There may be many ways for an organization to succeed, but the key to success is not the business system but the character and skills of each leader (Maister, 2002). Maister further stated that the character and skills of individual managers who "practice what they preach" and recognize the manager's role in training employees are what is truly important. Management is necessary for running a business, but when we explore the role of the manager, it becomes rather complex. Managers must be resourceful; these are individuals who wear many hats. The job of any manager involves what are called management functions. Richard Daft defines management as “the achievement of organizational objectives effectively and efficiently through the employment of the four management functions: planning, organizing, directing, and controlling organizational resources” (2005). Daft adds that these functions are goal-oriented, interrelated and interdependent. The first of these functions, planning, involves creating a systematic process for achieving business goals. It prepares the organization for the future. Planning can take many forms and a variety of methods can be used. Creativity and communication become very important in the planning function. For example, when I was employed in a tax department, when planning a marketing campaign, several people had to be contacted. Communication was initiated in different forms such as email, telephone, written memoranda and creative jingles. Today, managers use planning through software and technology elements such as blackberries in order to be well prepared during the planning process. Planning can also be seen as a means of control. ...... middle of paper ...... necessary (2005). Managers also play an important role in promoting these goals. Rather than simply manipulating things and people to achieve their goals, managers must advance the overall goals of the organization through the use of information systems. Technology is something that helps managers take control. The use of the Internet and other technologies allowed them to keep tabs on performance without maintaining daily authoritarian control over employees (Daft, 2005). In Maister's book, "Practice What You Preach," he lists nine statements as the most important truths for employees and profitability. Performance from one company to another, whatever the country, the size of the firm and the sector of activity, the four management functions seemed to me equally significant in its nine truths. Works CitedMaister, DH (2001), “Practice What You Preach"