The four functions of Management
Leaders and supervisors have the pivotal roles of not just goal setters but also enablers and supporters, helping their teams navigate through challenges to reach the finish line.
Do not take me wrong, few “C-Class” know that Management is divided into four core responsibilities, and those 4 points every leader should fulfil.
The first person to introduce the Four Core Responsibility functions was Henri Fayol in the early 1900s, actually, there were 5 functions but over the years;
Fayol’s functions were combined and reduced to the following four :
Planning
Organizing
Leading
Controlling
Henri Fayol
Henri Fayol, born on July 29, 1841, and passing on November 19, 1925, was a distinguished French mining engineer and executive, as well as a prolific author and director of mines.
He is renowned for devising a comprehensive theory of business administration, commonly referred to as Fayolism; developed in parallel but independently from the scientific management movement, his work intersects with the contributions of his contemporary, Frederick Winslow Taylor, positioning Fayol as a pivotal figure in the foundation of modern management practices.
Fayol threw the base of Management that we still have today dividing the Organisation into those 5 points:
Fayol divided the range of activities undertaken within an industrial undertaking into six types:
Technical activities
Commercial activities
Financial activities
Security activities
Accounting activities
Managerial activities
In his original work, Administration industrielle et générale; prévoyance, organisation, commandement, coordination, control, he identified five primary functions
Planning
Organizing
Commanding
Co-ordinating
Controlling
Obviously the word “commanding” is a bit “too much” for today's world and a way to Manage in our upper class, and the “commanding + co-ordinating” becomes “Leading” (really more cool to read :) )
Regardless of the industry you find yourself in, the core functions of management remain universal and relevant across all fields.
The Four Functions of Management
1. Planning
The creation of a successful plan contains a full harmonization of the intended goal with a broader vision of the organization.
The planning process involves a thorough assessment of both internal and external factors that could influence the project's outcome, alongside the formulation of a realistic timeline; the planning must also take into account the limitations imposed by resources and budget, ensuring that objectives are achievable within the set parameters.
Management planning can be categorized into three distinct types, each serving a unique purpose within the organizational framework:
Strategic Planning: is foundational and long-term in nature, focusing on the organization's mission, values, and overarching vision.
Typically is crafted by upper management (C-Class), strategic plans serve as a reference point for all levels of management to align their decisions and actions with the organization's core objectives.Tactical Planning: are more immediate, targeting specific objectives with a horizon of one year or less.
Tactical plans are usually developed by middle management and are designed to operationalize the broader strategic plans into actionable items.Operational Planning: details the day-to-day activities necessary to run the organization smoothly.
Operational Planning are often formulated by lower-level managers and supervisors, focusing on the short-term actions and resources needed to achieve the tactical and strategic goals.
In Agile environments, planning is iterative and adaptive.
Unlike traditional models where planning is often a one-off, extensive process before execution, Agile encourages short, iterative planning sessions to adapt to changes quickly.
The project Manager should set goals and create action plans but on a more flexible and responsive scale; story mapping and sprint planning sessions enable teams to plan effectively while remaining open to change.
2. Organizing
Management is pivotal, acting as the bridge that transitions plans from theoretical frameworks into tangible actions, I repeat to be clear:
Organizing transforms from theoretical frameworks into tangible actions, encompassing three main steps
Identifying Required Steps
The initial step involves breaking down the project into its essential components.
The enumeration of tasks ensures that no critical aspect of the plan is overlooked.
Resource Allocation
Once the tasks are defined, the next step is to assign them to team members, not just determining who will carry out each task but also deploying the necessary resources, whether human, financial, or material, to facilitate the work; check this article about Performance Domain.
Establishing Authority and Responsibility
A clear definition of roles is crucial.
Each team member must understand their specific responsibilities and the extent of their authority; clarity helps prevent overlaps in duties and ensures that decision-making processes are streamlined; check this article about Leadership
Given that the Project Management Institute (PMI) highlights poor communication as a primary factor behind project failures, it underscores the significance of fostering collaboration, is clear organizing, therefore, is not just about arranging resources and defining roles; it's about creating an environment where communication flows freely, and collaboration is the norm.
3. Leading
Once the groundwork of planning and organizing is set, the focus of management turns towards one of its most dynamic functions: leading.
Leadership in projects is essential for success, with different styles such as autocratic, democratic, transformational, and more playing crucial roles in project management.
Effective leaders prioritize resource management, conflict resolution, and effective communication to steer projects towards success recognizing leadership is not solely about authority, but about influencing and fostering a positive environment.
Any team member can exhibit leadership behaviours, contributing to overall project success, empathy, continuous learning, and adaptability are key aspects of effective leadership in projects, guiding teams through challenges and ensuring a unified vision for project outcomes.
The primary goal is to motivate and influence employees to embrace their tasks and achieve the established performance standards, It's essential to recognize that effective leadership transcends mere task delegation and directive approaches.
Frequent and Clear Communication
Keeping the lines of communication open with team members ensures that everyone is aligned with the project's goals and understands their roles.
Clarity in communication reduces misunderstandings and keeps the team focused.Empathy
Understanding and sharing the feelings of others is vital. Empathy allows managers to connect with their team members on a personal level, building trust and loyalty.
The emotional intelligence component helps in navigating through the challenges and stress that come with project execution, check this post about The Role of Emotional IntelligenceActive Listening
Not just hearing what team members say but also understanding the underlying messages, is the huge complexity.
Active listening can lead to more effective problem-solving and fosters an environment where team members feel valued and heard.Transparency
Being open about decisions, challenges, and the rationale behind certain actions builds trust within the team.
Transparency encourages an open culture where feedback is welcomed and valued.Empowerment
Encouraging team members to take initiative and make decisions about their work instils a sense of ownership and responsibility.
Empowerment also leads to increased innovation and creativity within the team.Adaptability in Leadership Styles
Different situations and team dynamics may require different leadership approaches.
Whether it's adopting a more authoritarian style in times of crisis or a participative style to encourage team involvement, the ability to switch between leadership styles as necessary is a valuable skill for any manager.
4. Controlling
The controlling function is the management aspect that ensures a project stays on its intended path through careful monitoring and the implementation of necessary adjustments.
It is critical for aligning performance with project goals, adhering to deadlines, and managing the harmony between various project resources within the constraints of the overall budget maintaining project momentum and ensuring targets are met, managers may find themselves in situations where proactive corrective actions are required.
The refinement of Fayol’s functions into the current four reflects a modern understanding of dynamic organizational environments and the need for a more holistic and people-centred approach to management.
It highlights the progression from a strict hierarchical perspective to a more fluid, collaborative, and adaptive approach, acknowledging the critical role of leadership in motivating and guiding teams towards their objectives.