Management is a practical activity, a practical work and an action. It is found that in the management work of different managers, managers often adopt some management behaviors with similar procedures and * * * contents, such as planning, organizing and controlling. Summarize these management behaviors systematically, and gradually form the concept of "management function". The so-called management function is a summary of various behaviors in the management process and a theoretical summary of the general processes and basic contents that people should have in management. Management functions are generally divided into several relatively independent parts according to the internal logic of the management process. Dividing management functions does not mean that these management functions are unrelated and completely different. The significance of dividing management functions is that management functions divide the management process into several relatively independent parts, which can describe the whole process of management activities more clearly in theoretical research and contribute to the actual management work and management teaching work. Dividing management functions helps managers to realize the specialization of management activities in practice, making it easier for managers to engage in management work. Specialization in management can greatly improve efficiency, just like specialization in production. At the same time, managers can establish or reform the organization from the viewpoint of function, and define the responsibilities and powers within the organization and its internal structure according to the management function, so as to determine the number, quality, education and knowledge structure of managers. The relationship between management functions has inherent logic, which can not be completely separated in practice, but integrated with each other. The basic contents of management functions are generally divided into planning function, organization function, leadership function and control function. Planning function is a kind of pre-planning for future activities. Content: study the conditions of activities, make decisions and make plans. Organizational function is to achieve organizational goals. Clear and reasonable division of labor and cooperative relationship for each organization member in their work. Content: design the organizational structure, staff the organization, run the organization and supervise the organization. The manager of leadership function uses the power given by the organization to guide the process of influencing and motivating the members of the organization to work hard to achieve the organizational goals. Content: command function, coordination function and incentive function. Control function is a management activity, which aims to ensure that all departments of an organization can operate as planned to achieve organizational goals. Content: formulate standards, find deviations, and issue rectification instructions. Determining management functions is extremely important for any organization, but what management functions should be included as a general function of reasonable organizational activities? Management scholars still have different opinions. For example, Fa Yueer's view of five functions, three functions and four functions of behavioral science, China's MBA, six basic functions of management process, nine functions of management and so on. Fa Yueer, a Frenchman, was the first to put forward the management function systematically. He proposed that the functions of management include five functions: planning, organization, command, coordination and control, among which the planning function is what he emphasized. He believes that organizing an enterprise is to provide all necessary raw materials, equipment, funds and personnel for the operation of the enterprise. The task of command should be assigned to different leaders of the enterprise, and each leader should undertake the tasks and personnel of his own unit. Coordination means that all the work of an enterprise should be coordinated and harmonious, which is conducive to the smooth operation and success of the enterprise. Control is to confirm whether all the work conforms to the established plan, whether it conforms to the instructions issued and the established principles. After Fa Yueer, many scholars have further explored the function of management according to the new changes in social environment, and gained many new understandings. The division of management functions by contemporary management scientists is generally within the scope of Fa Yueer. Gulick and urwick put forward seven famous management functions in the division of management functions. In their view, the functions of management are: planning, organization, personnel, command, coordination, reporting and budgeting. Harold koontz and Cyril O 'Donnell Ritchie divided the functions of management into: planning, organization, personnel, leadership and control. The incorporation of personnel functions means that managers should attach importance to the use of talents, pay attention to the development of talents and coordinate people's activities, which shows that management scientists at that time have noticed the importance of people-oriented management in management behavior. Since the 1960s, with the emergence of system theory, cybernetics and information theory, the development of modern technical means and the formation of management decision-making school, decision-making plays an increasingly prominent role in management. Simon and others emphasized the decision-making function when explaining the management function. He believes that the center of organizational activities is decision-making. Making a plan and choosing a plan requires decision-making; Design the organizational structure; Personnel management also needs decision-making; Choosing control means also requires decision-making. He believes that decision-making runs through all aspects of the management process, and the core of management is decision-making. American scholars Jimmy and Hicks put forward the function of innovation on the basis of summarizing the analysis of previous management functions, highlighting the argument that innovation can make the management of organizations constantly adapt to the development of the times. He's On the Functions of Management divides management into six basic functions according to business processes: objective, planning, implementation, feedback, control and adjustment, plus the management functions of manpower, organization and leadership, and systematically divides management into nine functions. [Editor] The relationship between the change of management function and social environment is closely related to the change of social environment. During the period of Fa Yueer, the external environment of enterprises changed little, and the market competition was not fierce. The manager's main job is to plan, organize and lead the workers to produce products, and everything will be fine. Before the emergence of behavioral science, people often focused on the management of technical factors and physical factors, emphasizing the implementation of strict planning, command and control in management. However, after Hawthorne's experiment, some scholars began to attach importance to the management of human factors when dividing management functions, and personnel, information communication and incentive functions began to be put forward. The introduction of these functions shows that the division of management functions began to focus on encouraging people's behavior, and personnel management was mentioned in a more important position. Since 1950s, especially since 1960s, due to the development of modern science and technology and the emergence of many new disciplines, management scientists have added innovation and decision-making functions to their management functions. Simon, the representative of the school of decision theory, put forward the decision-making function, which is different from the planning function. He believes that decision-making runs through the whole process of management and the core of management is decision-making. The decision-making function of management is not only owned by managers at all levels, but also distributed in various management activities. The innovative function originated from the drastic changes in the world environment after the 1970s. The function of innovation also reflects the historical background of this era. We can foresee that with the continuous development of science and technology and the improvement of social productivity, the content and focus of management functions will also change. In fact, the main body of management behavior is organization, which is moving and changing. When organizational elements such as organizational environment, management subject and management object change, management behavior and functions should also change accordingly. In general management, the organizational purpose usually does not change much, and generally takes the interests of the organization owner as the organizational purpose. However, due to the differences between the organization itself and external conditions, the organizational environment, management subjects and management objects are very different. The management of factories and shops, large multinational companies and small workshops, high-quality talents and simple workers are obviously very different, so there are also great differences in management methods and means, which requires different organizational environments, management subjects and management objects to have different management methods and methods. For example, for soldiers, command should be the best function, while for modern high-quality talents, encouragement and motivation may be the functions that should be adopted. From the discussion of different management theories on management functions, we can see three points: First, management functions should vary from organization to organization. Different management functions are always related to organizational environment, management subject and management object. In fact, there is no so-called management function. Any excellent management function and skill is always relative to the specific organizational environment, management subject and management object. What kind of organizational elements there are, there should be corresponding management functions. When the organizational environment, management subject and management object change, the management function should also change. The division of management functions cannot have a set of "typical" functions, which are universally applicable. The uncertainty of management functions requires us to analyze organizational elements first when using management functions. Secondly, the division of management functions varies with different schools' understanding of the management process, and different management scholars have different understandings of the division of management functions. This is not only because the relevant management scholars have different definitions of management functions due to different conditions such as the times and environment, but also because there is no strict order and boundary between the divided management functions, and they are often interrelated or cross-expressed, and different associations or crosses have produced different functional divisions. Third, the management function cannot describe the management process. In the specific management process, it is often difficult to divide the functions very clearly. It stands to reason that a management work always needs to make a decision first, then make a plan, then organize its implementation, and finally coordinate and control the whole process. But in fact, managers often perform these functions at the same time, not sequentially. These functions only describe the general process of management activities, and the specific management activities in specific fields may not fully conform to this description. There may be one more function or one less function in management, especially for special management problems.