Management Functions in ISO Management System

Management is an important function in every organization, responsible for directing resources and activities in order to achieve organizational goals. Management functions (George, 1977), include:

Planning

Planning is the main foundation and becomes one of the management functions that plays an important role in ensuring the achievement of the desired goals. In the preparation of a good plan, accurate data and information from research and field evidence are needed.

Organizing

Organizing is the process of preparing an organizational structure that is in accordance with the goals of the organization, the resources it has, and the environment that surrounds it.

Organizing (organizing) is done with the aim of dividing a large activity into smaller activities. Organizing makes it easier for managers to supervise and determine the people needed to carry out the tasks that have been divided.

Organizing can be done by:

1. Determine what tasks to perform,
2. Who should work on it,
3. How the tasks are grouped,
4. Who is responsible for the task,
5. At what level should decisions be made?

The organizing process consists of three stages, namely:

1. Details of all the work that must be carried out by each individual in achieving organizational goals.
2. The division of the workload into activities that can logically be carried out by each individual. The division of labor should not be so heavy that it cannot be completed, or so light that there is idle time, inefficiency and unnecessary costs occur.
3. Procurement and development of work mechanisms so that there is coordination of the work of members of the organization into an integrated and harmonious unity. This coordination mechanism will make the members of the organization understand the goals of the organization and reduce inefficiencies and conflicts.

Actuating

Mobilization is a human relationship in leadership that binds subordinates to be willing to understand and contribute their energy effectively and efficiently in achieving the goals of an organization.

In management, this direction is very complex because besides involving humans, it also involves various behaviors of humans themselves. Humans with a variety of different behaviors.

In general, leaders want direction to subordinate with the intention that they are willing to work as well as possible and are expected not to deviate from the above principles. The ways of direction carried out can be:

1. Orientation is a way of direction by providing the necessary information so that activities can be carried out properly.
2. An order is a request from the leader to people under him to perform or repeat a certain activity under certain circumstances.
3. Delegation of authority. In this delegation of authority, the leader delegates part of the authority he has to his subordinates.

Controlling

Supervision is a management function intended to find out whether the implementation is in accordance with the plan that has been prepared before, in the sense that supervision compares reality with predetermined standards.

The supervisory process is basically carried out by management using two kinds of techniques, namely:

1. Direct Control: This direct supervision can take the form of direct inspection, on the spot observation and on the spot report. However, because of the many and complex tasks of a leader, especially in large organizations, a leader may not always be able to carry out direct supervision so that leaders often also carry out indirect supervision.
2. Indirect Control: Indirect surveillance is remote surveillance. This supervision is carried out through reports submitted by subordinates. The report can be both written and oral. The disadvantage of indirect supervision is that subordinates often only report positive things, whereas a good leader will lead his subordinates to report both positive and negative things.

Supervision will not be able to run well if it only relies on reports, therefore indirect supervision alone is not enough. It is prudent that organizational leaders combine direct supervision and indirect supervision techniques in performing supervisory functions.