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A 9 page research paper that discusses functional management issues, looking looks specifically as to how they pertain to staff, departmental and project management. The focus of each of these types of functional management will be explored, concluding with a summary of their similarities and differences. The paper begins with a discussion that defines "management" and "functional management." Bibliography lists 13 sources.
Page Count:
9 pages (~225 words per page)
File: D0_khfunmgt.rtf
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Unformatted sample text from the term paper:
consider formulating meaningful integration and strategic decisions. The following discussion of functional management issues looks specifically as to how they pertain to staff, departmental and project management. The focus of
each of these types of functional management will be explored, concluding with a summary of their similarities and differences. First of all, however, it is instructive to define what is
meant by "management" and "functional management." Suters (1992) argues that the act of managing is fundamentally unnatural, that it goes against the grain of human nature. This is because management
is the act of creating desired results through people. It is natural for managers to undertake a project or a sale when they feel that they are the most qualified
person to do this work. It is unnatural to delegate that responsibility to others, but this is what management is all about (Suters, 1992). Henri Fayol, a pioneer in the
systematic study of business management, identified five functions of management in 1916, which he argued were applicable to all managerial roles in all organizations (Greene, Adam & Ebert, 1985).
One of the functions identified by Fayol was structuring, or how the organization is organized and he outlined six principles that pertain to this aspect of managerial function. These principles
include such concepts as "Division of work," which specifies that "Human resources can be efficiently used by specialization of tasks" (Greene, Adam & Ebert, 1985, p. 359). Fayol also specified,
in regards to "unity of direction," that "When different groups of tasks or activities share the same objective, they should be directed by one manager and one plan" (Greene, Adam
& Ebert, 1985, p. 359). Basically, this is how "function" can be conceived within the business realm, as it refers to specialization of purpose or intent. Staff management Greene,
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