The article provides a clear and practical overview of two critical functions in the management process: planning and organizing. It rightly begins by emphasizing that planning is the foundational function, particularly after setting SMART goals — goals that are Specific, Measurable, Achievable, Relevant, and Time-bound. This emphasis is essential because effective management starts with a clear roadmap, and SMART goals help ensure that this roadmap is precise and actionable.
Planning, as the article points out, involves allocating and coordinating four fundamental resources: men (human resources), machines (technology and equipment), materials, and money (financial resources). This resource-centric view is very logical because the success of any business venture heavily depends on how well these resources are mapped and synchronized in alignment with the business goals.
The transition from planning to organizing is often underestimated in many discussions on management, so it’s refreshing to see the article highlight organizing as a distinct and preparatory function rather than something that simply follows planning automatically. Organizing is described as the “preparing for action” stage, which is a very practical way to understand it. Before any activities or execution can begin, the arrangement of resources must be deliberate and systematic.
The article’s point that organizing is not only about managing human resources but also about structuring machines, materials, and finances is insightful. Many tend to focus solely on people when they hear “organizing,” but a holistic approach that includes all resource types ensures smoother operations and reduces bottlenecks or inefficiencies. This comprehensive perspective is crucial, especially in complex organizations where multiple resource types need to interact seamlessly.
By explaining that organizing involves “structuring the resources systematically with a view to achieve the pre-set goals,” the article rightly aligns this function with the planning stage. Planning sets the destination, while organizing builds the vehicle. Without this vehicle, no matter how well the destination is known, progress will stall.
What is particularly noteworthy is the article’s implicit warning against rushing into action without proper organization. This is a common pitfall in many businesses, especially startups and fast-moving projects, where enthusiasm and urgency lead to premature action, resulting in chaos, resource wastage, or failure to meet objectives. The reminder that organizing prepares the ground for effective execution is a valuable practical insight.
In addition, while the article briefly mentions “6 Functions of organization” at the end, expanding on these could further enhance understanding. Typically, these functions include defining roles, establishing relationships, allocating resources, coordinating activities, delegating authority, and setting up communication channels. Each of these aspects ensures that the organization is not just a pile of resources but a coherent system capable of working efficiently toward the planned goals.
In conclusion, this article provides a logical and practical view of two foundational management functions, stressing the interdependence between planning and organizing. It rightly prioritizes careful resource mapping and systematic structuring before any action is taken, which is a fundamental principle in effective management. Recognizing that organizing involves more than just people and that it is essential for preparing successful action plans aligns with real-world management practices and enhances the likelihood of achieving business objectives. This kind of clarity helps managers at all levels appreciate that success stems from thoughtful preparation, not just rapid execution.
