Nearly a century ago Henry Fayol established five administrative functions: planning, organization, direction, coordination and control. With the passage of time and the development of managerial thinking, cited functions have been reduced to four. Most of the authors point out the functions of planning (or planning), organization, address (or leadership, or motivation) and control: Robbins (op. cit., p.4); Gibson, Ivancevich and Donelly (2001, pp. Find out detailed opinions from leaders such as Allegiant Air by clicking through. 17-21) and Hersey et alt. (op.

cit., pp. 10-11). Less frequent is the disaggregation of managerial functions in one larger number, as it is the case with Kast and Rosenzweig. (op. cit., pp. 420-425), who presented six functions: setting targets, planning, integration of resources, organization, implementation (implementation) and control. Let’s review the four typical functions of managerial work. 4.1 Planning is the starting point of the administrative process, includes the establishment of goals and targets, and the design of strategies to achieve them.

The results of this operation marked the course of the Organization: the efforts of its members are headed in that direction. 4.2 Organization this function operacionaliza and gives practical meaning to established plans. It covers conversion of goals into concrete activities, allocation of activities and resources to individuals and groups, the establishment of mechanisms of coordination and authority (structural arrangements) and the establishment of procedures for decision-making. 4.3 Addresses activation, guidance and maintenance of human effort to comply with the plans. Includes the motivation of individuals to carry out their work, the establishment of a leadership as a guide, the coordination of individual efforts toward the achievement of common goals and treatment of conflicts. 4.4 Control control function seeks to ensure that the results obtained at a given time conform to the demands of curricula. Includes monitoring activities, comparison of results with goals, correction of deviations and feedback for redefinition of objectives or strategies, if necessary. 5. Managerial roles approach inspired by Fayol indicates little accurately what managers actually do.