accommodate various work styles, personalities, and skill sets. Management
functions highlight the essential skills that every manager requires to supervise, coordinate, and communicate with their
teams. As a good manager, you need to understand who you're working with and how you can use their skills for the greater
good of the organization.

To become an effective leader and dependable team member. Discover the significance of feedback and how it can assist you
in navigating conflict in your organization. You'll be able to set goals, define a code of conduct for your team, and collaborate
closely with your teammates. Identify best practices for your team to achieve your goals without losing sight of the big
picture.
 REFERENCES

[1] indeed. (2021a, February 8). Introduction| What Are the 4 Basic Functions of Management? Indeed Career

Guide. https://www.indeed.com/career-advice/career-development/basic-functions-of-management

[2] indeed. (2021b, February 8). What Are the 4 Basic Functions of Management? Indeed Career Guide.

https://www.indeed.com/career-advice/career-development/basic-functions-of-management

[3] Kishore, K. (2022, February 22). What Are The Functions Of Management? Harappa.

https://harappa.education/harappa-diaries/functions-of-management/