4 Component of Management Are Interrelated

2407 Words Mar 28th, 2013 10 Pages
The Final Exam (2) Hours
Total No. of rows must less than 180 (1800 words) for both tow questions.
Question No. 1
How are the management four functions interrelated?
The total work of management is often divided in four broad functions. These are: 1. Planning and/or decision making 2. Organizing, including staffing 3. Motivating/leading 4. Controlling

Although all these function are very distinct but they are in the same time is closely related or interrelated. These function are generally carried out in these sequence of steps presented above. At the same time they are iterative steps. That is after a manager has completed one step and moved to another, he or she may revisit an earlier step in response to the developments
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Example.
What happens when you restructure sales channels resulting in large sales increases but nothing is changed in order processing, cutomer support, engineering or manufacturing? You end up with a lot of unhappy customers because the company can't delvver on its promise.

2- Organizing – Leading
As we taught from the history of evolution of management science and how were Frederick Taylor, Henry Fayol and Max Weber's Classical approaches builds on an assumption that "people are rational" was not enough to achieve its goal which push another approach of Human resource to arise at the beginning of nineties how Mary Parker Follett and Douglas McGregor's Theory X & Y and human needs theory of Abraham Maslow adopted the assumption of that "People are social and self-actualizing".

Motivation and Job Design
One area of practice in which the various motivation theories come into play is Job Design. The process of arranging work tasks for individual s and groups. Building jobs so that satisfaction and performance go hand in hand is in many ways an exercise in fit between the task requirements and an individual's needs, capabilities, and interests.

The organizational design as well is the process of choosing and implementing structures to accomplish the organization's mission and objectives is highly affect the way of leading the people and their performance. The choices among design alternatives are broadly framed in the distinction between mechanistic or

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