unit 2 mgt 2003 final

8/7/2019 Unit 2 Mgt 2003 Final

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FUNCTIONS OF MANAGEMENT


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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.

A process of establishing goals and objectives

that the organization will strive to achieve aswell as the probable means of attaining these.


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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.


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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 wellas external conditions in mind.


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Steps contd

3. EVALUATING ALTERNATIVES AND SELECTION

Regarding the product they should manufacture.

Such alternatives have to be carefully evaluatedagainst factors like costs, associated risks involved,benefits likely to arise etc.

The pros & cons as well as the consequences ofeach alternative course of action must beexamined.


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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.


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Steps contd..

5. SECURING COOPERATION & PARTICIPATION

Whole-hearted cooperation of the employees.

Suggestions ,complaints & criticisms helpmanagement to rectify the defects in plans and set

things right in the beginning itself.

Plans have to be set in an atmosphere of closeparticipation & a high degree of concurrence.

Participation enables employees to give their best

to plans.


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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out-of-date & useless.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 developsound plans in future, avoiding mistakes that have

surfaced while implementing the previous plans.


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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 todetermine Who is goingto do what and What

point oftime?

It refers to the way, work is arranged & allocatedamong members of the organization, to achieve

the goals.


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ORGANISING contd

The process of assigning duties &responsibilities, grouping of the

tasks on some rational basis,establishing the line of authority& allocating resources to carryout the organizational plans.


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PRINCIPLES OF ORGANIZING

Objective

Efficiency

Management by Exception

Authority & Unity of command

Personal Ability


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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.


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STAFFING

Staffing may be defined as the process

of matching the requirements of a job

with individuals possessing those skills,knowledge, experiences, and

characteristics.


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Staffing process

Manpower

PlanningRecruitment Selection

SocializationT & D

P A Promotion/ Transfer


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DIRECTING

The function of guiding and

supervising the activities of the

subordinates is known as directing.


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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.


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4 types ofElements

Leadership :

leadership is the process of

influencing the actions of a person or a groupto attain desired objectives


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Supervision:

In getting the work done it is not

enough for managers to tell the subordinateswhat they are required to do. They have also

to watch and control the activities of the

subordinates. It involves overseeing

employees at work.


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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, ifany.

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.


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CONTROL PROCESS

1. Establishing standards andmethods for

measuring performance.

2. Measuring Actual Performance:four mostly

relied upon practices of measurements arepersonal observation, statistical reports, oral

reports, and written reports.

3. Comparing actual performance againststandards:If the deviations of actual

performance exceed the minimum acceptable

range of variation to a significant degree,


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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.


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unit 2 mgt 2003 final

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