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Essay / Research Paper Abstract
A 3 page paper providing the abstract and conclusion to a larger paper discussing the control aspect of management and how it affects the other three functions of management within the Girl Scouts. At least one of the words of the four functions of management – control – carries a negative connotation and particularly where it concerns management of people and processes. Examination of the Girl Scouts illustrates that it is a positive and necessary feature of effective management, and that the controls used by the Girl Scouts contribute to preserving the nature and spirit of the organization and its mission. Bibliography lists 3 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSmgmtGirlScts.rtf
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Unformatted sample text from the term paper:
the words of the four functions of management - control - carries a negative connotation and particularly where it concerns management of people and processes. Examination of the Girl
Scouts illustrates that it is a positive and necessary feature of effective management, and that the controls used by the Girl Scouts contribute to preserving the nature and spirit of
the organization and its mission. Introduction Todays most successful organizations have demonstrated the benefits of including creativity in the four primary functions of
management: Planning, Organizing, Leading and Controlling. As illustrated, the Girl Scouts use these functions well. Management Functions The planning aspect of
management is more critical than ever before, and there is less room for judgment errors than at any time in the past. Organizing is critical, as is the ability
to lead. Controlling corresponds more to directing rather than the negative connotation the word "control" has been assigned over the years. Whereas control in the past generally referred
to the control of people, the trend now and for the future is that the manager must control the movement of processes and ensure that the overall trend of progress
meshes with organizational strategy. Planning sets the course for all of the other three functions of management. Not only the face of
business has changed over the past generation, its pace has quickened dramatically. No longer does management have the luxury of formulating plans and then changing them if they prove
to be less than adequate (Christensen, 1999). The organization that wants (or needs) to try on different approaches loses momentum in its industry and loses whatever competitive advantage it
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