Columbia Southern University Best Practices Tied to Management Article Summary Locate an article that addresses one of the following best practices tied to

Columbia Southern University Best Practices Tied to Management Article Summary Locate an article that addresses one of the following best practices tied to management: planning, organization, staffing, or directing. The ABI/INFORM Collection database features a number of excellent articles covering these concepts.

After reading the article and briefly summarizing the purpose for the article, answer the following questions:

What is the main point?
Who is the intended audience?
Do the arguments within the article support the main point?
What evidence supports the main point?
What is your opinion of the article? Do you agree with the findings?

Your article review submission must be at least one page in length. The article review should be formatted in accordance with APA style. UNIT I STUDY GUIDE
Management in Today’s Environment
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
9. Define the five components of management: planning, organization, staffing, directing, and
control.
10. Apply managerial skills, principles, and decision-making strategies to the implementation of
business best practices.
Reading Assignment
In order to access the following resource(s), click the link(s) below:
Balogh, J., & Logman, J. (2008). 7 actions for simplifying the planning cycle. Financial Executive, 24(2), 49–
52. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc
t=true&db=bth&AN=31214899&site=ehost-live&scope=site
Bond, S. D., Carlson, K. A., & Keeney, R. L. (2008). Generating objectives: Can decision makers articulate
what they want? Management Science, 54(1), 56+. Retrieved from
http://link.galegroup.com.libraryresources.columbiasouthern.edu/apps/doc/A182605176/ITBC?u=oran
95108&sid=ITBC&xid=509effc2
Rao, P. S., & Pande, H. S. (2010). Chapter 1: Management: An overview. In Principles and practice of
management (Rev. ed.; pp. 1–19). Mumbai, India: Himalaya. Retrieved from
http://site.ebrary.com/lib/columbiasu/detail.action?docID=10416059
Unit Lesson
YouTube Video for Unit I
Click here to view the video for Unit I (1m 36s).
Click here to access a PDF of the video transcript.
What is management? Authors and professionals in business and professions who use management do not
exactly agree. Not only have they not agreed in the 110 or so years that management ideas have been
published, but also in the thousands of years management has been practiced! Most experts, however, agree
BBA 3602, Principles of Management
1
that the word management means orchestration of people, an organization, and
resources
to GUIDE
get work
UNIT
x STUDY
accomplished (Rao & Pande, 2010).
Title
Discussion of managerial orchestration, tasks, and skills can temporarily set aside leadership considerations.
Contrary to some myths, though, truly effective and constructive management entails substantive leadership
abilities and effort (Rao & Pande, 2010). Certainly, there are popular (and often outdated) images of the
manager as a cigar-chomping, cross, get-me-results-or-else business executive, but research shows that
good managers inspire us to follow them instead of managing by intimidation.
There are various ways to look at management. Here in Unit I, we will focus on the components of planning,
organization, staffing, directing, and controlling as groundwork for our subsequent units.





Planning is deciding what to do, when to do it, how to do it, and who will do it to perform a specific job
or achieve a certain goal (Rao & Pande, 2010). Planning follows a system, including even simple
ones you keep in your head, such as for household tasks. It is based on gathered information; it lays
out alternatives so the most promising can be selected as the planning decision, and it is flexible so
planning can continue when inevitable issues crop up and plans must change.
Organization combines people and object resources and times their application (synchronizes them)
so the task will succeed as indicated in planning. Organization can be formal and firm once set
(establishing departments in a business) or flexible and fast-paced (organizing a holiday party). What
becomes obvious is that whoever is responsible for organizing also needs authority to organize, or
the result will be frustration and stalemate for all involved.
Staffing entails leadership, as do the other components, and includes managing personnel. Staffing
involves assigning people to create organizational effectiveness, developing them in their roles, and
appraising how they are doing. Managing people means caring for them and seeing to their welfare in
a professional setting. Caring is a leadership function. Staffing may seem like nothing more than
assigning a person to a duty or job, but, if performed effectively, staffing will carefully take into
account that person’s desires, talents, prospects, and interpersonal “fit.”
Directing (or, as it is also called, supervising) is often more visible than other management
components. A manager gives instructions and guidance, watches to understand the progress and
results of efforts, and remains flexible enough to shift previous directions when conditions change.
Leadership is visibly exercised in directing, as the art of leadership includes how to give direction.
Controlling means guiding the effort to compliance or matching previously set expectations.
Controlling, like the other components, requires the manager to have the authority to control the effort
and ensure the task is completed. If a manager cannot control it, then likely a higher-level managerial
decision to delegate authority was ineffective (Rao & Pande, 2010).
Management is considered executive level and is usually well compensated because it is thought to be more
sophisticated and complicated than most jobs. Any way you look at the parts of management, their
occurrence is rarely simple. If we view them as functions or roles, then we see in actual examples that these
functions or roles are being performed at the same time;
if we view these components as phases, then different
phases for different efforts are occurring at the same
time. All managers need a combination of instruction on
principles and basics, specific training, self-reflection on
how they want to manage, and experience. In these
eight units, we will work on the first-mentioned education
piece of managerial preparation.
Sailors assigned to Naval Station Ingleside, Texas, work
together to organize relief supplies for survivors of
Hurricane Katrina at a Salvation Army drop-off point.
A good wrap-up to this overview of managerial
components is the practice of decision-making
strategies. A manager can make a decision suddenly or
instinctively, but unless the issue being decided is
simple or completely within the realm of the manager’s
knowledge, rapid decisions can be ineffective and
costly.
(Antoine, 2005)
BBA 3602, Principles of Management
2
Not every decision
fitsx into
a deliberate
UNIT
STUDY
GUIDE
process. Indeed,
an attribute of good leadership
Title
is to know when there has been enough
consideration applied and when the effort
needs a decision, even an imperfect one, to
proceed to success. People feel inspired when
decisions are made clearly and quickly and
when it seems apparent that a manager has
made the decision that best fits the issue.
However, managers will still need to make
decisions in complicated situations or when
there will be major consequences to resources
or resulting events.
Quarter Master 1st Class Andrew Lowe instructs a group of chief
petty officer selects on a navigation, ship handling, and
seamanship trainer at Afloat Training Group Middle Pacific.
Scholars, successful business executives, and
government officers (especially military leaders)
(Cutright, 2008)
have published certain methodologies that are
useful as decision-making strategies for the
manager. Most of them feature the following (with some variation):
1. Recognize what the actual problem or issue is. To do so, deliberate carefully and avoid emotions
stemming from a sense of urgency or other stresses.
2. Gather relevant facts about the problem, making sure that no detail is missed.
3. Think of alternatives or choices. To be fair, consider as many possibilities as can be handled in the
time available.
4. Compare alternatives fairly, avoiding bias. Assign values to advantages and disadvantages to provide
a rational weighting of options.
5. Choose the best alternative for the organization you manage. Decide what to do based on that choice
(Bond, 2008).
As we have explored, management involves leading, organizing, and controlling as well as familiarity with
roles, functions, and components. In Unit I we considered the components of planning, organization, staffing,
directing, and controlling, and we reflected on what must be done to be effective with each one. We also
explored the manager as decision-maker. We have all made quick decisions, but when decisions entail costs
and other consequences, we need a process that helps us make the best decision with the information
available at the time. Practitioners and scholars have developed decision-making processes for managers to
use, and we reviewed one typical version.
Most importantly, take away this fact: You can manage!
References
Antoine, M. (2005). US Navy 050902-N-2006A-001 Sailors assigned to Naval Station Ingleside, Texas work
together to organize relief supplies for survivors of Hurricane Katrina at a Salvation Army drop-off
point [Image]. Retrieved from https://en.wikipedia.org/wiki/File:US_Navy_050902-N-2006A001_Sailors_assigned_to_Naval_Station_Ingleside,_Texas_work_together_to_organize_relief_suppli
es_for_survivors_of_Hurricane_Katrina_at_a_Salvation_Army_drop-off_point.jpg
Bond, S. D., Carlson, K. A., & Keeney, R. L. (2008). Generating objectives: Can decision makers articulate
what they want? Management Science, 54(1), 56+. Retrieved from
http://link.galegroup.com.libraryresources.columbiasouthern.edu/apps/doc/A182605176/ITBC?u=oran
95108&sid=ITBC&xid=509effc2
BBA 3602, Principles of Management
3
Cutright, E. (2008). US Navy 080826-N-0995C-007 Quarter Master 1st Class UNIT
Andrew
Lowe instructs
x STUDY
GUIDE a group
of chief petty officer selects on a navigation, ship handling, and seamanship
Title trainer at Afloat Training
Group Middle Pacific [Image]. Retrieved from https://en.wikipedia.org/wiki/File:US_Navy_080826-N0995C007_Quarter_Master_1st_Class_Andrew_Lowe_instructs_a_group_of_chief_petty_officer_selects_on
_a_navigation,_ship_handling,_and_seamanship_trainer_at_Afloat_Training_Group_Middle_Pacific.j
pg
Rao, P. S., & Pande, H. S. (2010). Principles and practice of management (Rev. ed.). Mumbai, India:
Himalaya.
Suggested Reading
In order to access the following resource(s), click the link(s) below:
Please read Chapter 1, Section 1.5 to learn more about best practices tied to management.
Havinal, V. (2009). Management and entrepreneurship. Mumbai, India: New Age International. Retrieved from
http://site.ebrary.com/lib/columbiasu/detail.action?docID=10318744&p00=management+entrepreneur
ship
BBA 3602, Principles of Management
4

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