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The Functions Of Management

The Functions Of Management

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Introduction

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The management of any business entity comes as one of its fundamental pillars. It has a bearing on the sustainability of the business entity both in the short-term and the long-term as it charts the policies and roadmaps that would be used in achieving the goals and objectives stated in the mission statement of the business entity. Every business entity, irrespective of its size has established and implemented its own concepts of management that would allow it to operate smoothly as well as achieve its objectives. In essence, the functions of the management allow it to handle the operations, tactical and strategic decisions in the business entity. The management has four functions.

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One of the key functions of management is planning, an ongoing process in which the management undertakes an analysis of the external and internal factors that have an impact on the company and its objectives and goals. The management would assess the current position of the healthcare institution and its goals, after which it would determine and implement the best course of action for the attainment of the company’s objectives and goals. However, planning may be constrained by the lack of sufficient information and data pertaining to the course of action, resources necessary and the time to be taken. This may be solved through comprehensive research and discussions with all stakeholders to ensure all factors are considered.

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In addition, nurse managers undertake the organization of its resources to allow for the implementation of the course of action established in the planning process. In this case, they assess the divisions, staff and departments in the company and determine the most appropriate way of handling the necessary tasks. This function, however, is constrained by the bureaucracies in the organization, especially with regard to the allocation of resources. A reexamination of the institution’s hierarchies and the constituent division of labor would be imperative so as to ensure that no unnecessary stages or divisions are incorporated. This would also eliminate the possibility of job duplication.

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In addition, the management undertakes the staffing function. This involves discerning the healthcare institution’s needs and undertaking the recruitment, selection, training and development of employees. However, the staffing function is facing immense obstacle pertaining to the unavailability of qualified staff thanks to reduced appeal of medical careers. This may be resolved by liaising with the medical schools so as to handpick the students right at the initial stages of their careers.

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In addition, healthcare managers undertake the leadership function, where they issue instructions, counsel and guide their subordinates to enhance performance to achieve the enterprise objectives. This, however, may be constrained by conflicts of interest and insubordination. Taking them through comprehensive training would go a long way in solving this.

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Moreover, the management undertakes the coordination function, which revolves around the orderly synchronization of efforts so as to offer the appropriate amount of timing, as well as directing executing so as to result in unified and harmonious actions to a specific objective. This may be hindered by uncertainty of the behavior of staff. This may be resolved through undertaking comprehensive research so as to have comprehensive knowledge of the same.

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Moreover, the management undertakes the directing function, where is influences and oversees the staff’s behavior in the achievement of the business entity’s goals and helping them in the accomplishment of their own career and personal goals. However, the directing function may be constrained by the organizational behavior, especially in instances where the management views communication and development of personal relationship with the subordinates as time wasting. This may be solved through training and workshops aimed at imparting relationship and communication skills in the management.

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On the same note, management undertakes the representing function. This is a two-way function where it represents the objectives of the healthcare institutions to the subordinate staff while also representing the welfare of the junior workers to the directors. They also represent their institutions to the public. However, this may be hindered by mistrust between the varied categories of workers in the institutions. Holding events that allow for interaction between the different stakeholders would go a long way in enhancing the achievement of the representation function.

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Lastly, the management undertakes the controlling function, which revolves around the establishment of performance standards that are based on the objectives of the company, as well as the assessment and reporting of the actual job performance. On the same note, it would identify any emerging problems that necessitate corrective action. Institutional bottlenecks such as the policies guiding the functions of the different individuals may constrain the controlling function of the management. This, however, may be solved through a re-examination of the policy framework that guides the relationships in the organization and ensuring that there is a clear demarcation of the duties.

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