Management Functions at Work: Dell’s Secret in its Success

The success of managing an governance cannot occur, at least not in spite of appearance a reasonable time frame, without the functions of attention deeply imbibed within their operations. Today, more companies cognise the benefits that of these functions of concern in the process of boldnessal development. The implementation and outcome of their operations swan greatly on how they stick with these functions.In rudimentary wariness classes, we all knowing that the job of every manager involves what is cognize as the functions of management planning, organizing, directing, and autocratic. Henry Fayol, a pioneer of management theory. He was the startle gear to outline the main functions of management. These functions are goal-directed, be and interdependent. Planning involves devising a dogmatic process for attaining the goals of the organization. It prepares the organization for the future.Organizing involves arranging the needed resources to carry out the plan. It is the process of creating structure, establishing relationships, and allocating resources to master the goals of the organization. Directing involves the guiding, leading, and overseeing of employees to achieve organizational goals. Finally, controlling involves verifying that actual functioning matches the plan. If performance results do not match the plan, strict action should be taken (Allen, 1998).Furthermore, Mintzberg (1973) undertook an spacious think over of five executives (including quadruple CEOs) at work. Based on this research, Mintzberg developed a different view to Fayols four functions and improved it as he indic taked iii major management roles interpersonal, informational and decisional.In the fall in view of a success in any given company, a study of how they applied these functions and roles as an organization is zippy in attaining their goals. whizz example of those companies is dingle Inc., which is a trusted and diversified information-technology su pplier in the US. Their rail line involves merchandising citywide portfolio of products and services directly to customers worldwide. dell, recognized by Fortune magazine as Americas close to admired company and No. 3 orbicularly, designs, builds and delivers innovative, tailored systems that provide customers with exceptional value. potoration revenue for the blend four accommodate was $52.8 billion ( dingle Website).However, with the swiftly growing business dell Computers start faced monstrous problems before. When Dell CEO Michael S. Dell and chairperson Kevin B. Rollins met privately in the fall of 2001, they snarl confident that the company was recovering from the global crash in PC sales. irrespective of what they thought, internal interviews among their employees revealed that subordinates thought Dell, 38, was impersonal and emotionally detached, while Rollins, 50, was seen as autocratic and antagonistic. hardly a(prenominal) felt strong loyalty to the companys leaders. Worse, the discontentment was spreading A survey taken over the summer, following the companys first-ever mass layoffs, pitch that half of Dell Inc.s employees would leave if they got the mishap (Park and Burrows, 2003).As much as it was a big surprise, what happened next says much close to why Dell was tagged as the trump out-managed company in area of technology. In other companies, the management might nurture shrugged off the criticisms or let the import slide. merely what Dell did was to focus on these criticisms that were thrown at them for they fear that their best employees would leave them.Within a week, Dell bravely faced his top 20 managers and offered a frank self-critique, acknowledging that he is enormously shy and that it sometimes made him wait aloof and unapproachable. He vowed to forge tighter bonds with his team. astir(predicate) of his employees were shocked because they knew personality tests given to samara executives had repeatedly shown Dell to be an off-the-charts introvert, and much(prenominal) an admission from him had to have been painful and pride-swallowing. But in the closer analysis, Dell was provided utilizing his interpersonal management role as what Mintzberg has previously emphasized in his management model.The success of how Michael Dell manages the company that has elevate it far above its direct selling business model. The secret might be situated in his whimsey that the positioning quo is never good enough, even if it content painful changes for the man with his name on the door. When success is achieved, its greeted with five seconds of praise followed by five hours of postmortem on what could have been done better. Michael Dell always emphasized, respect for a nanosecond. Then move on. One anecdote about his penchant on this belief is when an outfit opened its first Asian factory in Malaysia. The Dell, as the CEO then, sent the manager object the job one of his old caterpillar tread shoes to congratulate him. The message This is exactly the first step in a marathon.Just as crucial is Michael Dells belief that once a problem is uncovered, it should be dealt with quickly and directly, without excuses. Theres no The dog ate my homework here, says Dell. Indeed, after Randall D. Groves, then head of the boniface business, delivered 16% higher sales last year, he was demoted. Never mind that no(prenominal) of its rivals came close to that. It could have been better, say cardinal former Dell executives. Groves referred calls to a Dell spokesman, who says Groves job change was part of a broader reorganization.Thus, a managers role is to lead his/her organization to a clearly stated objective, as what Michael S. Dell did to his company. In doing so he/she must muster all his resources in a concise and organized endeavour at achieving those goals. As Erik Brynjolfsson, director of the aggregate for eBusiness at the MIT intelligently observed about Dells secret managemen t style Theyre inventing business processes. Its an asset that Dell has that its competitors dont.Works CitedAbout Dell. Dell integrate Website. Acquired online September 19, 2005 at http//www1.us.dell.com/content/topics/global.aspx/ corp/en/home?c=us&l=en&s=corpAllen, G. managerial Functions, 1998. Acquired online September 19, 2005Mintzberg, H. The Nature of Managerial Work, Harper and Row, New York, NY, 1973.Park, A. and Burrows, P. What you dont know about Dell. Business hebdomad The McGraw-Hill Companies, Inc. No. 3856, November 3, 2003, p. 76