Assignment 4
Student Nº 180016377
Assignment due Date 22/05/2020
Surname: Barreto
First names: Carlos
Programme: Finance Management
Level Diploma I
Lecturer: Mr. Liyerenge
Campus: City
Sub-code: POM50US
Year: 2
Cell phone number: 0814320771
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Table of Contents
Introduction ............................................................................................................................................. 2
Question 1 .................................................................................................................................................... 3
List and explain (four) 4 management functions in the organization .................................................... 3
Question 3 .................................................................................................................................................... 6
Explain what resistance to change is, outline and discuss various causes of resistance to change in
an organization ............................................................................................................................................ 6
Causes of Resistance to change within your Organization: ................................................................ 6
Conclusion ................................................................................................................................................... 9
References .................................................................................................................................................. 10
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Introduction
Principles of management are defined as “ the activities that “plan, organize, and control the
operations of the essential elements of people , materials, machines, methods, money and
markets, providing direction and coordination, and giving leadership to human efforts, so on
achieve the sought objectives of the enterprise. (Bauer, Carpenter, and Erdogan, 2009).
Furthermore, this assignment aims to explain to differentiate between theory X and Theory Y,
the causes of resistance to change and lastly.
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Question 1
List and explain (four) 4 management functions in the organization
A person who holds a management position inside an Organization is required to think
strategically and conceptually in order to achieve Organizational goals. The major functions that
a Manager completes can be classified into four different functions known as Planning,
Organizing, Leading and Control. Modern management scholars also have summarized to four:
planning, organizing, leading, and controlling, (Robbins & Judge, 2015, p. 38).
French manager Henri Fayol first outlined the nature of these managerial activities around the
20th century in general and industrial Management for the managers to create a high performing
organization, (Jones & George, 2014, p. 8).
(1) Planning
The first managerial functions’ it determines what should be done in the future is called
Planning. To perform the planning tasks, managers identify and select appropriate goals and
courses of action; they develop strategies for how to achieve high performance, as well as the
purpose of the Organisation,(Jones & George, 2014, p. 8).
In planning, the Manager should think before acting, looking ahead and preparing for the future
laying out in advance the road to be followed and thinking about what and how the job should be
done. It includes connecting and sorting information from several sources and using that
information to make decision and it helps managers for them to know what they are going to do
in their Organisations for a longer period.
In Planning,three (3) steps are involved:
a) Deciding which goals the organisation will pursue
b) Deciding what strategies to adopt to attain those goals, and
c) Deciding how to allocate organisational resources to pursue the strategies that attain those
goals, (Jones & George, 2014, p. 8).
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(2) Organizing
Organizing is structuring working relationships so organisational members interact and cooperate
to achieve organisational goals. The Manager organise people into department according to the
kinds of job-specific tasks they perform lays out the lines of authority and responsibility between
different individuals and groups; and they should as well decide how best to organize resources,
particularly human resources,(Jones & George, 2014, p. 10).
Organization means arranging and distributing work among members of the work group to
accomplish the organization goals. It includes determining what tasks are to be done, who is to
do them, and how the tasks are to be grouped, who reports to whom, and where decisions are to
be made centralized or decentralized, (Robbins & Judge, 2015, p. 39).
(3) Leading
In leading, managers articulate a clear organisational vision for the organisation’s members to
accomplish, and they energize and enable employees so everyone understands the part he or she
plays in achieving organisational goals.
Leadership involves managers using their power, personality, influence, persuasion and
communication skills to coordinate people and groups so their activities and efforts agree. They
as well revolve around encouraging all employees to perform at a high level to help the
organisation achieve its vision and goals, (Jones & George, 2014, p. 11).
The leading function of management involves guiding, teaching and supervising subordinates.
This includes developing employees to their potential by directing and coaching those employees
effectively. It is insufficient for a manager just to plan, organise and have enough employees
available. The manager must attempt to motivate the employees as they go on about their work.
Leading is a day-to-dayprocess, around which all supervisory performance revokes,
(Daft & Marck, 2004).
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(4) Controlling
In controlling, the task of managers is to evaluate how well an organisation has achieved its
goals and to take any corrective actions needed or improve performance. For instance, managers
monitor the performance of individuals, department, and the organisation as a whole to see
whether they are meeting desired performance standards, (Jones & George, 2014, p. 11).
The managerial function of controlling involves entering that actual performance is in line with
intended and taking corrective actions as needed. It would be impossible for a manager to
determine whether the work is proceeding properly if there is no plan against which check.
If plans or standards are superficial or poorly conceived than controlling, function is limited.
Therefore controlling means not only managing so that objectives are achieved, but also taking
corrective action in case of failure to achieve plan objectives, (Jones & George, 2014).
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Question 3
Explain what resistance to change is, outline and discuss various causes of resistance to
change in an organization
Resistance to change, it is simply human nature to counter any changes and maintain the status quo.
However, change is unavoidable; instead of resisting changes, the organization must try to
implement them with minimum irritation, (Greenberg, 2012).
Resistance to change may be either overt or implicit. For example, employees may react to a change
in strategies with outright rejection and protests.Managers will need to be aware that there will be
always persons in their organizations that will resist the proposed changes. Because of that, the
efficiency and effectiveness of the change process will be in direct relation with resistance to
change and successful managing resistance to change, (Greenberg, 2012).
Causes of Resistance to change within your Organization:
1. Mistrust and Lack Of Confidence
When employees do not trust or feel confident in the person making the change, their resistance
to it can be a huge barrier. In fact, lack of confidence in change-makers is a cause of resistance to
change in organizations that is most often overlooked, (Cheminais, Bayat, & Fox, 1998).
According to, (Greenberg, 2012)states that avoid this level of resistance, choose change leaders
that people already trust. Employees are more likely to have confidence in a change leader who
understands their daily routines and job duties, such as a direct supervisor.
2. Emotional Responses
Changing the status quo is difficult, and many people will have emotional reactions to anything
that upsets their routine. This is a natural and unavoidable response. Brushing it off will only
lead to stronger resistance. Begin by coaching change leaders to approach resistance to change
with empathy, recognizing that people will have a wide range of emotional reactions,
(Cheminais, Bayat, & Fox, 1998).
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In order to manage these reactions, change leaders should clearly explain the need for change
while also listening attentively to feedback from those affected by it. People want to feel heard.
Make it clear that their opinions are valuable to the change process. Additionally, change leaders
should check in frequently to provide support, gather additional feedback, and nudge people
towards change acceptance and adoption, (Greenberg, 2012).
3. Fear of Failure
People will not support a change if they are not confident in their own abilities to adapt to it.
When people feel threatened by their own shortcomings (real or imagined), they protect
themselves from failure by resisting the change, (Greenberg, 2012).
Knowledge is about training. The goal is to give people the tools they need to make the change,
including those needed to handle transitions.
Ability is more about self-confidence. After training, people need to feel comfortable applying
the knowledge they have acquired. Give employees enough hands-on experience to develop and
test their new skills before fully launching the change, (Greenberg, 2012).
4. Poor Communication
The key to great change management communication is to create an active conversation. When
you talk at people as opposed to with people, you are bound to get resistance to change.
Start by making a change communication plan. Before you initiate change, you should have
several communication actions planned, such as the announcement of the change, small group
discussions, one-on-one meetings, and methods for gathering feedback, (Greenberg, 2012).
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5. Unrealistic Timelines
Find a balance between creating a sense of urgency and allowing time to transition. Do not force
change too quickly. Begin with a change implementation timeline. Map out every action and set
deadlines so that you have a general idea of how long the entire transformation will take. Of
course, you should not be afraid to make adjustments, (Greenberg, 2012).
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Conclusion
Management is the key to a successful operation. All four functions, Planning, Organizing,
Leading and Controlling have to be present. Few Managers are naturally gifted in these four
areas. It is just as important to work at management as any other area of the operations.
Management can be learned and the rewards are significant.
Nonetheless, the four functions demonstrated present a structural overview of several tasks
needed to be performed by all managers. This gives managers an initial overview of the main
functions to focus on their everyday routine. Each of these functions is about solving potential
problems creatively. It begins with an environmental analysis of the organization and ends with
evaluating the results of the solution that is applied.
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References
Cecile, N., & Dirk, R. (2012). Business Management: A Contemporary Approach. Cape Town: South
Africa: Juta & Company Ltd.
Cheminais, J., Bayat, S., & Fox, W. (1998). The Foundamentals of Public Personnel Management . Cape
Town, South Africa: Juta & CO Ltd.
Daft, R. L., & Marck, D. (2004). Understanding Management 4th Edition. Southwestern: Mason.
Jones, G. R., & George, J. M. (2014). Contemporaty Management 8th Edition. New York: McGraw-Hill
Education (UK) Ltd.
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