Before we even begin discussing the four functions of management, let us start with a simple fact. If a job description hasn’t changed drastically in the past five years, that means either the position is obsolete, or there are some big mistakes being made in the field.
In a world where we create roughly 2.5 quintillion bytes of new data every day can we really expect definitions and job descriptions to stay the same?
Another statement that would by no means be groundbreaking is that change is inherently scary. As kids, we had the luxury to lock ourselves into our rooms or go hide in a treehouse every time we were scared by change.
As adults, we do something even stranger. We immediately look to famous principles, phrases, and theories from a whole bunch of years ago and treat them like anchors to hold us down during these stormy times of change.
If there is a key figure in the field of management that fits this description, it is Henri Fayol. The “father of modern management theory” is an interesting figure, to say the least, and he will definitely get a blog entry of his own sometime in the recent future.
The five core principles he put forth, which would later become the commonly accepted four functions of management, are what we are aiming to inspect further in this particular entry.
While his work on management has definitely left its mark and can certainly be labeled trailblazing, we need to keep the simple fact that he was a manager in the 19th Century!
While his approaches are obviously outdated, his work still fits perfectly in the “Well-established information we hold on to during scary times of change” category. So, the best thing we here at Teamflect can do about the four functions of management is to present you with an updated way to approach and practice them.
Considering the fact that Fayol never had to deal with freelance employees or remote team management while mapping out his four functions of management, his article will discuss how these four functions can be fulfilled to their highest potential in the current landscape of management.
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