Management Function Controlling

1653 WordsDec 24, 20107 Pages
Functions of management The functions of management uniquely describe managers ' jobs. The most commonly cited functions of management are planning, organizing, leading, and controlling, although some identify additional functions. The functions of management define the process of management as distinct from accounting, finance, marketing, and other business functions. These functions provide a useful way of classifying information about management, and most basic management texts since the 1950s have been organized around a functional framework. Controlling Controlling involves ensuring that performance does not deviate from standards. Controlling consists of three steps, which include…show more content…
Management Control Strategies Managers can use one or a combination of three control strategies or styles: market, bureaucracy and clan. Each serves a different purpose. External forces make up market control. Without external forces to bring about needed control, managers can turn to internal bureaucratic or clan control. The first relies primarily on budgets and rules. The second relies on employees wanting to satisfy their social needs through feeling a valued part of the business. Self-control, sometimes called adhocracy control, is complementary to market, bureaucratic and clan control. By training and encouraging individuals to take initiative in addressing problems on their own, there can be a resulting sense of individual empowerment. This empowerment plays out as self-control. The self-control then benefits the organization and increases the sense of worth to the business in the individual. Control can be done in, let´s say, two ways. The company has to decide between the traditional bureaucratic and contemporary decentralized approaches. There is the third way which is hierarchical control, but I think this one is using with bureaucratic and that´s why we set these two into one. These approaches represent different philosophies of controlling and generally corporate culture. Traditional bureaucratic
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