Intheearlypartofthiscentury,aFrenchindustrialistbythenameofHenriFayolwrotethatallmanagersperformfivemanagementfunctions:theyplan,organize,command,coordinate,andcontrol.Inthemid-1950s,twoprofessorsusedthefunctionsofplanning,organizing,staffing,directing,andcontrollingastheframeworkforatextbookonmanagementthatfortwentyyearswasthemostwidelysoldtextonthesubject.Themostpopulartextbooksstillcontinuetobeorganizedaroundmanagementfunctions,althoughthesehavebeencondensedgenerallytothebasicfour:planning,organizing,leading,andcontrolling.Let'sbrieflydefinewhateachofthesefunctionsencompasses.Ifyoudon'thaveanyparticulardestinationinmind,anyroadwillnotgetyouthereeventually.Sinceorganizationsexisttoachievesomepurpose,someonemustdefinethatpurposeandthemeansforitsachievement.Managementisthatsomeone.Theplanningfunctioninvolvesdefininganorganization'sgoals,establishinganoverallstrategyforachievingthesegoals,anddevelopingacomprehensivehierarchyofplanstointegrateandcoordinateactivities.Managersarealsoresponsiblefordesigninganorganization'sstructure.Wecallthisfunctionorganizing.Itincludesdeterminingwhattasksaretobedone.Whoistodothem,howthetasksaretobegrouped,whoreportstowhom,andatwhatleveldecisionsaremade.Everyorganizationincludespeople,andmanagement'sjobistodirectandcoordinatethesepeople.Thisisthefunctionofleading.Whenmanagersmotivatesubordinates,directtheactivitiesofothers,selectthemosteffectivecommunicationchannel,orresolveconflictsamongmembers,theyareengaginginleading.Thefinalfunctionmanagersperformiscontrolling.Afterthegoalsareset(planningfunction),theplansformulated(planningfunction),thestructuralarrangementsdelineated(organizingfunction),andthepeoplehired,trained,andmotivated(leadingfunction),somethingmaystillgowrong.Toensurethatthingsaregoingastheyshould,managementmustmonitortheorganization'sperformance.Actualperformancemustbecomparedwiththepreviouslysetgoals.Ifthereareanysignificantdeviations,it'smanagement'sjobtogettheorganizationbackontrack.Thisprocessofmonitoring,comparing,andcorrectingiswhatwemeanbythecontrollingfunction.Managementbeginsbyreviewingitscurrenthumanresourcestatus.Thisistypicallydonebygeneratingahumanresourceinventory.第1页共5页Becauseoftheavailabilityofsophisticatedcomputerinformationsystems,it'snottoodifficultataskformostorganizationstogenerateahumanresourceinventoryreport.Theinputforthisreportisderivedfromformscompletedbyemployees.Suchreportsmightincludethenames,andspecializedskillsofeachemployeeintheorganization.Thisinventoryallowsmanagementtoassesswhattalentsandskillsarecurrentlyavailable.Anotherpartofthecurrentassessmentisthejobanalysis.Althoughthehumanresourceinventoryisconcernedwithtellingmanagementwhatindividualemployeescando,ajobanalysisismorefundamental.Itdefinesthejobswithintheorganizationandthebehaviorsthatarenecessarytoperformthosejobs.Forinstance,whatarethedutiesofapurchasingspecialist?Whatminimalknowledge,skills,andabilitiesarenecessarytobeabletoadequatelyperformthisjob?Ajobanalysisseekstodeterminethekindofpeopleneededtofilleachjobandprovidesinformationforpreparingjobdescriptionsandjobspecifications.Ajobdescriptionisawrittenstatementofwhatajobholderdoes,howit'sdone,andwhyit'sdone.Ittypicallydescribesjobcontent,environment,andconditionsofemployment.Itfocusesonthejob.Incontrast,ajobspecificationfocusesontheperson.Itstatestheminimumacceptablequalificatio...
