Management Functions by Y. Tayde
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Transcript of Management Functions by Y. Tayde
Prof. Jo Bitonio
DM 214 Strategic Planning
Reporter:
YVONNE C. TAYDE
Management Functions
P
O
S
D
Co
R
B
PLANNING
ORGANIZING
STAFFING
DIRECTING
CO-ORDINATING
REPORTING
BUDGETING
POSDCoRBCreated by Luther Gulick and Lyndall
Urwick in their “Papers on the Science of Administration” (1937)
Based of Fayol’s 14 Principles of Management,
Outlines the 7 functions of the executivesDeveloped as a means to structure and
analyze management activities; it setsa new paradigm in PublicAdministration.
POSDCoRB
According to Gullick the POSDCoRB activities are common to all organisations. They are the common problems of management which are found in different agencies regardless of the nature of the work they do.POSDCoRB gives unity, certainty, and definiteness and makes the study more systematic.
CriticismThe critics pointed out that the POSDCoRB activities were neither the whole of administration, nor even the most important part of it. The POSDCoRB view overlooks the fact that different agencies are faced with different administrative problems, which are peculiar to the nature of the services, they render and the functions they performed.
Criticism
The POSDCoRB view takes into consideration only the common techniques of the administration and ignores the study of the ‘subject matter’ with which the agency is concerned. A major defect is that the POSDCoRB view does not contain any reference to the formulation and implementation of the policy. Therefore, the scope of administration is defined very narrowly, being too inward looking and too conscious of the top management.
Is defining goals, establishing strategy to meet them, establish plans to coordinate activities, outline methods for doing them to accomplish purpose set by the cooperative.
PLANNING
Planning
Gulick: outlining the things that need to be done and the methods for doing them to accomplish the purpose set for the enterprise
Joseph Massie: planning is a process by which a manager looks to future and discovers alternatives.
Kreitner : planning is process coping with uncertainty by formulating a future course of action to achieve specified results
Strategic Planning
Tactical Planning
Operational Planning
Disaster Planning
Succession Planning
Crisis Planning
Compensation Planning
Example of Planning in Business or Government
PRINCIPLES of Planning
• Must be realistic
• Must be based on felt needs
• Must be flexible
• Must be democratic
• Must start with simple projects
• Must include social responsibility
Organizing
establishment of the formal structure of authority through which work subdivisions are arranged, defined, and co-
ordinated for the defined objective
Organize:
teams tasks projects
How to Organize?
Determine the roles needed
Obtain resources and allocate them to
roles
Organize offices and data systems.
Assign resources to roles and delegate
authority and responsibility to
them.
Assign tasks to the roles
Determine best resource (people or equipment) for
the role
STAFFINGThe whole personnel function of bringing in
and training the staff and maintaining favorable conditions of work HR Planning Recruitment Selection Orientation Training and Development Performance Appraisal Transfer, Promotion, Demotion Separation, Termination, Retirement
DIRECTING
continuous task of making decisions and embodying them in specific and general orders
and instructions and serving as the leader of the enterprise
Motivation (induces and inspires to
perform better))
Communication
Competent leadership (
work w/ zeal & confidence)
Pull, Don’t Push
Pull
• Pull (lead people) by effective directing
• Motivate
• Assist and inspire
Push
• sit back and give orders
COORDINATING
- The all important duty of interrelating the various parts of the work - The very essence of management. It is required in each & every function and at each & every stage & therefore it cannot be separated.
responsibility of every
manager right from the
bottom to the top
Synchronized efforts
understanding of
interpersonal and horizontal relationships
of people
good communicati
on
integrating the various plans through mutual discussion, exchange of ideas. e.g. - co-ordination between finance budget and purchases budget
when a manager groups and assigns various activities to subordinates, and when he creates department’s co-ordination uppermost in his mind.
A manager should bear in mind that the right no. of personnel in various positions with right type of education and skills are taken which will ensure right men on the right job.
PLANNING AND COORDINATION
STAFFING AND COORDINATION.
ORGANIZING AND COORDINATION.
.
The purpose of giving orders, instructions & guidance to the subordinates is served only when there is a harmony between superiors & subordinates
DIRECTING AND COORDINATION.
.
REPORTING
Reporting is keeping those to whom the executive is responsible informed as to what is going on, which thus includes keeping himself and his subordinates informed through records, research and inspections
BUDGETING
- means fiscal planning, control and accounting-
- Quantification of plans
- Financial planning
- Monitoring & controlling scarce resources
through performance measurement
Managerial Skills
Conceptual
Technical
HumanDecision Making
Problem Solving
MANAGERIAL SKILLS
CONCEPTUAL SKILLS
Ability to see the ‘big picture’, to recognize and understand significant elements in a situation.
Creation Phase:
Establish positive
thinking
Develop creative ideas
Combine
Refine
Re-arrange
Simplify
Knowledge of and proficiency in activities involving methods, processes and procedures.
Development of yourtechnical skills as anintegral part of yourpersonal development
Strong technical skills cansave you time and increaseincome
TECHNICAL SKILLS
Ability to work with people.
Creation of an environment in which people feel secure and free to express their opinions.
HR is most important career skill
One’s ability to get along is the single most important factor affecting chances of success in the workplace
HUMAN SKILLS
Ability to solve problems that will benefit enterprise. Also ability to design a workable solution to the problems and to avoid them in future
Simple tips:- get all the facts- weigh- decide- act
Post Implementation:- monitor- verify results- document- celebrate success
DECISION MAKING SKILL
PROBLEM SOLVING
Prevention Principle
– Solve problem @ the source. Live by the 1 – 10 – 100 rule
Practice Principle
Fix Problem
Before it Reaches
Customer
Fix Problem
After it Goes to
Customer
100
10
1
Cost
•If problem is not fixed when it occurs it will become costlier to fix later – money and time
1 – 10 – 100 Rule
Problem Solving
Prevent ProblemTime
Lately in public administration
POSDECoRB
Managerial Function
1 Planning2 Organizing3 Staffing4 Directing/Influencing5 Coordinating/Reviewing6 Budgeting
Middle Level
First-Line
Workers
2
1
4
Top Level Management
LEVEL OF MANAGEMENT
3
Levels of Management
Responsible for working out strategies and plans to implement decisions and policies made by top level managers.
Responsible for ensuring work is done according to plans.
Top
First-Line
Middle
determines the objectives, policies and plans of the organization.
Managerial Skill
Design/Human Skills
Technical
Conceptual/Design
Managerial Skills
First Line Technical
Design / Human Skills
Conceptual / Design
Middle
Top Level
Middle Level
First-Line
PANELCO III ORG. CHART
Top Level Management
Middle Level
First-Line
Reflective of
the above
discussion, CDA
BOA Resolution
No. 32-S-2011
provides the
organizational
structure of
primary
cooperatives
under RA
The Organizational Structure of a Primary
Cooperative. Source : CDA BOA Resolution No. 32-S-2011
Governance Framework
GA• General Assembly
BOD• Board of Directors
OO• Other Officers
MS• Management Staff
Source: Bitonio (2012)
The cooperative governance framework as exhibited in the operation
and management of cooperatives.
• General Assembly
• Board of Directors
• Other Officers
• Management StaffSource: Bitonio (2012)
GA
BOD
OO
MS
Flow of Accountability
45
25
205
35 30
20 15
5
1530
50
TOP
MIDDLE
FIRST
Plan Org Leading Coordinating
Managerial Functions
A.Interpersonal Roles (figurehead,
liaison, leads)
B.Decision Maker ( entrepreneur,
disturbance handler, resource allocator, negotiator)
C. Informational Roles (monitors,
disseminator, spokesperson)
Managerial Roles
Management Issues Faced by the
Coop.
• Low collection efficiency(high A/R)
• High operating Costs
• High tax assessment by the BIRFinancial
• Interference of politics
• Postponement of BOD electionsInstitutional
• High system loss
• Rampant pilferage/illegal connections
• Frequent loan of materials by contractors
Technical
http://www.slideshare.net/saadmunami/coordination-18794957?from_search=3, retrieved: 09/30/13
http://my.safaribooksonline.com/book/management/9789332501416/1dot-introduction-to-management/ch01_sub6_xhtml, retrieved: 10/1/13.
Reference:
http:// www.vectorstudy.com/management theories/POSDORB.htm
http://www.slideshare.net/jobitonio/principle-of-management-jbb-2 accessed Oct 5, 2013
http://www.slideshare.net/jobitonio/management-functions-jbb-3 accessed Oct 5, 2013
Daft, R. L., & Marcic, D. (2010). Understanding Management (7th Ed). Cengage Learning Johnson, D. (2002). Thinking government: ideas, policies, institutions, and public-sector management. Broadview press
http:// www.vectorstudy.com/management theories/POSDORB.htm
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