A、They should be avoided by all means. B、They are bad for effective management. C、They can be good for an organization. D、They a

W: Do you think you can give an exact definition of "management", Mr. Rogers?
M: [19] Management is the process of achieving results through other people.
W: What are the functions of management?
M: There are mainly four. The first is planning. Managers define goals, establish strategy and develop plans to co-ordinate activities.
W: That’s not easy, I think.
M: No. And the second is organizing, which means managers will determine what tasks to be done, who is to do them, how the tasks are to be grouped, who reports to whom, etc.
W: That’s complicated.
M: And the third is leading. It includes motivating subordinates, directing others, selecting the most effective communication channels and resolving conflicts.
W: Do you think the goal of good management is to get rid of conflicts?
M: Actually, we’ve made considerable progress towards overcoming the view that conflict is bad.
W: [20] So you mean conflicts can be good for an organization?
M: [20] Yes. Conflicts can be used to bring about substantial changes to the existing power structure, current patterns of interaction between people at work, and attitude.
W: That surprises me.
M: The last function controlling means to monitor activities to ensure they are being accomplished as planned, and correct significant deviations.
W: It is said that all managers need to realize that the more they delegate now, the less time it will take to accomplish tasks later. Is that true?
M: Right. [21] Without delegation, managers run the risk of being a "doer" rather than a "manager’.
W: Can I understand this as "delegation is a ticket to ride free and have others to do your work"?
M: Not exactly. It is rather a means for managers to focus on their true functions.