RICA G.

ANINON
2BSEcE-A
Assignment #2: What is management and its function

In this reflection paper, we will talk about what is management and its function
and how does these functions affect its organization. But before everything else, let us
first define what is a manager.
A manager is someone who has the ability to steer, guide, and oversee the
activities and personnel of a business without overstepping their bounds. A
management must collaborate with their team to accomplish greater goals in a world
where less formal working arrangements are becoming more and more common.
Before you jump right into your managerial responsibilities, it's a good idea to familiarize
yourself with the functions of management.
The management functions assist you in staying informed about what has to be
done and how so that you may direct your personnel appropriately. Following our
understanding of what management is, we must now comprehend its purpose. Every
business has a structure, and the organizational structure of that business depends on
having one that advances the company's goals. In any organization, from the lowest to
the highest levels of management, there are front-line, middle-level, and top-level
managers. The senior management team, for instance, is followed by the board of
directors and the chief executive officer (CEO). If you visualize this structure as a
pyramid, you will be able to clearly see all of its parts. You will have fewer and fewer
supervisors to oversee your activities as you move up the pyramid.
At its most fundamental level, management is a discipline made up of five main
tasks. These include: planning, organizing, staffing, directing, and controlling.
According to one definition, management is a social activity that involves
responsibility for the effective and efficient planning and management of an
organization's operations in order to accomplish predefined goals. It is a dynamic
process made up of several components and activities carried out in different
sequences. These jobs should not be confused with operational responsibilities like
buying, marketing, and finance, among others. Instead, it is the duty of every manager,
regardless of rank or position, to fulfill these obligations.
Managers are better able to focus their attention on the actions that result in
results when they have a firm understanding of the functions.
 Listed below are the functions of a management and why are they important in
running an organization:
1. Planning
The pace for all following steps in the managerial process is established by planning,
making it a crucial management role. To achieve organizational goals, you need to
create a future road map with predetermined phases. At order to establish how you will
move closer to your goal, you must assess several approaches and plans in this phase.

To make any necessary alterations to reduce errors, you might need to consider
previous methods of execution. To develop an effective planning strategy, you must
take into account both internal factors—people, time, and cost—and external factors—
competitors, policies, and the overall business environment.
2. Organizing
Here, you put your plan into action by constructing a hierarchy or system of authority
inside the framework of your organizational structure. Prior to distributing jobs to your
workers, decide which ones must be done for you to reach your objectives. Today's
business world is more dynamic and flexible than the traditional modes of working,
where a management made all the decisions. Regardless of their status, all
organization members share ownership and obligation.
Create an organizational structure that fits your workplace, and then allocate tasks
that correspond to the talents and capabilities of your team. Ensure that everyone is on
the same page before assigning responsibilities as you see suitable.
3. Staffing
Another crucial managerial task is this one. Depending on the knowledge, talents,
and capacities of each team member, you must allocate jobs. Be careful since you
might need to bring on new talent for some activities that call for particular technical
knowledge. For this phase to be successful, it is essential to evaluate your employees'
needs in terms of rewards, development, and compensation.
An intelligent manager will be able to assess the skill and productivity of their
workforce. So that their tasks are appropriate for their abilities, this is done. In order to
relate to your staff and comprehend their strengths and shortcomings, you must adopt
an empathic attitude.
4. Directing
Monitoring the performance of your team is an important part of directing. In order to
stay on top of things in this step, you must maintain an open line of communication and
obtain frequent updates. Giving and receiving feedback to solve any issue areas and
enhance performance is a fantastic approach to achieve this. At this point, you need to
step up as a leader, handle disagreement, and inspire initiative in your staff.
 As a manager, you must grant each team member sufficient autonomy so they may
work effectively and remain motivated without continual oversight. Along with keeping
an eye on your team, you also need to report progress to your manager and other
stakeholders. To accomplish your goals in an efficient amount of time, the entire firm
should operate like a well-oiled machine.
5. Controlling
Here, you must compare the results of each step determined during the planning
stage to the objectives of your firm. You must work together with your staff on this
phase to make sure they are proceeding appropriately and in the right path. Controlling
can be defined in terms of coordinating, reporting, and budgeting, as per Gulick's seven
management roles.
You must not only make sure that each phase is proceeding as intended, but you
must also keep an eye out for possible issues in order to take appropriate action. Where
necessary, make prompt revisions and adjustments. You'll be able to do your tasks
more quickly and on a budget. Utilize this chance to work closely with each team
member.
Management orchestrates and manages several tasks in order to achieve a goal. In
order to achieve its objectives by making the best use of the resources at its disposal,
the corporation must decide on a course of action and manage the actions of its
personnel. The hierarchy of staff members inside a corporation, particularly in terms of
seniority, may also be referred to as management.
To become a successful manager, you'll need to develop a variety of skills, including
planning, communication, organization, and leadership. Additionally, you must have a
thorough understanding of the organization's objectives as well as the personnel,
business, and other operations required to meet those objectives.
Assignment #2: Differentiate Leader and Manager
In today’s session, we were once again requested to write a reflection paper
about how to distinguish between managers and leaders. But the challenge is, instead
of 500 words, it has now become at least 1000 words long. Now, I am still wondering on
how should I differentiate these two in thousand words when in fact, they are almost the
same.
As I browse on the internet on what could be the difference between the two, I
saw a quote that caught my attention. According to Peter Drucker, “Management is
doing things right; Leadership is doing the right things”. This made me realize that
although managers and leaders have many things in common, there are also many
things that set them apart. While management is responsible for a company's daily
operations, leadership focuses on creating a vision that others may follow. Here are a
few more distinctions between managers and leaders.
Leadership is the deliberate planning, visioning, and strategy-driven creation of
positive, non-incremental change. Adaptive decision-making and employee
empowerment are two more critical qualities of a leader. People most frequently
associate leadership with one's place in an organization. However, leadership has
nothing to do with management, titles, or personal objectives. Additionally, it is not
limited to character attributes like charisma or superior vision.
On the other hand, management is about creating and handling a plan for their
organization with the help of its subordinates but with a hierarchy of order of who must
work a certain job or task. It is about making sure that the day- to- day operations are
being performed as expected. A manager must possess four important traits for the
function of management: planning, organizing, leading, and controlling.
A manager’s role is to control a group of individuals in order to achieve a
specified objective. Its primary focus is on meeting organizational goals; they often do
not take much else into consideration. With the title comes the authority and the
privilege to promote, hire, or reward employees based on their performance and
behavior. Meanwhile, leadership is the ability to influence, motivate, and enable others
to contribute to the organization’s success.
A vision is necessary for leadership in order to direct change. Leaders are more
concerned with planning ahead and seizing chances than managers, who prioritize
attaining corporate goals through the application of processes like budgeting,
organizational structure, and staffing.
The roles of manager and leader can coexist. But bear in mind that just because
someone is a great leader, it doesn't necessarily follow that they will also be a great
manager, or vice versa. Now, let’s dig deeper on the differences between the two. What
could be the factors that may differ them?
 Visionaries are often thought of as leaders. They establish the approaches to
advance organizational growth. They constantly assess the current state of their
organization, their desired future state, and the team-based routes to get there.
In contrast, managers work to accomplish corporate goals by putting procedures
like personnel, budgeting, and organizational structuring into place. The implementation
techniques, planning, and organizational tasks needed to accomplish the goals stated
by leaders are tied to the vision of the manager. However, each of these functions in the
context of corporate contexts are equally crucial and call for cooperative efforts.
Additionally, managers use tactical procedures and coordinated efforts to
accomplish their aims. They organize existing resources and divide up long-term goals
into manageable pieces to achieve the desired result.
On the other side, leaders are more focused on how to influence and align
people than how to give them tasks. They do this by supporting people in imagining how
their work fits into a larger context and the potential for future growth that their efforts
may provide.
Furthermore, a manager is more concerned with the questions of how and when
than a leader is with what and why. One could question and contest the power to
overturn judgments that might not be in the best interests of the team in order to uphold
their obligations as a leader. A leader will take the initiative and ask, "What did we learn
from this?" if a company encounters a roadblock. Moreover, why did this occur?
However, managers are not compelled to evaluate and examine failures. Asking
How and When is emphasized in their job description because it helps them make sure
that plans are carried out properly. They would rather keep things as they are and make
no effort to change them.
Managerial responsibilities are typically listed in a job description; subordinates
follow according to the professional title or classification. A manager's primary concern
is achieving the aims and objectives of the organization; they often do not give much
thought to other factors. Both their own and their subordinates' acts are subject to
management accountability. With the title comes the power and privilege to evaluate the
performance and conduct of employees before promoting, hiring, terminating,
disciplining, or rewarding them.
The most important quality of a manager is good coordination of numerous tasks
and operations, while the most important quality of a leader is foresight. A manager has
employees in the form of subordinates who report to him about daily operations as
opposed to a leader who has followers who follow him. A manager prepares the actions
to ensure the efficient operation of the company, while a leader provides guidance for
the entire group. The boss employs a transactional leadership style, in which staff are
motivated by rewards and penalties. In contrast, a leader who practices transformational
leadership inspires his team members to alter their behavior in order to reach the
desired result.
Finally, it has been said that "A manager is usually a leader, but vice versa is not
true." Do you know why? However, a leader may not necessarily be a manager
because there are people who head informal groups, such as our buddy circle, dance
group, etc. A manager also assumes the position of a leader in an organization by
inspiring and influencing those who report to him. Since there is no management in an
informal group, we can refer to the individual leading the group as its leader by using
the word "leader”.