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
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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
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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.
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