- April 17, 2020
Management in the Military
MANAGEMENT IN THE MILITARY 7
Managementin the Military
Managementin the Military
Managementcan be defined as a social process which entails responsibilities ofregulating the actions of a firm towards the accomplishment of setobjectives. It consists of several elements and functions. Thefunctions of management are handled by each manager irrespective oftheir status(Leonard & Trusty, 2015).The primary functions of management include planning, staffing,organizing, leading, and directing. Normally, these functions areinseparable and often overlapping. They all affect the performance ofa company in a market. It is the duty of top managers to ensure thesefunctions are aligned to organizational goals. Effective managementplays an integral role aiding the management to forecast into thefuture, develop a strategic plan, organize organizational operationsand resources, hiring the best talent, controlling employees’behavior, and take corrective measures should the need arise.Management functions are applicable to different organizationsirrespective of their industries or sectors. Military organizationshave been relying on the same to improve their ability to realizetheir goals and objectives(Smith & Brooks, 2012).
Thispaper focuses on how the management practices of planning, leading,organizing, staffing, and controlling are implemented in theworkplace.
Planningis a managerial function that involves setting goals and determininga course of action integral to the achievement of those goals. Itrequires that managers or leaders are aware of environmental factorsfacing their company and forecast future conditions. It is imperativefor managers to display effective decision-making skills(Leonard & Trusty, 2015).The process consists of a number of steps. It begins with anenvironmental scan which simply entails planners being aware of thecritical contingencies the organization is facing, for example, interms of economic conditions, their customers, and their competitors.Planners should then come up with forecasts for future conditionswhich in turn form the basis for the planning process(Drucker, 2012).Military organizations often are engaged in planning to determineenvironmental conditions and develop strategies on how to adapt. Forexample, whenever a country is about to respond to an attack launchedby a neighboring country, its military personnel must plan on how tocounter such mission. Military planners establish objectives, whichstate what they intend to achieve and when this will be accomplished.They also develop alternative courses of action regarding theachievement of the set goals and pick the best option to deal withthe issue at hand. Necessary steps are also taken to ensure the plansare implemented. Ultimately, planners constantly evaluate the successand sustainability of the plans and take corrective measures whenevernecessary(Smith & Brooks, 2012).
Organizinginvolves the development of an organizational structure andallocation of human resources with an aim of accomplishing setobjectives. The structure of an organization takes the frameworkwithin which efforts are coordinated. Usually, the structure isrepresented using an organizational chart which provides a graphicillustration of the chain of command with a firm. Organizing alsoentails the design of individual responsibilities within the company(Leonard & Trusty, 2015).Decisions are made regarding the duties of individual jobs and themanner in which they should be carried out. It is throughorganization that a firm decides how best to cluster, ordepartmentalize, jobs into departments for effective coordination.Military organizations are highly organized. They have clearorganizational charts that state the different roles andresponsibilities played by different military personnel. Mostdecisions are made by those in high ranks and passed down to those inlow ranks. Low ranking military staff seldom take part in thedecision making process. In fact, they are expected to react oninstructions provided by those in high ranks without any question.Leaders in the military organizations work under the assumption thatit is through organization that they have order and discipline amongtheir people and hence, the achievement of their goals and objectives(Smith & Brooks, 2012).
Leadingis a very important management function which involves the informaland social sources of influence that individuals use to inspireactions taken by others. Managers who prove to be effective leadersenjoy high levels of enthusiasm among their people regarding exertingthe right effort to achieve organizational goals and objectives.Leading directly deals with motivating, guiding, and influencing thesubordinates towards the achievement of a firm’s vision and mission(Drucker, 2012).It is the duty of a manager to direct or lead staff in anorganization and see to it that they are doing the right job. Leadingas a function of management is also applied among militaryorganizations. High ranking military personnel provide leadership totheir subject to guide them in missions as well as ensure high moraleto achieve the goals linked with the missions. Military leaders are asource of motivation. Poor leadership leads to poor results or evenfailure in achieving different missions. Military leaders preferapplying autocratic leadership style. However, they try their levelbest to ensure the approach they are using does not have a negativeimpact on the behaviors of their subjects. There are times whenteamwork is encouraged among military personnel to achieve the bestresults(Smith & Brooks, 2012).
Staffingrefers to the process of acquiring the required people and manningthem to see to it that they are working towards a common goal. Therecent years have seen more and more organizations realizing theimportance of staffing as a result of technological advancements,diversity in human behavior, and increased business sizes. The maingoal of staffing is ensuring a firm has the right talent andallocates the right jobs to them to achieve high productivity andperformances. It entails manning the talent through effectiveselection, appraisal, and development(Drucker, 2012).When implementing staffing strategies, it is imperative for humanresource managers in a company to estimate the number of employeesrequired to fill different positions, look for competent persons, andplace them in the right position. These managers also deal withtraining and development to ensure hired employees are equipped withthe right skills and knowledge to handle tasks or responsibilitiesallocated to them. Military organizations also are engaged instaffing as they need people to execute different tasks allocated tothese organizations. They come with effective recruitment andselections strategies to access the best talent the market has tooffer. Recruits are then trained before they are allowed to handlemilitary activities(Smith & Brooks, 2012).In the same regard, leaders among military organizations are keen todevelop strategies through which they can equip their recruits withthe right skills and knowledge. In essence, an organization cannotexist without people to handle different tasks essential to theachievement of its goals and objectives(Leonard & Trusty, 2015).
Controllingentails ensuring the performance in a company or an organization doesnot deviate from set standards. It consists of three major stepsincluding the establishment of performance standards, comparison ofactual performance against standards, and taking corrective stepswhen necessary. Often, performance standards are stated in monetaryterms, for instance, revenues, profits, or cost. However, it can alsobe stated in terms of units produced, levels of quality, customerservice, or number of defective products(Leonard & Trusty, 2015).The measurement can be done in a number of ways depending on the setperformance standards such as financial statements, productionresults, sales reports, performance appraisals, and customersatisfaction. Controlling is also applied in the military. Highranking military officials must control and measure the performanceof them to achieve their goals and objectives. Effective controllingnecessitates the existence of plans, considering the fact thatplanning provides the required performance objectives or standards.It also requires leaders to have a clear understanding of whereconcern for deviations from standards lies. This enables militarypersonnel to deal with issues that are likely to impact negatively ontheir ability to achieve their mission(Smith & Brooks, 2012).
Managementis very important in the survival of any company or organizations.Different functions of management are applicable to diverse firmsregardless of their sector. The recent years have seen militaryorganization embrace the use of managerial functions to enhance theirability to realize their goals and objectives. They engage inplanning to determine factors in their environment that might affecttheir capability to deliver their promise. They also rely on strongleadership, controlling, organizing, and staffing to realize theirgoals with ease. The application of the right strategies orapproaches to the management functions is imperative if a firm is tobenefit from the same.
Drucker,P. (2012). ThePractice of Management.New York, NY: Routledge.
Leonard,E. C., & Trusty, K. A. (2015). Supervision:Concepts and Practices of Management.Mason, OH: Cengage Learning.
Smith,C., & Brooks, D. J. (2012). SecurityScience: the Theory and Practice of Security.Burlington: Elsevier Science.