MGT 330 WEEK 5
Five Management Functions in the Army
Every successful organization uses the five management functions; but not many can compare with the United States Armed Forces. I am currently serving in the U.S. Army and this organization has effectively applied the five management functions, because its existence depends on those five functions. They Army is constantly engaging in the five management functions; their operations are well led, organized, carefully planned, staffed, and constantly evaluated. I do not believe there is any organization other than the military where you would see these five functions linking so well coordinated.
“Planning is a systematic process in which managers make decisions about future activities and the key goals that the organization will pursue. The necessity of careful environmental scanning has an immediate impact on planning processes” (Reilly, Minnick, and Baack, 2011, sec. 7.2). Making plans for future activities is one of the Army’s key functions; without planning its subordinate commands would deteriorate and lose focus on mission objectives and the quality of work. In the Army, we use the Eight-Step Training Model; for which planning always starts out backwards by starting with the objective and working its way back to day zero. The planning is then broken down into three phases; long term, short-term and near term depending on the size of the organization or unit. I find the planning phase in the Army to be very effective because it is important for employees or soldiers to know what needs to happen in the days ahead. “The design methodology provides a means of approximating complex problems that allows for meaningful action” (Grigsby, 2011, p. 30). Proper use of planning in the Army keeps the employees motivated and goal oriented. When planning in the Army goes wrong, you have Soldiers sitting around waiting on orders, people go unaccounted for, and will eventually negatively affect the other four management functions.
Every successful organization uses the five management functions; but not many can compare with the United States Armed Forces. I am currently serving in the U.S. Army and this organization has effectively applied the five management functions, because its existence depends on those five functions. They Army is constantly engaging in the five management functions; their operations are well led, organized, carefully planned, staffed, and constantly evaluated. I do not believe there is any organization other than the military where you would see these five functions linking so well coordinated.
“Planning is a systematic process in which managers make decisions about future activities and the key goals that the organization will pursue. The necessity of careful environmental scanning has an immediate impact on planning processes” (Reilly, Minnick, and Baack, 2011, sec. 7.2). Making plans for future activities is one of the Army’s key functions; without planning its subordinate commands would deteriorate and lose focus on mission objectives and the quality of work. In the Army, we use the Eight-Step Training Model; for which planning always starts out backwards by starting with the objective and working its way back to day zero. The planning is then broken down into three phases; long term, short-term and near term depending on the size of the organization or unit. I find the planning phase in the Army to be very effective because it is important for employees or soldiers to know what needs to happen in the days ahead. “The design methodology provides a means of approximating complex problems that allows for meaningful action” (Grigsby, 2011, p. 30). Proper use of planning in the Army keeps the employees motivated and goal oriented. When planning in the Army goes wrong, you have Soldiers sitting around waiting on orders, people go unaccounted for, and will eventually negatively affect the other four management functions.
References: Department of the Army. (2006). Army Leadership. Field Manual 6-22. Washington, DC. Fallesen, J. J., Keller-Glaze, H., & Curnow, C. K. (2011). A selective review of leadership studies in the U.S. Army. Military Psychology, 23(5), 462-478. doi:10.1080/08995605.2011.600181 Grigsby, J. (2011). Integrated Planning: The Operations Process, Design, and the Military Decision Making Process. Retrieved from http://search.ebscohost.com.proxy-library.ashford.edu/login.aspx?direct=true&db=f5h&AN=62034664&site=eds-live Rakow, W. E. (2005). NCO-Focused AARs How to Make the Unit Better. Infantry, 94(4), 11. Retrieved from http://search.ebscohost.com.proxy- library.ashford.edu/login.aspx?direct=true&db=f5h&AN=18506281&site=eds-live Reilly, M., Minnick, C., & Baack, D. (2011). The Five Functions of Effective Management. San Diego, CA: Bridgepoint Education, Inc. Retrieved from: http://content.ashford.edu