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Unit 2 MGT 2003 Final

The document discusses the key functions of management including planning, organizing, staffing, directing, and controlling. It provides details on the steps involved in planning such as establishing objectives, developing premises, evaluating alternatives, formulating plans, securing cooperation, and follow-up. Organizing is defined as assigning duties and grouping tasks to achieve organizational goals. The staffing process includes activities like recruitment, selection, training and development. Directing guides subordinates and includes leadership, motivation, communication and supervision. Controlling monitors activities to ensure plans are followed and allows for corrective actions.

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60 views26 pages

Unit 2 MGT 2003 Final

The document discusses the key functions of management including planning, organizing, staffing, directing, and controlling. It provides details on the steps involved in planning such as establishing objectives, developing premises, evaluating alternatives, formulating plans, securing cooperation, and follow-up. Organizing is defined as assigning duties and grouping tasks to achieve organizational goals. The staffing process includes activities like recruitment, selection, training and development. Directing guides subordinates and includes leadership, motivation, communication and supervision. Controlling monitors activities to ensure plans are followed and allows for corrective actions.

Uploaded by

america111111
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPT, PDF, TXT or read online on Scribd
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FUNCTIONS OF MANAGEMENT

PLANNING

• Deciding in advance what to do, how to do it,


when to do it and who is to do it.

• A process of establishing goals and objectives


that the organization will strive to achieve as
well as the probable means of attaining these.
STEPS IN PLANNING
1. ESTABLISHING OBJECTIVES:
• The internal & external conditions affecting the
organization must be thoroughly examined.

• Managers must provide clear guidelines for


organizational efforts, so that activities can be kept
on the right track.
Steps contd…….
2. DEVELOPING PREMISES
Premises are assumptions about the environment
in which plans are made & implemented

Plans should be formulated by the management,


keeping the constraints imposed by internal as well
as external conditions in mind.
Steps contd……
3. EVALUATING ALTERNATIVES AND SELECTION
Regarding the product they should manufacture.

Such alternatives have to be carefully evaluated


against factors like costs, associated risks involved,
benefits likely to arise etc.

The pros & cons as well as the consequences of


each alternative course of action must be
examined.
Steps contd……
4. FORMULATING DERIVATIVE PLANS
The plans derived for various departments, units,
activities, etc in a detailed manner are derivative
plans.

To ensure the success of a basic plan, the derivative


plans must indicate the time schedule & sequence
of performing various tasks.
Steps contd…..
5. SECURING COOPERATION & PARTICIPATION
Whole-hearted cooperation of the employees.
Suggestions ,complaints & criticisms help
management to rectify the defects in plans and set
things right in the beginning itself.
Plans have to be set in an atmosphere of close
participation & a high degree of concurrence.
Participation enables employees to give their best
to plans.
Steps contd…..

6. Providing for Follow-up


Plans have to be reviewed continually to ensure their
relevance & effectiveness.
Without such a regular follow-up, plans may become
out-of-date & useless.
A continous evaluation of plans also helps to develop
sound plans in future, avoiding mistakes that have
surfaced while implementing the previous plans.
ORGANISING
• One of the fundamental management functions,
which closely follows planning.
• After establishing the goals to achieve by the
organization, the task before the managers is to
determine “ Who is going to do what and What
point of time?
• It refers to the way, work is arranged & allocated
among members of the organization, to achieve
the goals.
ORGANISING contd……
The process of assigning duties &
responsibilities, grouping of the
tasks on some rational basis,
establishing the line of authority
& allocating resources to carry
out the organizational plans.
PRINCIPLES OF ORGANIZING
• Objective
• Efficiency
• Management by Exception
• Authority & Unity of command
• Personal Ability
STAFFING
• It is essential to fill in the different job positions
within the organization with the right kind of
persons.

• This entire operation is known as staffing which


includes several subparts : recruitment,
selection, placement, training, orientation &
development, PA, compensation, and
promotion.
STAFFING
• Staffing may be defined as the process
of matching the requirements of a job
with individuals possessing those skills,
knowledge, experiences, and
characteristics.
Staffing process

Manpower Recruitment Selection


Planning

T&D Socialization

PA Promotion/ Transfer
DIRECTING
• The function of guiding and
supervising the activities of the
subordinates is known as directing.
Definition
• According to Dale, directing is telling people
what to do and seeing that they do it to the
best of their ability. Acquiring physical and
human assets and suitably placing them on
jobs will not suffice; what is more important is
that people must be directed towards
organizational goals.
4 types of Elements
 Leadership :
leadership is the process of
influencing the actions of a person or a group
to attain desired objectives
 Motivation:
Motivation is the work a manager
performs to inspire, encourage and impel
people to take required action. It is the
process of stimulating people to take desired
courses of action.
 Communication:
Communication is the
transfer of information and understanding
from one person to another. It is a way of
reaching others with ideas, facts, and
thoughts.
 Supervision:
In getting the work done it is not
enough for managers to tell the subordinates
what they are required to do. They have also
to watch and control the activities of the
subordinates. It involves overseeing
employees at work.
CONTROLLING
• Controlling can be defined as the process of
monitoring activities in an organization to ensure
that these are taking place as planned, and
provides an opportunity to correct deviations, if
any.
• Control is an essential step to ensure
organizational effectiveness.
• Without a proper controlling system in place, it
will be impossible to ascertain whether things
are going as per the planning.
CONTROL PROCESS
• 1. Establishing standards and methods for
measuring performance.
• 2. Measuring Actual Performance: four mostly
relied upon practices of measurements are
personal observation, statistical reports, oral
reports, and written reports.
• 3. Comparing actual performance against
standards: If the deviations of actual
performance exceed the minimum acceptable
range of variation to a significant degree,
Process contd……
managers have to take corrective measures.
4. Taking Corrective Action: The specific action to
be taken will depend on the particular situation
& its potential impacts in the future
performance of the organization.
Thanks

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