Management Function:

• The most widely accepted are functions of management given

by KOONTZ and O’DONNEL i.e. Planning, Organizing, Staffing,
Directing and Controlling.
• For theoretical purposes, it may be convenient to separate the
function of management but practically these functions are
overlapping in nature i.e. they are highly inseparable. Each
function blends into the other & each affects the performance of
others
 Planning
• It is the basic function of management.
• It deals with chalking out a future course of action & deciding in
advance the most appropriate course of actions for achievement
of pre-determined goals.
• According to KOONTZ, “Planning is deciding in advance - what
to do, when to do & how to do.
• The process by which management set objectives, assess
the future, and develop course of action to accomplish
these objectives
• It bridges the gap from where we are & where we want to be”.
• Planning is the core area of all the functions of
management. It is the
foundation upon which the other areas should be build.
• It is an exercise in problem solving & decision making.
• Planning is determination of courses of action to achieve desired goals.
• Thus, planning is a systematic thinking about ways & means for
accomplishment of pre-determined goals.
• Planning is necessary to ensure proper utilization of human & non-human
resources.
• It is an intellectual activity and it also helps in avoiding confusion,
uncertainties, risks, wastages etc.
• Planning requires decision making by all levels of managers
• Depending on the circumstances, these external factors may
cause an organization to adjust its course of action in
accomplishing certain goals. This is referred to as strategic
planning.
• During strategic planning, management analyzes internal and
external factors that do and may affect organization, as well
as the objectives and goals.
Steps in Planning
1. Setting objective
2. Developing Primises
3. Identify alternative course of actions
4. Evaluate alternative Courses
5. Identify Resources
6. Implement Plans
7. Follow Up actions
Organizing
• The process of arranging Human ,physical and financial resources
to carry out plans and accomplish the organizational goals.
• According to Henry Fayol, “To organize a business is to provide it
with everything useful or its functioning i.e. raw material, tools,
capital and personnel’s”.
• To organize a business involves determining & providing human
and non-human resources to the organizational structure
• Also important for performing staffing, directing and controlling
functions.
• Organizing improves efficiency by reducing theoperation cost
through avoiding repetition and duplication of activities.
Organizing as a process involves:

• Identification of activities(What task to be done?).

• Classification of grouping of activities.
• Assignment of duties/Establishment of Hierarchy(Who
reports to whom?).
• Delegation of authority and creation of responsibility.
• Coordinating authority and responsibility relationships.
Staffing
• It is the function of manning the organization structure and keeping it
manned.
• Staffing has assumed greater importance in the recent years due to
advancement of technology, increase in size of business, complexity of
human behavior etc.
• The main purpose o staffing is to put right man on right job i.e. square
cats in square holes and round cats in round holes.
• According to Kootz & O’Donell, “Managerial function of staffing
involves manning the organization structure through proper and
effective selection, appraisal & development of personnel to fill the
roles designed in the structure”.
Staffing involves:
• Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
• Recruitment, Selection & Placement.
• Training & Development.
• Remuneration.
• Performance Appraisal.
• Promotions & Transfer.
 Directing/Leading
• It is that part of managerial function which actuates the
organizational methods to work efficiently for achievement of
organizational purposes.
• It is considered life-spark of the enterprise which sets it in
motion the action of people because planning, organizing and
staffing are the mere preparations for doing the work.
• Direction is that inert-personnel aspect of management which
deals directly with influencing, guiding, supervising, motivating
sub-ordinate for the achievement of organizational goals.
• Direction Includes Directing,coaching supporting and
delegating
• Leadership is guiding and influencing people to achieve goals
willingly and enthusiastically in a given situation.
• Leading consists of : Leadership, Motivation and
Communication
• Leadership is the ability to influence a group toward
achievement of goals.
• Motivation is the acts of stimulating people to contribute at
some higher rate.
• Communication consists of conveying information from top
to bottom, bottom to top and at horizontal and lateral.
Controlling
• It implies measurement of accomplishment against the standards and
correction of deviation if any to ensure achievement of organizational
goals.
• The purpose of controlling is to ensure that everything occurs in
conformities with the standards.
• An efficient system of control helps to predict deviations before they
actually occur.
• According to Theo Haimann, “Controlling is the process of checking
whether or not proper progress is being made towards the objectives
and goals and acting if necessary, to correct any deviation”.
• According to Koontz & O’Donell “Controlling is the
measurement & correction of performance activities of
subordinates in order to make sure that the enterprise
objectives and plans desired to obtain them as being
accomplished”.
Controlling has following steps:
a. Establishment of standard performance.
b. Measurement of actual performance.
c. Comparison of actual performance with the
standards and finding out deviation if any.
d. Corrective action
CONTROLLING CONCEPTS
• Feed Forward Control-Control that attempts to identify and prevent
deviations before they occur is called feed forward control, sometimes
called preliminary or preventive control.
• Concurrent Control-Control that monitors ongoing employee
activities during their progress, to ensure they are consistent with
quality standards, is called concurrent control.
• Feedback Control-In this case, the control takes place after the action.
Sometimes called post-action or output control
Principles of Effective Control
• Effective controls are timely.
• Control standards should encourage compliance.
• Setting effective standards is important
• Use management by exception.
• Employees should get fast feedback on performance.
• Do not over rely on control reports.
• Fit the amount of control to the task.