All management functions are interconnected and at the same time may well exist separately, they are characterized by a specific character and content, and are carried out using special techniques and methods. The following groups of functions are usually distinguished: organization, motivation, planning, control.
The functions of the organization are based on the union of people and means in order to achieve certain goals. There are two ways to organize a process: divide the organization into units in accordance with goals or delegate authority.
The planning functions are based on all other functions, because it justifies and gives an idea of what the goals and objectives of the organization should be and what needs to be done to achieve these goals. Existing types of planning: strategic, tactical and operational.
Motivation functions - a set of measures to ensure labor motivation, encourage staff to work towards goals.
Control as a management function has two directions: control used to correct deviations from the plan or the plan itself, and control used to evaluate the result. Control ensures that the organization achieves its goals and contributes to the normal functioning of the enterprise. Control as a management function is used to prevent crisis situations, with general uncertainty and dynamism of the environment, to maintain success (allows you to compare the results and planned indicators).
According to the timeliness of implementation, control can be strategic, operational and final. Strategic control includes certain procedures, rules, tactics and policies. Its main application relates to financial, material and labor resources. Operational control is implemented in the process of work, usually it is the control of a subordinate to the boss. Final control is applied upon completion of work and labor results.
To control production processes, certain information is required, which is obtained using accounting. Business accounting as a management function implies constant monitoring of business processes, their registration and generalization. It represents a quantitative and qualitative reflection of economic processes for the control and management of these processes.
Controlled subjects and objects should also be clearly defined and spelled out in job descriptions and regulations on units. Control as a management function is closely related to motivation, because the results of control can reveal the degree of achievement of a particular goal. Accordingly, all evaluation criteria should be understandable to performers, only then will control be effective.
Also, control as a management function presupposes the presence of certain requirements: the effect on people, the definition of controlled boundaries, the implementation of control tasks and the effectiveness of the control itself. He should not bear the negative connotation of someone “catching and punishing”, as is customary in some organizations.
In the daily functions of the leader to ensure the normal functioning of the organization, the control functions are naturally “entrusted” to the leader, even if this is not specified in his official duties.
Control as a management function should be effective, that is, have a strategic nature, be aimed at achieving certain results, simple and economical. If this function is performed successfully by the leader, then his team management activities also develop successfully and efficiently. To control is to do everything possible to obtain specific results, which is what is required of any organization leader.