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Management Functions
Cooperative Management & Governance SeminarNueva Segovia Consortium of CooperativeCaoayan, Ilocos SurOctober 5-7, 2011
POSDCORB lists the functions of the executives according to Luther Gulick who was a well known member of the classical school. POSDCORB includes seven functions.
POSDCORB is a word composed of the initials of the functions of the executives. POSDCORB is developed by Luther Gulick.
POSDCORB is an acronym created by Luther Gulick and Lyndall Urwick in their “Papers on the Science of Administration” (1937).
Developed as a means to structure and analyze management activities, it
set a new paradigm in Public Administration. Based on the theories of Henri Fayol’s 14 Principles of Management,
Gulick and Lyndall Urwick disputed the prevailing thinking that there was a dichotomy between politics and administration. Instead that it was impossible to separate the two. It has been called the “high noon of orthodoxy,” due to the assumption that it was the principles that were important and not where they were applied
The acronym which formulates the responsibility of a chief executive or administrator stands for: Planning, Organizing, Staffing, Direction, Coordinating, Reporting, and Budgeting.
POSDCORB
Planning
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.
Organizing
Determining what tasks are to be done, establish the formal structure which work are arranged, defined and coordinated for the defined objective
Staffing
Staffing is the whole personnel function of bringing in and training the staff and maintaining favorable conditions of work
Directing
Motivating, selecting most effective communication channels and resolving conflictsDirecting is the continuous task of making decisions and embodying them in specific and general orders and instructions and serving as the leader of the cooperative
Coordinating
Coordinating is the all-important duty of interrelating the various parts of the work
Budgeting
Budgeting, with all that goes with budgeting in the form of fiscal planning, accounting and control.
Referencehttp:// www.vectorstudy.com/management theories/POSDORB.htm
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
Reporting
Manager Skills
• Conceptual • Technical• Human• Decision making• Problem Solving
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
Technical Skills
Knowledge of and proficiency in activities involving methods, processes and procedures.
Development of your technical skills as an integral part of your personal development
Strong technical skills can save you time and increase income
Human 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
Decision Making Skill
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 - actPost Implementation: - monitor - verify results - document - celebrate success
Problem Solving
Prevention Principle
– Solve problem @ the source. Live by the 1 – 10 – 100 rule
Practice Principle
Prevent Problem
Fix Problem Before it Reaches Customer
Fix Problem After it Goes to Customer
100
10
1
Time
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
• Managerial Function• 1Planning2 Organizing3 Staffing4 Directing/Influencing5 Coordinating6 Budgeting
Lately in public administrationPOSDECoRB
Managerial Function
1 Planning2 Organizing3 Staffing4 Directing/Influencing5 Coordinating/Reviewing6 Budgeting
Level of Management
3
Top Level Management
Middle Level
First-Line
Workers
2
1
4
Top Level Management
Middle Level
First-Line
Chain of Command
Chain of Accountability
Middle 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.
First Line Level Supervisor
People who work directly on a job or task and have no responsibility for work of others.
Workers
Managerial Skills
First Line Technical
Design / Human Skills
Conceptual / Design
Middle
Top Level
45
25
205
35 30
20 15
5
1530
50
TOP
MIDDLE
FIRSTPlan 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)
10 Managerial Roles