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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out-of-date & useless.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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