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

The supremacy of managing an make-up cannot occur, at least not within a reasonable time frame, with come in the functions of instruction deeply imbibed within their trading operations. Today, more companies get along the benefits that of these functions of management in the process of organizational development. The implementation and outcome of their operations rely greatly on how they stick with these functions.In rudimentary management classes, we all learned that the job of every manager involves what is go to sleepn as the functions of management planning, organizing, directing, and controlling. Henry Fayol, a pioneer of management theory. He was the first base to outline the main functions of management. These functions are goal-directed, interrelated and interdependent. Planning involves devising a systematic process for attaining the goals of the organization. It prepares the organization for the future.Organizing involves arranging the necessary resources to carry ou t the plan. It is the process of creating structure, establishing relationships, and allocating resources to accomplish the goals of the organization. Directing involves the guiding, leading, and overseeing of employees to achieve organizational goals. Finally, controlling involves substantiative that actual performance matches the plan. If performance results do not match the plan, corrective action should be taken (Allen, 1998).Furthermore, Mintzberg (1973) undertook an extensive study of five executives (including four chief operating officers) at work. Based on this research, Mintzberg developed a different study to Fayols four functions and improved it as he indicated three study management roles interpersonal, informational and decisional.In the present view of a success in any given company, a study of how they applied these functions and roles as an organization is vital in attaining their goals. One example of those companies is dingle Inc., which is a rely and diver sified information-technology supplier in the US. Their business involves selling comprehensive portfolio of products and serve directly to customers worldwide. dell, recognized by Fortune magazine as Americas intimately admired company and No. 3 globally, designs, builds and delivers innovative, tailored systems that provide customers with special value. Company revenue for the stand firm four quarters was $52.8 billion (Dell Website).However, with the fleetly growing business Dell Computers consider approach serious problems before. When Dell CEO Michael S. Dell and President Kevin B. Rollins met privately in the fall of 2001, they tangle confident that the company was recovering from the global crash in PC sales. Regardless 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. Few felt strong loyalty to the companys le aders. Worse, the discontent was ventilation A survey taken over the summer, following the companys first-ever mass layoffs, rear that half of Dell Inc.s employees would leave if they got the chance (Park and Burrows, 2003).As much as it was a big surprise, what happened next pleads much about why Dell was tagged as the best-managed company in area of technology. In another(prenominal) companies, the management great power have shrugged off the criticisms or let the study slide. But what Dell did was to focus on these criticisms that were thrown at them for they guardianship 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 hugely uncertain and that it sometimes made him seem aloof and unapproachable. He vowed to forge tighter bonds with his team. around of his employees were shocked because they knew personality tests given to key executives had repeatedly shown Dell to be an off-the-charts introvert, and such an admission from him had to have been painful and pride-swallowing. But in the side by side(predicate) analysis, Dell was just utilizing his interpersonal management role as what Mintzberg has antecedently emphasized in his management model.The success of how Michael Dell manages the company that has delegate it far above its direct selling business model. The secret might be situated in his belief that the status quo is never true(p) enough, even if it means painful transfers 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, Celebrate for a nanosecond. Then go on on. One anecdote about his penchant on this belief is when an supply opened its first Asian factory in Malaysia. The Dell, as the CEO then, sent the manager heading the job one of his old path shoes to congratulat e him. The message This is only 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, later on Randall D. Groves, then head of the server business, delivered 16% higher sales last year, he was demoted. Never mind that none of its rivals came close to that. It could have been better, say two 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 nonionised attempt at achieving those goals. As Erik Brynjolfsson, director of the Center for eBusiness at the MIT intelligently observed about Dells secret management elbow room Theyre inventing business processes. Its an asset that Dell has that its competitors dont.Works CitedAbout Dell. Dell unified Website. Acquired online kinsfolk 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 Week The McGraw-Hill Companies, Inc. No. 3856, November 3, 2003, p. 76