THE FUNCTIONS OF MANAGEMENT MANAGEMENT AND HOW HOW THEY ARE IMPLEMENTED IN TOY TOYOTA OTA CORPORATION Introduction
Manageent i! a !ocia" #roce!! $%ic% in&o"&e! re!#on!i'i"itie! o( regu"ating t%e o#eration! o( an organi)ation to$ard! (u"*""ent o( !et goa"!+ It con!i!t! o( !e&era" acti&itie! and e"eent!+ T%e (unction! o( t%e anageent are coon to eac% anager irre!#ecti&e o( %i! !tatu! or "e&e"+ T%ere are *&e ain (unction! o( anageent nae",- #"anning. organi)ing. !ta/ng. directing or "eading. and contro""ing 0McLean. 12334+ T%e!e (unction! are nora"", o&er"a##ing and in!e#ara'"e+ Eac% o( t%e (unction '"end! into t%e ot%er t%u!. a5ecting t%eir #er(orance+ It i! t%e re!#on!i'i"it, o( t%e to# anager! to en!u re t%at a"" o( t%e!e (unction! are a"igned $it% t%e co#an,6! o'7ecti&e!+ E5ecti&e anageent #"a,! a #roacti&e ro"e ', (oreca!ting into t%e (uture. de&e"o#ing a !trategic #"an. organi)ing t%e organi)ationa" re!ource! and o#eration!. %iring co#etent e#"o,ee!. directing t%e e#"o,ee!. and ta8ing correcti&e ea!ure!+ T%i! e!!a, ana",)e! %o$ To,ota To,ota Cor#oration i#"eent! t%e *&e anageent #ractice! in it! o#eration!+
To,ota To,ota i! a "eading "eading autooti&e co#an, in t%e $or"d $or"d t%at i! u!ed a! a g"o'a" g"o'a" 'enc%ar8 in ter! o( 9ua"it, and con!tant i#ro&eent 0McDona"d. 12324+ T%e co#an, %a! created and aintained a !trong 'rand nae t%roug% de&e"o#ent o( %ig%:9ua"it, #roduct! t%at eet cu!toer need!+ To,ota i! $e"" recogni)ed acro!! t%e $or"d (or it! 9ua"it,+ 9ua"it,+ T%e co#an, de&e"o#ed a ar8eting !trateg, t%at i! 'a!ed on cu!toer e;#erience and 9ua"it, o( t%e #roduct! in order to i#ro&e it! iage+ T%e co#an, a"!o #ur!ued a generic co!t "eader!%i# !trateg, in it! o#eration!+ To,ota To,ota co#an, !tarted o( o( a! a !a"" (ai", *r *r and de&e"o#ed o&er t%e t%e ,ear! to 'ecoe one o( t%e "eading g"o'a" giant! in t%e autooti&e indu!tr,+ indu!tr,+ T%e co#an, #"a,! a "eading ro"e in "ean anu(acturing acro!! t%e $or"d and it i! $e"":recogni)ed $e"":recogni)ed (or it! 9ua"it, and continuou! i#ro&eent+
P"anning
P"anning i! t%e 'a!ic anageent (unction $%ic% dea"! $it% (oreca!ting (uture cour!e o( action and a8ing a deci!ion on t%e 'e!t a"ternati&e (or ac%ie&ing t%e organi)ationa" goa"! 0Sing%. 12314+ It in&o"&e! deciding in ad&ance on $%at. $%en. and %o$ to do+ T%i! great", %e"#! in a8ing o( !trategic deci!ion! and !o"&ing organi)ationa" #ro'"e!+ #ro'"e!+ P"anning i! a !,!teatic #roce!! o( t%in8ing a'out t%e $a,! o( acco#"i!%ing #re:deterined goa"!+ It i! t%e o!t i#ortant #roce!! 'ecau!e it en!ure! t%at t%e organi)ationa" re!ource! are #ro#er", uti"i)ed+ T%i! a8e! t%e organi)ation not to 'e caug%t una$are o( $%at i! %a##ening and a, a5ect t%eir 'u!ine!! negati&e",+ negati&e",+ Ha&ing condition! $%ic% are a##ro#riate $it% t%e
#re&ai"ing condition! gi&e t%e co#an, an ad&antage edge in acco#"i!%ing t%e !et o'7ecti&e!+ P"anning t%e o#eration! o( t%e organi)ation i! (aci"itated e5ecti&e", ', %a&ing c"ear guide"ine! on $%at i! needed to acco#"i!% t%e intended goa"!+
To,ota Cor#oration %a! de&e"o#ed a !trategic #"an $%ic% guide! t%e "ong:ter o#eration! o( t%e *r+ T%e co#an, i! (ocu!ed on "ean anu(acturing. cu!toer !ati!(action. and 9ua"it,+ T%i! !trateg, %a! 'een ado#ted to inii)e o#erationa" co!t! and at t%e !ae tie en!ure t%at 9ua"it, #roduct! are #roduced to eet cu!toer need!+ Manageent #"an! t%e acti&itie! o( t%e organi)ation a! t%e, %a&e to ta8e account o( $%at i! nece!!ar, $it% t%e a##ro#riate #re&ai"ing condition!+ G"o'a"i)ation %a! "ed to increa!ed co#etition acro!! t%e $or"d t%u!. t%e need (or a co#etiti&e ad&antage+ To,ota #ur!ue! a generic co!t "eader!%i# !trateg, in it! o#eration!+ T%e co#an, #ractice! "ean anu(acturing to reduce co!t! and reain co#etiti&e 0McDona"d. 12324+ T%e co#an, de&e"o#ed a ar8eting !trateg, t%at i! 'a!ed on cu!toer e;#erience and 9ua"it, o( t%e #roduct! in order to i#ro&e it! iage+
Organi)ing
Organi)ing re(er! to t%e #roce!! o( 'ringing toget%er a"" t%e organi)ationa" re!ource! and de&e"o#ing o( a #roducti&e re"ation!%i# to en!ure organi)ationa" goa"! are ac%ie&ed 0Carro"" < Gi""en. 3=>?4+ It in&o"&e! deterination and #ro&i!ion o( 'ot% %uan and non:%uan re!ource! to a #articu"ar organi)ation !tructure+ T%e %uan. #%,!ica" and *nancia" re!ource! are a"" 'roug%t toget%er t%roug% #ro#er organi)ation+ Organi)ing entai"! identi*cation o( 'u!ine!! acti&itie!. c"a!!i*cation o( t%e acti&itie!. dut, a!!ignent. creating re!#on!i'i"itie!. and de"egating o( dutie! a! $e"" a! coordinating o( re!#on!i'i"itie! and aut%orit, re"ation!%i#!+ To,ota coordinate! o#eration! in a"" it! !u'!idiarie! acro!! t%e $or"d to en!ure t%at t%ere i! a !oot% running+ Mo!t o( t%e anu(acturing acti&itie! are done centra"", and t%e !#are #art! are tran!(erred to re!#ecti&e !u'!idiarie! (or a!!e'"ing+ T%i! i! done to inii)e t%e co!t! and en!ure uni(orit,+
Manageent %a! a dut, to organi)e an organi)ation to !uit t%e #re&ai"ing condition! in t%e 'u!ine!! en&ironent 0Sing%. 12314+ T%e organi)ation !%ou"d %a&e a !tructure. ateria". and %uan #er!onne" t%at %a&e t%e nece!!ar, !8i""! and ca#a'i"itie! in gi&ing $%at t%e organi)ation de!ire!+ I( t%e anageent organi)e t%e co#an, e5ecti&e",. t%en it $i"" e;#erience t%e de!ired goa"! and &ice &er!a+ Coordinating o( t%e organi)ation ro"e! i! i#ortant con!idering it i! ade u# o( an, grou#!+ Manageent %a! a &ita" ro"e o( a8ing a"" t%e tea! in t%e organi)ation $or8ing to$ard! ac%ie&ing a coon goa"+ T%i! a8e! !ure t%at t%ere i! uni!on and %aron, a! anageent o&er!ee! t%e direction $%ere organi)ation i!
%eading too and $%at are t%e nece!!ar, !te#! needed to 'e underta8en to attain t%eir o'7ecti&e!+
Sta/ng
Sta/ng i! a"!o one o( t%e o!t i#ortant (unction! o( t%e anageent+ It i! a #roce!! o( ac9uiring t%e re9uired %uan re!ource! and anning t%e to en!ure t%at t%e, $or8 to$ard! a coon goa"+ T%i! (unction % a! 'ecoe ore i#ortant in recent ,ear! 'ecau!e o( t%e tec%no"ogica" ad&anceent. increa!ed 'u!ine!! !i)e!. and di&er!it, in %uan 'e%a&ior 0@"oo et a". 12314+ T%e ain ai o( !ta/ng i! to en!ure t%at rig%t #eo#"e are gi&en t%e rig%t 7o'!+ It in&o"&e! anning o( e#"o,ee! t%roug% e5ecti&e !e"ection. de&e"o#en.t and a##rai!a"+ A %uan re!ource anager !%ou"d e!tiate t%e nu'er o( e#"o,ee! and !8i""! re9uired to *"" t%e re!#ecti&e #o!ition!. !earc% (or co#etent indi&idua"!. and #ut t%e in t%e rig%t #o!ition+ It a"!o dea"! $it% training and de&e"o#ent. reuneration. and #er(orance a##rai!a"+ To,ota %ire! %ig%", 9ua"i*ed and ta"ented e#"o,ee! t%at add &a"ue to t%e co#an,+ T%e co#an, %a! a tea o( &er, co#etent e#"o,ee! t%at are %ired t%roug% a co#etiti&e #roce!!+ To,ota e#"o,ee! are $e"" co#en!ated and t%e, are nora"", ta8en t%roug% (re9uent training e;erci!e! to !%ar#en t%eir !8i""!+
Leader!%i#
Directing or "eader!%i# i! a anageent (unction $%ic% dea"! $it% de&e"o#ent o( e5ecti&e $or8ing et%od! to en!ure organi)ationa" #ur#o!e! are et 0Sing%. 12314+ It direct", dea"! $it% inuencing. oti&ating. and guiding t%e !u'ordinate! to$ard! ac%ie&eent o( t%e organi)ationa" goa"!+ It i! t%e dut, o( t%e anager to "ead or direct e#"o,ee! in t%e organi)ation and en!ure t%at t%e, are doing t%e rig%t 7o'+ T%e o&era"" (unction o( t%e organi)ation i! to !u#er&i!e and gi&e t%e nece!!ar, guide"ine! to attain t%e intended o'7ecti&e! ea!i",+ Manageent !%ou"d "ead in a rea!ona'"e anner $it% rea"i!tic e;#ectation! (ro it! e#"o,ee!+ T%i! $i"" a"$a,! en!ure t%at t%ere i! acti&it, aong e#"o,ee! and i! 'ene*cia" to t%e organi)ation a! it doe! add &a"ue+
To,ota Cor#oration i! one o( t%e 'e!t anaged co#anie! in t%e $or"d+ T%e co#an, %a! a !trong "eader!%i# !tructure in&o"&ing (ai", e'er! o( t%e co#an,6! (ounder+ T%e current CEO o( To,ota Mr+ A8io To,oda i! t%e grand!on o( t%e (ounder+ T%e co#an,6! to# anager! are %ig%", co#etent and coitted to to$ard! attainent o( organi)ationa" goa"! 0McDona"d. 12324+ Tea$or8 i! encouraged acro!! a"" %ierarc%ica" "e&e"! and a"" e'er! o( !ta5 are gi&en an o##ortunit, to #artici#ate in deci!ion:a8ing+ Creati&it, and inno&ation i! %ig%", encouraged aong t%e e#"o,ee! in order to gi&e t%e *r a continuou! co#etiti&e ad&antage+ Cu!toer! are %ig%", &a"ued ', t%e co#an, and t%e ain (ocu! i! to #ro&ide t%e 'e!t !er&ice! to t%e cu!toer!+ T%i! %a! ena'"ed To,ota to de&e"o#ed cu!toer "o,a"t, "eading to a !trong 'rand nae+ To,ota a"!o en7o,! a good re"ation!%i# $it% ot%er e;terna" !ta8e%o"der! !uc% a! &ariou! go&ernent!. t%e "oca" counit,. and t%e !%are%o"der!+ T%i! %a! contri'uted to t%e e!ta'"i!%ent o( a !trong cor#orate 'rand t%at i! recogni)ed in a"" #art! o( t%e $or"d+
Contro""ing
T%e "a!t anageent (unction i! contro""ing $%ic% re(er! to t%e ea!ureent o( t%e actua" #er(orance again!t t%e !et !tandard! and correct! an, de&iation t%at ig%t occur+ It i! t%e #roce!! o( e&a"uating t%e #er(orance o( a 'u!ine!! o#eration and ta8ing #o!!i'"e correcti&e ea!ure! i( nece!!ar,+ T%e ain #ur#o!e o( contro""ing i! to en!ure t%at 'u!ine!! o#eration! con(or to t%e organi)ationa" !tandard! 0Carro"" < Gi""en. 3=>?4+ An e5ecti&e contro" !,!te !%ou"d 'e a'"e to detect an, #o!!i'"e de&iation 'e(ore it occur!+ T%e #roce!! o( contro""ing in&o"&e! e!ta'"i!%ing o( t%e #er(orance !tandard!. ea!uring o( t%e actua" #er(orance. co#aring o( t%e actua" #er(orance $it% t%e !et !tandard! to deterine i( t%ere i! an, de&iation. and *na"", ta8ing a correcti&e action+
To,ota c"o!e", onitor! it! o#eration! and e&a"uate! it! #er(orance again!t organi)ationa" target!+ T%e co#an, %a! c"ear", !et target! $%ic% guide it! o#eration! at a"" "e&e"! o( t%e organi)ation+ Auditing i! nora"", carried out on a regu"ar 'a!i! to en!ure t%at t%e organi)ation i! o&ing in t%e rig%t direction+ An, de&iation (ro t%e !et !tandard! i! ad7u!ted t%roug% a##ro#riate correcti&e ea!ure!+ T%i! can 'e c"ear", !een in t%e $a, To,ota %and"ed an acce"erator cri!i!+ Iediate", t%e acce"erator (ai"ure #ro'"e $a! re#orted ', t%e cu!toer! a(ter an accident. To,ota reca""ed it! &e%ic"e! (ro t%e ar8et and "aunc%ed an in&e!tigation to *nd out t%e cau!e 0McDona"d. 12324+ T%e #ro'"e $a! identi*ed and corrected iediate", !a&ing t%e re#utation o( t%e co#an,+
Manageent contro""ing t%e o#eration! o( t%e organi)ation #ro&ide! a #"at(or on $%ere t%e, can gauge and deterine $%at need! to 'e ad7u!ted to a8e it!
#roce!!e! e/cient and ea!, to$ard! attaining t%e greater goa" 0Sing%. 12314+ Manageent need! to !ee t%at e&er, t%ing a"ign! $it% t%e #o"icie! and #ractice o( t%e organi)ation+ T%e organi)ationB! '"ue #rint i! a &ita" a!#ect a! a"" (actor! %a&e 'een to con!ideration and $%at i! !u##o!ed to 'e done i! a"read, 8no$n+ U!ing it a! a re(erence #oint t%e anageent can 'e a'"e to contro" a"" acti&itie! in&o"&ed in t%e organi)ation+
Conc"u!ion
T%ere are *&e e!!entia" (unction! o( anageent t%at a"ign $it% t%e #rinci#"e o( anageent+ T%e, inc"ude #"anning. "eading. organi)ing. !ta/ng. and contro""ing+ Manageent i! &ita" in t%e organi)ation a! it doe! o5er t%e '"ue #rint o( t%e organi)ation %a&ing an e5ecti&e anageent $i"" i#", 'eing !ucce!!(u" in t%e o&era"" o#eration!+ T%e anageent doe! (ocu! t%e (uture in $%at t%e organi)ation $ant! to do or a, antici#ate+ T%i! gi&e! t%e organi)ation a "e&e" t%e, can gauge t%eir o#eration! ', e;aining t%e (uture and $%ere t%e, %o#e to 'e i( t%eir !et goa"! are ac%ie&ed $it% t%e #re!ent guide"ine!+ To,ota Cor#oration %a! anaged to gro$ it! 'u!ine!! and gain cu!toer recognition acro!! t%e $or"d due to e5ecti&e anageent+
