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Management

Functions

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Managerial Functions

Henry Fayol noted managers at alllevels, operating in a for profit or not forprofit organization, must perform each

of the functions of:PlanningorganizingStaffingDirectingcontrolling

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Planning

Controlling Organizing

Directing Staffing

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Functions of Management

ControllingMeasuring and

Monitoring

PlanningChoose goals

OrganizingCo-ordination & control

1-8

DirectingInfluencing people

behavior

StaffingRecruitment, Training

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Planning

Planning is the process used by managers toidentify and select appropriate goals and coursesof action for an organization. 3 steps to good planning : 1. Which goals should be pursued? 2. How should the goal be attained? 3. How should resources be allocated?

The planning function determines how

effective and efficient theorganization is, and determines thestrategy of the organization.

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Planning: Planning is the process whichincludes determination of future course

of action.Planning is concerned with the future

impact of todays decisions.

Planning includes determination ofobjectives

Determination of projects and programmes

Setting policies and strategies

Setting rules and proceduresPreparing Budgets.

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Organizing:

Organizing is the process of

Dividing work into convenient duties

Grouping of such duties in the form ofpositions

Grouping of various positions intodepartments and sections

Assigning duties to individual positions

Delegating authority to each position so

that the work is carried out as planned.

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Organizing

In organizing, managers create the structure of

working relationships between organizationalmembers that allows them to work togetherand achieve goals.

Managers will group people into departmentsaccording to the tasks performed.

Managers will also lay out lines of authority andresponsibility for members.

An organizational structure is the outcome oforganizing. This structure coordinates andmotivates employees so that they worktogether to achieve goals.

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Leading

In leading, managers determine direction,state a clear vision for employees to follow,and help employees understand the rolethey play in attaining goals.

Leadership involves a manager using power,influence, vision, persuasion, andcommunication skills.

The outcome of the leading function is a high

level of motivation and commitment fromemployees to the organization.

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Staffing: Staffing involves manning thevarious positions created by the

organizing process.Preparing inventory of personnel

available

Identifying the sources from wherepeople will be selected

Selecting people

Training and Developing themFixing financial compensation

Appraising them periodically, etc.

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Directing: Directing includescommunicating, motivating andleading.

Continuous responsibility ofguiding and leading them forbetter performance andmotivating them to work with zealand enthusiasm.

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Controlling

In controlling, managers evaluate how well theorganization is achieving its goals and takescorrective action to improve performance.

Managers will monitor individuals, departments, and theorganization to determine if desired performance hasbeen reached.

Managers will also take action to increase performanceas required.

The outcome of the controlling function is the accuratemeasurement of performance and regulation ofefficiency and effectiveness.

1-12

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Controlling: Controlling involves

Identification of actual results

Comparison of actual results with expected results as set by

planning processIdentification of deviation

between the two, if any

Taking of corrective action sothat actual results with expectedresults.

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Controlling:

Establish Standards & Targets

Create Measuring & Monitoring System

Compare Actual Performance

Initiate Corrective action

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American Practices Japanese Practices

Planning

ily short-term orientationual decision makingns flow from top to bottom.cision making but slow implementation.

ional decisions as tactical.

Planning

1.Primarily long-term orientation.2.Collective decision making.3.Decisions flow upward and back.4.Slow decision making but fast implementati5.Operational decisions as strategic.

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American Practices Japanese Practices

Organizingl Responsibility

is on formal structure.organization culture lacking.

tional change by external change agents.

Organizing1.Collective responsibility2.Emphasis on informal structure.3.Common organisation culture and philosophy.4.Organizational change by consensus and internal ch

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American Practices Japanese Practices

Staffing-term employment.

upward movement.ented concern for employees.ssionalismialized career.rds based on individual performance.

tantial differences in pay increase.

Staffing1.Life-long employment.

2.Slow upward movement.3.Holistic concern for employees.4.Loyalty to the organization.5.General career.6.Reward based on group performance.

7.Small difference in pay increase.

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American Practices Japanese Practices

Directing

ective styleividual motivation.paration of working and private life.ader as decision-maker.p-down communication.

phasis on written communication.

Directing1.Paternalistic style.2.Group motivation.3.Confluence of working and private life.4.Leader as group facilitator.5.Bottom-up communication.

6.Emphasis on face-to-face communicatio

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American Practices Japanese Practices

Controllingontrol by superior.ontrol of individual performance.imited use of quality control circle

Controlling1.Control by peer.2.Control of group performance.3.Extensive use of quality control circle.