The manager's organizational functions do not necessarily have to be performed in all cycles. They are not present as often as planning, control, and resource allocation (for simplicity, let's call such tasks current management functions).
To resolve the emerging contradictions, we will use the geometric method: we will divide the entire management cycle into current management and organizational tasks.
In parallel, the "Regulation" function should be considered (the term is used to designate measures to implement various changes in a department or in the entire enterprise). These may be tasks: restructuring (reorganization of the organizational structure), production redesign (technological changes), replacement of specialists, organization of training, improvement of the motivation system and KPI, modernization of work places, revision of the system of rights, responsibility, etc.
A more detailed study of this issue reveals that regulation is precisely the function of organizing the company's work. The tasks associated with this are not performed at the stage of creating an enterprise or its departments (here everything is built for the first time), but in the process of ongoing work. It turns out that "Regulation" is a whole complex of functions. To make it easier to consider the management cycle, it is worth combining two blocks of management tasks (functions): "Organization" and "Regulation". The result will be a diagram resembling an infinity sign:
Example of a management cycle
Source: ekonfin.rf
Thanks to such visualization of macedonia email list management functions, young managers will understand many questions at the initial stage of studying management. If individual management tasks are divided into smaller components, the resulting scheme will be as close to reality as possible.
In real conditions, processes within the framework of the department's activities (except for divisions implementing the main production at enterprises) are not described at the same time and in the same process maps. Another practice is more common. The technology of the activities of department specialists who are engaged in a single process is described by the corresponding diagrams or in the register of functions of a specific division. Often such a document is presented in a separate paragraph of the "Regulations on the division".
The essence of the actions performed by one specialist is usually disclosed in more detail (most often such a description is included in the job description).
Our management cycle diagram must include the function "Detailing job responsibilities". In other words, the specialist's functions are described in detail by the manager in the relevant instructions. At the same time, within the framework of the task "Setting up work technology", process diagrams or a list (register) of department functions must be formed.