The 4 Management Functions Whether You Are A Manager

The 4 Management Functionswhether You Are A Manage

Discussion Topic 1: The 4 Management Functions Whether you are a manager, a potential future manager, or an employee within an organization, you will benefit from becoming competent in the four functions of management. Robbins and Judge (2013) discussed the four functions of management in the POLC model: Planning, Organizing, Leading, and Controlling. You also practiced with these four functions in your Learning Activity. Think about a time in your work, or in your personal or school experience where you have used all four functions of management. You may choose different experiences if no one experience covered all functions.

Describe that experience to your classmates using research support from the text or another viable source (you may not use Wikipedia). Which function do you believe managers use most often? What could have made the leadership function a better experience?

Review an example of an initial posting in response to the checklist items above. Read about leadership by clicking on the Example: According to Robbins and Judge (2013) managers spend most of their time engaged in the POLC functions of planning, organizing, leading, and controlling.

I have engaged in those functions as follows: Planning: I planned a bake sale with over 100 volunteers across four churches in my community. Robbins and Judge (2013) stated planning involves determining both short and long term goals. I created a short term plan which focused on the actual sale based on the 6 months we had until the sale. I also created a long term plan for the next five years on how we might achieve additional revenue through activities like the bake sale. I coordinated/ organized people into committees between four churches with a reporting delegate that came to each of our bake sale meetings.

I was nominated as the bake sale drive leader and during our meetings I successfully led our team to realize our monetary goals by providing an extra incentive of a field trip for the Sunday School class at the winning church if certain goals were met. This spurred each church in friendly competition which motivated our teams to succeed (Robbins & Judge, 2013). A member of our congregation was an accountant and kept careful accounting of all monies while we included both a code of ethical behavior for the process as well as online periodic updates so as to keep control of both individual actions and the process. I believe that managers use controlling most often, because I believe this is what gets an organization to the “finish line.” As far as my leadership is concerned, it was a pleasurable experience, if a bit overwhelming since I had never coordinated so many people.

I do think that I could have improved the communication process in the leadership function by doing more frequent checks with each church so that volunteers were not left with questions that did not get answered for several days. Reference Robbins, S. P., & Judge, T. A. (2013). Organizational behavior (15th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.

Paper For Above instruction

The four foundational management functions—Planning, Organizing, Leading, and Controlling—form the core of effective management practice within organizations, whether in a corporate, non-profit, educational, or personal setting. These functions, collectively known as the POLC model, provide a framework for managers and aspiring leaders to achieve organizational goals efficiently and ethically. Understanding their application through real-world experiences is essential to grasp how these functions interrelate and drive success.

Introduction

The POLC model, articulated by Robbins and Judge (2013), simplifies the complex processes of management into four interconnected functions. This essay recounts a personal experience involving planning, organizing, leading, and controlling during a community bake sale, illustrating how these functions operate collectively and highlighting the importance of effective communication and ethical oversight.

Application of the Four Management Functions

Planning

Planning was the initial phase where I established both short-term and long-term objectives for a community bake sale involving over 100 volunteers from four churches. The short-term plan detailed steps for the upcoming six months, including marketing, volunteer coordination, and logistics. The long-term plan envisioned expanding revenue streams over five years, exploring additional fundraising activities. Effective planning allowed us to set realistic targets and develop actionable strategies aligned with our community’s needs and resources.

Organizing

Organizing involved assembling a team and coordinating efforts across the four churches. I assigned volunteers to specific committees—such as marketing, finance, and logistics—with designated reporting delegates to maintain accountability. This structure facilitated clear communication channels and delegated responsibilities, fostering a sense of shared ownership for the project's success. Robbins and Judge (2013) emphasize the importance of organizing resources efficiently to streamline operations and optimize productivity.

Leading

As the nominated leader, my role encompassed motivating volunteers, resolving conflicts, and ensuring team cohesion. I adopted an inclusive leadership style, encouraging participation and recognizing individual contributions. To motivate the teams, I introduced an incentive—offering a field trip to the Sunday School class at the winning church if fundraising goals were met. This friendly competition stimulated enthusiasm and commitment among participants, illustrating how leadership influences group dynamics and goal achievement.

Controlling

Controlling was critical in monitoring progress and maintaining accountability throughout the project. An accountant from our congregation kept meticulous financial records, ensuring that funds were handled ethically and transparently. Regular online updates and financial reports provided real-time oversight, enabling prompt corrective actions when deviations occurred. Robbins and Judge (2013) note that controlling involves establishing performance standards and tracking actual performance to ensure organizational objectives are met.

Analysis of the Most Used Management Function

From this experience, I believe that controlling was the most frequently engaged function, as consistent monitoring and oversight were necessary to ensure task completion, financial integrity, and ethical compliance. Controlling acts as the organizational “finish line,” guiding activities toward successful closure. The need for ongoing supervision and correction underscores its centrality in management practice.

Leadership Experience and Improvements

My leadership experience was rewarding yet challenging, especially in coordinating so many diverse volunteers. The most significant area for improvement was communication. Although we held regular meetings, more frequent check-ins and updates would have prevented some volunteers from feeling disconnected or uncertain about their responsibilities. Enhancing communication channels could have increased transparency, reduced misunderstandings, and fostered greater enthusiasm among team members.

Conclusion

In conclusion, the application of the POLC functions during the community bake sale illustrates their interdependence and vital role in effective management. Planning set the foundation, organizing structured the team, leading motivated and directed efforts, and controlling ensured accountability. Recognizing which functions are most heavily utilized can help managers allocate their time strategically. Continual improvement, especially in communication, can further enhance leadership effectiveness and organizational success. The holistic understanding of these functions is crucial for current and future managers seeking to foster ethical, efficient, and goal-oriented environments.

References

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