Answer the following
four questions:

1.      Briefly describe the four management functions.

1) Management
Functions

There are many different levels of managers, but all
of them exercise the same four management functions, but in different degrees.
At higher levels of management there is more planning and organizing, while
lower level managers are more focused on leading and controlling.

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1)
Planning:

·        
Defining goals and
objectives

·        
Establishing strategy to
reach desired goals

·        
Developing sub-plans to
integrate and coordinate activities

2)
Organizing:

·        
Determining the tasks
that need to be performed

·        
Determining how things
will be done

·        
Determining who is to
perform the tasks

·        
Defining authority
relationships (who reports to whom)

3)
Leading:

·        
Directing and motivating
teams and individuals

·        
Resolving conflicts

·        
Using effective
communication channels

·        
Recognizing and resolving
behaviour and relationship issues

·        
Working with and through
people to accomplish organizational goals

4)
Controlling:

·        
Monitoring and evaluating
organizational and employee performance

·        
Comparing performance
with goals set in the planning process

·        
Correcting/coaching
individuals and teams who are off track with set goals

·        
Correcting and adjusting
processes to ensure goals are met

(controlling concerns ALL
functions of the organization)

 

 

2.      Outline and briefly describe the four PLANNING
TOOLS and TECHNIQUES. (the eighth edition discusses FIVE such tools and
techniques.)

 

Strategic Planning depends
on various strategies and apparatuses to characterize and translate data for
contrasting options. This section distinguishes chose arranging strategies as
per four purposes:

 

1. Strategies to
illuminate issues and problems – All arranging groups require innovativeness and diagnostic
thoroughness to characterize issues and think about choices. A few organized
strategies advance both inventiveness and meticulousness.

 

2. Techniques to
inspect spatial and between sectoral connections. – Strategic getting ready for woods needs to
represent cross-cutting practical and spatial connections. The techniques for
this depend on maps and region arranging, together with PC reproductions and models
in local financial topography.

 

3. Strategies
for social, natural, and financial examination – Your arranging group needs to foresee the
social, natural, and monetary effects of its proposed objectives and
techniques. A few systems are accessible for this.

 

4. Techniques to
talk about what’s to come- Planning is about forecasting the future and choosing how to get
ready for it. Your arranging group should hone and gain from strategies of
“fates examination.”

 

3.      Outline the Strategic Management Process.
BRIEFLY explain each step.

The Strategic Management
process suggests portraying the affiliation’s framework. It is in like manner
portrayed as the system by which chiefs settle on a choice of a game plan of
approachs for the affiliation that will engage it to achieve better execution.

 

The Strategic Management
Process has following four stages.

 

1.         Environmental Scanning: Environmental
Scanning insinuates a method of social affair, examining and offering
information to fundamental purposes. It helps in looking at the internal and
outside factors affecting an affiliation. In the wake of executing the normal
examination process, organization should evaluate it reliably and try to
upgrade it.

 

2.         Strategy Formulation: Strategy design
is the route toward picking best course of action for accomplishing definitive
objectives and from now on achieving progressive reason. Resulting to driving
condition inspecting, chiefs detail corporate, business and valuable methods.

 

3.         Strategy Implementation: Strategy
execution proposes affecting the method to work as arranged or putting the
affiliation’s picked framework excitedly. System execution consolidates
plotting the affiliation’s structure, scattering resources, making essential
administration process, and supervising HR.

 

4.         Strategy Evaluation: Strategy appraisal
is the last progress of procedure organization process. The key methodology
appraisal practices are: assessing inside and outside factors that are the base
of present frameworks, evaluating execution, and taking therapeutic/helpful
exercises. Evaluation guarantees that the definitive methodology and
furthermore, it’s execution meets the various leveled goals.

 

 

4.      The text discusses the external environment, and
distinguishes the ‘Specific Environment’ and the ‘General Environment’.
Contrast and explain them and outline the factors that constitute these two
environments. Explain their impact and how it differs.

 

Specific Environment are
those outside powers that are straightforwardly applicable to accomplishment
objectives and have outcome on chiefs’ activities. While General Environment
includes political monetary, socio-social, mechanical, condition, and
legitimate conditions that could influence the association. Likewise,
particular condition is diverse for every association, in others words a
conditions that are awful for an organization does not should be awful for
another, while general condition can influence a similar way unique
organizations. Changes in the general condition in the end influence most
associations while changes in particular business situations just influence
certain pertinent enterprises.

 

Specific environment:

 

1.     
Customers: They speak to potential
vulnerability to an association. Their taste can transform they can wind up
noticeably disappointed with associations item or administrations.

 

2.     
Competitors: Organizations can’t
overlook its rivals. Administrators must be set up to react to contender’s
approaches with respect to estimating new items, benefit offered et cetera.

 

3.     
Suppliers: Any gathering that
gives contribution to the business e.g. monetary organizations are supplier of
cash.

 

4.     
Pressure groups: Managers must perceive
the specific vested parties that endeavor to impact association.

 

General Environment:

 

1.     
Economic condition: It incorporates the
effect of monetary components like loan fees, expansion, changes in extra cash
and the phase of general business cycle.

 

2.     
Political/legal conditions: Federal, state and
neighborhood government impact what association can and can’t do.

 

3.     
Social-cultural conditions: Managers must adjust
their practices to the changing desires of the general public and their way of
life.

 

4.     
Demographic Conditions: Trends in the physical
attributes of populace, for example, sexual orientation, age, level of
instruction, salary, geological area.

 

5.     
Technological: It is changing the ways
the association are working, so organizations must address this issue and its
effect on execution of association.

 

6.     
Ecological: Aspects, for example,
climate, atmosphere, and environmental change, which may particularly influence
enterprises, for example, tourism, cultivating and protection.

 

The client part of the
Specific condition influences business since it gives associations the chance
to react specifically to client criticism and change their plan of action in
like manner to be effective. The contender part enables organizations to break
down their opposition to help decide quality and shortcomings of contenders and
respond in like manner. The provider part plans to enhance the purchaser
provider relationship for good business standing. The business direction part
concentrates on the influence that controls have on organizations. In
conclusion, support bunches are a major pool of effect on existing
organizations through dissents, blacklists, or through media backing

 

 

 

 

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