TOM Functions of Management

7/28/2019 TOM Functions of Management

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FUNCTIONS OFMANAGEMENT


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Functions of Management

Organizing

Leading

Controlling

Planning


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PLANNING


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Planning

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

when to do it and who is to do it. Planning bridges

a gap from where we are, to where we want to go.

It makes it possible for things to occur whichwould not otherwise happen.

- Koontz and ODonnell

Planning is concept of executive function that

embodies the skills of anticipating, influencing and

controlling the nature and direction of change

- Dalton E. McFarland


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Purpose/ Importance of

Planning

Provides sense of direction & purpose

Focuses attention on organizations goals

Reduces the impact of change

Minimizes risk and uncertainty

Minimizes waste and redundancy

Coordination

Participation

Facilitates Control


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TYPES OF PLANS

STANDING

PLANS

SINGLE USE

PLANS

OBJECTIVES

STRATEGIES

POLICIES

PROCEDURE

S

RULES

PROGRAMMES

BUDGET

SCHEDULE

PROJECT


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Three Stages of the Planning

ProcessDetermining the Organizations

mission and goals

(Define the business)

Strategy formulation

(Analyze current situation &

develop strategies)

Strategy Implementation

(Allocate resources & responsibilities

to achieve strategies)


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STEPS IN PLANNING

1. Determining the organizational goals Setting objectives

2. Strategy Formulation

Establishing planning premises Deciding the planning period Identify alternatives Evaluation and choice Formulating derivative plans

3. Strategy implementation Measuring and controlling the

progress


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MBO concept

Process in which the superiors and

subordinates at management level of an

enterprise jointly:

1. Identify the individuals specific goals

2. Define each individuals major area of

responsibility in terms of results expected of

him3. Use these measures as guidelines to assess

the contribution of each of its members


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Steps in MBO

Four steps are involved in the MBO

process:

1. Setting goals

2. Participative decision-making

3. Implementing plans

4. Performance feedback.

Examples: Xerox, Intel, and Du Pont


11/20ORGANISING


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Effective Organising Process and

Avoiding Mistakes in Organising

1. Identification of tasks

2. Grouping jobs

3. Assigning work

4. Delegation of authority

5. Coordination


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Avoiding Inflexibility in Organising


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STAFFING Awareness ofLAB

T & D

Strategic HRP

Recruitment &

Selection

Performance

Evaluation

Compensation

Retention


15/20CONTROLLI


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Controlling - Definition

Contro l refers to the task of ensu r ing that act ivi t ies

are produc ing the desired results. Contro l in this

case is l imi ted to moni tor ing the outcom e of

act ivi t ies, reviewing feedback inform ation about th is

outc ome, and if necessary, taking correct ive

actions

- Reeves and Woodward


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Importance of Controlling

Checks whether plans are being observed and suitable progresstowards the objectives is being made or not, and if necessary anyaction to control the deviations.

Monitored whether the individuals adhere to policies or not so that

organisation and management can verify the quality of variouspolicies.

Exercising some authority and forming superior-subordinaterelationship throughout the organisation can be established throughcontrolling.

With the presence of control the individuals will work properly andexhibit better performance to reach the targets set for them.

Control system ensures the organisational efficiency and

effectiveness.


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Control Process StepsEstablish standards of performance, goals, ortargets against which performance is evaluated.

Measure actual performance

Compare actual performance

against chosen standards

Evaluate results and take corrective action

when the standard is not being achieved

1.

2.

3.

4.


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Three Types of Control

Inputs OutputsConversion

Process

Feedforward

Control

(anticipate

problems)

Concurrent

Control

(manage problems

as they occur)

Feedback

Control

(manage problems

after they occur)

Critical Control: Control over such activities that

assumes key role in the functioning of theor anisation.


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Management by

Exception

System of identification and

communication that signals to the

manager when his attention is needed

and he concentrates more on theimportant areas where

deviation occurred.

TOM Functions of Management

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