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functionsofmanagement

The document outlines the key functions of management, which include planning, organizing, staffing, directing, and controlling. Each function is essential for achieving organizational goals, with planning focusing on setting objectives and determining actions, organizing on resource allocation, staffing on employee management, directing on guiding and motivating staff, and controlling on ensuring performance aligns with goals. These functions collectively contribute to effective management and operational success.

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jamimranhussain1996
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16 views21 pages

functionsofmanagement

The document outlines the key functions of management, which include planning, organizing, staffing, directing, and controlling. Each function is essential for achieving organizational goals, with planning focusing on setting objectives and determining actions, organizing on resource allocation, staffing on employee management, directing on guiding and motivating staff, and controlling on ensuring performance aligns with goals. These functions collectively contribute to effective management and operational success.

Uploaded by

jamimranhussain1996
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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FUNCTIONS

OF
MANAGEMENT
(MBA)
PLANNING
Planning

 Deciding in advance :
 What to do

 How to do

 When to do

 Who is going to do it

 Bridges a gap between where we are today


andwhere we want to reach.
 S e t s the goal of an organization.
PLANNING

 I t is the basic function of management. It deals with


chalking out a future course of action & deciding in
advance the most appropriate course of actions for
achievement of pre-determined goals.
 I t is an exercise in problem solving & decision making.
Planning is determination of courses of action to achieve
desired goals.
 Thus, planning is a systematic thinking about ways &
means for accomplishment of pre-determined goals.
Planning is necessary to ensure proper utilization of
human & non-human resources. It is all pervasive, it is
an intellectual activity and it also helps in avoiding
confusion, uncertainties
ORGANISING
Organizing

 I t is the process of bringing together physical,


financial and human resources and developing
productive relationship amongst them for
achievement of organizational goals.
 According to Henry Fayol, “To organize a business is
to provide it with everything useful or its functioning
i.e. raw material, tools, capital and personnel’s”. To
organize a business involves determining &
providing human and non-human resources to the
organizational structure.
 Establishing the framework of working:
 How many units or sub-units or departments are needed.

 How many posts or designations are needed in each


department.
 How to distribute authority and responsibility among
employees
 O n c e these decisions are taken,
organizational structure gets set up.
 Organizing as a process involves:
 Identification of activities.
 Classification of grouping of activities.

 Assignment of duties.

 Delegation of authority and creation of


responsibility.
 Coordinating authority and responsibility
relationships.
STAFFING
Staffing

 Recruiting, selecting, appointing the employees,


assigning duties, maintaining cordial relationship
and taking care of grievances of employees.
 Training and Development of employees, deciding
their remuneration, promotion and increments.
 Evaluting their performance.
 I t is the function of manning the organization
structure and keeping it manned. Staffing has
assumed greater importance in the recent years due
to advancement of technology, increase in size of
business, complexity of human behavior etc. The
main purpose o staffing is to put right man on right
job i.e. square pegs in square holes and round pegs in
round holes.
 Staffing involves:
 Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place).
 Recruitment, selection & placement.
 Training & development.
 Remuneration.
 Performance appraisal.
 Promotions & transfer.
DIRECTING
Directing

 Giving direction or instruction to employees to


job done.
 Leadership qualities are required.
 Motivating employees by providing monatory
and non-monetory incentives.
 Comunicating with them at regular intervals.
 I t is that part of managerial function which actuates
the organizational methods to work efficiently for
achievement of organizational purposes. It is
considered life-spark of the enterprise which sets it
in motion the action of people because planning,
organizing and staffing are the mere preparations for
doing the work. Direction is that inert-personnel
aspect of management which deals directly with
influencing, guiding, supervising, motivating sub-
ordinate for the achievement of organizational goals.
 Supervision- implies overseeing the work of subordinates
by their superiors. It is the act of watching & directing
work & workers.
 Motivation- means inspiring, stimulating or encouraging
the sub-ordinates with zeal to work. Positive, negative,
monetary, non-monetary incentives may be used for this
purpose.
 Leadership- may be defined as a process by which
manager guides and influences the work of subordinates in
desired direction.
 Communications- is the process of passing information,
experience, opinion etc from one person to another. It is a
bridge of understanding
CONTROLLING
Controlling

 Matching actual performance with the planed goal.

 I f problem, tries to find out the reasons of


deviation.

 Suggesting corrective measures come on the path of


plan
CONTROLLING:

 I t implies measurement of accomplishment against


the standards and correction of deviation if any to
ensure achievement of organizational goals. The
purpose of controlling is to ensure that everything
occurs in conformities with the standards. An
efficient system of control helps to predict deviations
before they actually occur. According to Theo
Haimann, “Controlling is the process of checking
whether or not proper progress is being made
towards the objectives and goals and acting if
necessary, to correct any deviation”.
 Therefore controlling has following steps:
 Establishment of standard performance.

 Measurement of actual performance.

 Comparison of actual performance with the standards and


finding out deviation if any.
 Corrective action.

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