Essay: Management Concepts, Challenges, and Strategies - BS101, Ducere

This essay, written for a BS101 Fundamentals of Management course at Ducere Global Business School, delves into the core concepts of management, specifically focusing on planning and organizing. It explores these functions, their importance in achieving organizational objectives, and the challenges managers face in implementing them. The essay highlights how effective planning, including setting priorities and considering potential barriers, is crucial for reducing risks and making informed decisions. It also examines organizing as a process of coordinating resources and establishing relationships to achieve goals. The essay further discusses challenges related to organizing, such as communication issues and poor coordination. Ultimately, the essay emphasizes the significance of these management functions in maximizing value creation and enhancing business performance, supported by academic references.

MANAGEMENT

Executive Summary
With extension of management function, managing people is a skill, which ultimately need
constant development and planning. I should lead several interpersonal relationships that
arrive from the accessibility to develop strategies, implement decisions, and make decisions.
Extensive organisations are featured with huge span of controlling, strategies, autonomy, and
democracy. These managers face several challenges in relation to manage time, goals,
resources, and objectives in order to achieve ideas. Management is a process through which a
person technology, resources, and job tasks with the combination and coordination of tasks,
where a procedure is a grouped activities that will finally contribute to the greater action.

Contents
Executive Summary...............................................................................................................................1
Introduction...........................................................................................................................................3
Planning.................................................................................................................................................3
Organising.............................................................................................................................................4
Conclusion.............................................................................................................................................6
References.............................................................................................................................................8

Introduction
This brings out a discussion on understanding of concepts and functions of management.
Further, I will identify several challenges and other implications associated with the business
performance. However, these appropriate functions of management and relatable value
creational strategies can maximise the organisational effectiveness. These functions are
relevant to the company while creating value to the company. Managers can use concepts
such as planning and organising in order to benefit the whole organisation while achieving
the objectives (Handzic, and Durmic, 2015).
Planning
Planning outline policy, philosophy, objectives, and outcome that has to be accomplished.
Planning is the prior function of management through which planning of each business
activity is accomplished (Handzic, and Durmic, 2015). The importance of planning function
has certainly increased view for organisational size and its related complexities. Practically,
planning involves the development and clarification of policies, mission, vision and the
objectivity of the company. Planning discuses establishment of organisational structures with
an aim to delegate authority as well as sharing of responsibilities. Planning set certain
priorities after deciding objectivities of altering demands (Handzic, and Durmic, 2015). The
procedure of planning is objective where the employees consider proper direction as all the
related efforts focus on the end. For instance- when an organisation strives to fix a targeted
sales targeting under the procedure by coordinating the departmental activities such as
finance, personnel, and purchasing. Planning is an important role in the attainment of
objectives because it reduces the risk of future uncertainties. Wastage moves zero when the
efficiency has increased and cost gets to lowest level. Decision-making is stronger when
planning of several types of alternatives have to be discovered and finally best alternative is
selected. The planning sets by targeting decision making where it evaluates certain course of

action. In future, planning enables easy decision-making. Planning enables innovative ideas
where alternatives cannot come to manager of its own as they will have to discovered.
Planning includes real thinking power of managers regarding the creative and innovative
ideas. I think, the aim of Coca-Cola sets target for employees at every level, which is
reviewed from time to time and it can either failure or success in order to meet targets where
feedback is differentiated for employees and managers. Planning at Coca-Cola considers
targeting for employees to meet certain few targets. I think that incorporation in the loop of
decision making where next plan can further address shortcomings setting new target into
accounting of certain aspects.
Identification of few barriers and challenges in regards to planning as function of
management. I think it is important to consider and identify every potential barriers and
associated work to overcome them (Omotayo, 2015). The common barriers are inability of
manager to plan leading to inadequate planning. It is important to note that not every manager
is a successful planner as I might lack education, other abilities, and background.
Commitment efficiency lead to weaken planning procedure where I think it is easier for
manager to be claimed where she does not have time to work for required and necessary
planning process (Omotayo, 2015). Other associated issues in planning is that unclarified
endpoints, non-consideration of unexpected events, lack of homework (information gathering
phase), outcomes, and lack of resources. It faces challenges when the information is inferior,
poor quality, insufficient quantity, and out of date that are major barriers to planning
(Omotayo, 2015). There is no matter how well I plan based on planning through inferiority as
their plan may plan. One of the challenges, I think it is often difficult to keep the plans
realistic and keep them organised (Omotayo, 2015).

Organising
This function is a process through which financial, physical and human resources develop a
sense of productive relationship among the team members to achieve the organisational
goals. As per Fayol, I think it is seen that organising a business is to avail everything useful
and its related functioning, which are tools, capital, personnel, and the raw material. While
organising a business that determines and avails human, financial, and technologies resources
to organisational structure (Delmonico et al., 2018). I think organising is a procedure includes
identification of departmental activities, classification of group activities, assigning the
duties, and delegation of authority with the creation of responsibility. Organising established
systems, and structures by which activities are defined, arranged, and coordinated in some of
the specific context and objectives to be achieved. I think after the implementation of
strategic planning, organising is the next job to do. It can establish formal and informal
relationships through a process to achieve specific objectives (Omotayo, 2015). It is purely
based on five organising processes including delegation, availing flexibility, span of control,
availing necessary resources, homogenous assignment, and unity of command. I think this
process of organising includes five major steps such as determination of tasks that has to be
accomplished, dividing the major tasks to the individuals, assigning special work to
individuals, and designing of the organisational relationships (Delmonico et al., 2018). In this
approach, it is seen that managers will have to select appropriate structure. The structure has
been represented by organisational chart. It specifies all activities to individual where the
organising stage avails direction for planning the procedure of executing the results.
Challenges related to organising are constraints related to the inadequate ability for the
effective accountability of the financial resources, less community support, limited
delegation, poor teacher management, persistent lack of infrastructure implementation and
limited communication (Sun, 2017). I think related complex challenges can be poor
communication systems that could determine the efficacy of communication in company

(Piekarska, and Wyrwicka, 2015). Lack of communication channels with the limited
facilitation of effective communication. Stakeholders have been analysed to foresee the
effectiveness of the communication level in the organisation by imposing efforts for greater
effort in increasing the awareness and creating local abilities and empowering partnerships
and the networks (Sun, 2017). The interview stakeholder represents each level of indications
of long distances, inaccessible and inadequate funding, and lack of flow of information
(Piekarska, and Wyrwicka, 2015).
Poor coordination refers to the lessening of stakeholder participation in the activities to which
they are assigned (Hitomi, 2017). Organising is a process where whole team come together to
execute a goal. However, it faces large number of issues faced during organising an event
such as absence of vision where lack of direction is one of the most common organisational
issue (Mahlangu, and Govender, 2015). Another common issue is the failure for the
development of the key competencies and their behaviour and the poor communication with
feedback. Importance of organising function includes specialisation, well-defined jobs,
clarifies the authority, effective administration, co-ordination, growth, administration, sense
of authority, and security (Macbeth, and Pitt, 2015). A manager undertakes the organising
function with the identification of several activities considering the preparation of accounts,
record keeping, inventory control, quality control, and also other grouping of units. The step
of classifying the authority, a department is made as likely to classify the power and position
of extend to which a manager has been positioned in the hierarchy (Hitomi, 2017). The
marketing plan and campaign can provide with financial resources that are needed and
available to ensure that the team can easily access customer files in order to extract the way
through which it can extract physical, financial, and available resources so that they could
achieve organisational goals (Hitomi, 2017).

Conclusion
From the above report, it has been seen that there is a need to look after challenges faced by
these two functions named planning and organising. Organising often lack communication,
misleading communication lack of formal written instruction, processes has not been
documented at real time, issues related to ignorance and passing of the deadline by assuming
that they will be caught by someone. The issue in organising can relate to job tailoring as per
the personal preferences. It is seen that as product quality depends on how sales react team, it
might signify lack personal responsibility. Important feature of organising leads to working
productively and finally developing cooperation and effectiveness to check whether the right
people have done it at right time. The categorisation is related to job specification, span of
control, delegation of authority, and departmentalisation where each division unit is obliged
for, the grouping of responsibilities and jobs that is in common sector with an aim to
objective of achieve coordination.

References
Delmonico, D., Jabbour, C.J.C., Pereira, S.C.F., de Sousa Jabbour, A.B.L., Renwick, D.W.S.
and Thomé, A.M.T., 2018. Unveiling barriers to sustainable public procurement in emerging
economies: evidence from a leading sustainable supply chain initiative in Latin
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Erasmus, B., Strydom, J.W. and Rudansky-Kloppers, S. eds., 2016. Introduction to business
management. Oxford University Press Southern Africa.
Handzic, M. and Durmic, N., 2015. Knowledge management, intellectual capital and project
management: Connecting the dots. Electronic Journal of Knowledge Management, 13(1),
p.51.
Hitomi, K., 2017. Manufacturing systems engineering: A unified approach to manufacturing
technology, production management and industrial economics. Routledge.
Macbeth, S. and Pitt, J.V., 2015. Self-organising management of user-generated data and
knowledge. The Knowledge Engineering Review, 30(3), pp.237-264.
Mahlangu, S.R.K. and Govender, C., 2015. Management competencies required in the
transition from a technician to a supervisor. SA Journal of Human Resource
Management, 13(1), pp.1-8.
Omotayo, F.O., 2015. Knowledge Management as an important tool in Organisational
Management: A Review of Literature. Library Philosophy and Practice, 1(2015), pp.1-23.
Stasiuk-Piekarska, A.K. and Wyrwicka, M.K., 2015. Organising–still an important function
of production management. Research in Logistics & Production, 5.

Sun, Z., 2017. A framework for developing management intelligent systems. In Decision
Management: Concepts, Methodologies, Tools, and Applications (pp. 503-521). IGI Global.