Functions of managment
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This document discusses the key functions of management. It identifies the main managerial functions as planning, organizing, staffing, directing, and controlling. It provides details on each function, including definitions, steps involved, and importance. For planning, it outlines the planning process and discusses factors like objectives, alternatives, and revision. For organizing, it explains structuring work through departments and assigning roles. Staffing involves acquiring and developing human resources. Directing ensures plans are executed through supervision, motivation, and leadership. Controlling monitors performance against standards and provides feedback for improvement.
Functions of managment
- 1. ChapterChapter FUNCTIONS OF MANAGEMENTFUNCTIONS OF MANAGEMENT Presented By :-Ramkrishna RajputPresented By :-Ramkrishna Rajput
- 2. CLASSIFICATION OF MANAGEMENT FUNCTIONS • MANAGEMENT FUNCTIONS • Managerial functions • Operative functions
- 3. CLASSIFICATION OF MANAGEMENT FUNCTIONS • MANAGEMENT FUNCTIONS Managerial functions a) Planning b) Organising a) Staffing b) Directing c) controlling Operational functions a) Production b) Marketing c) purchasing d) Financing e) Personnel
- 4. CLASSIFICATION OF MANAGEMENT FUNCTIONS • According to Luther Gullick gave the Key word; • P........................Planning • O......................organising • D......................Directing • S......................Staffing • C0............coordinating • R.......................Reporting • B......................Budgeting
- 6. MANAGARIAL FUNCTIONS AND SUBFUNCTIONS • PLANNING ...Forecasting, decision making ,strategy, formulation policy-Making,programming,scheduling,budgeting problem solving,innovation,investigation and Research . ORGANISING...Functionalisation,divisionalisation,departments, Decentralisation,activity,analysis,task,span of management, task allocation STAFFING...... Manpower planning,Recruitment,selection,training, placement,compensation,promotion,appraisal DIRECTING......Supervision,motivation,communication,leadership CONTROLLING Fixation of standards,recording,measurement reporting,corrective action
- 7. Planning • Planning is deciding in advance what is to be done in the future • “According to koontz and O ‘Donnell defines planning is deciding in advance what to do, how to do it, when to do it and who is to do it. Planning bridges the gap from where we are to where we want to go. It makes it possible for things to occur which would not otherwise happen”
- 8. Features of planning • Planning seeks to achieve certain objectives. • Planning is oriented towards the future. • Planning is a mental exercise • Planning involves choices from alternatives • Planning is the basics for all other functions. • It is a continuous function • It is pervading. • Planning is directed towards efficiency.
- 9. Steps in planning • Collecting information about past • Defining objectives • Developing planning premises • Discovering alternative cources of action. • Evaluating alternatives. • Choosing the best alternatives • Defining subsidiary plans • Periodic revision and review of plans.
- 10. Advantages of planning • It focuses attention on desired objectives • It helps to minimise risk • It improve efficiency • It avoid confusions • It encourage innovation and creativity • It enables co operation and group work • It serves as the basis of control.
- 11. Limitations of planning • Lack of accurate information • Time consuming • Expensive • Rigidity due to strict compliance with plans • Unwillingness to people change • External limitations (political )
- 12. How we overcome the limitations? • Top management support • Better forecasting • Developing clear-cut objectives • Participation of employees in planning • Sound communication • Overcoming resistance to change • Scientific planning • Well balanced keeping plans.
- 13. Organising • According to Henri fayol “To organise a business means to provide it with everything useful to its functioning-raw materials,tools,capital and personnel”
- 14. Steps in organising • Identifying the activities required for achieving objectives. • Classifying these activities in to convenient groups • Assigning the group of activities to appropriate persons. • Delegating authority and fixing responsibilities. • Coordinating Authority Responsibility relationship throughout the enterprise.
- 15. Importance of organising • Sound organisation facilitate growth and diversification • Optimum use of human resources by matching work with talent • Maintain good harmonious structure in the office • Group activity is equivalent to social structure of organisation • It is a mechanism of management to direct ,controls and coordinates the activities of enterprise.
- 21. Staffing • It is concerned with the Human resources of the enterprise. • It is concerned with acquiring,developing,utilising,and maintaining human resources. • It is a process of matching jobs with individuals to ensure right man for the right job.
- 22. Definition of staffing • According to koontz and O Donnel “The managerial functions of staffing involves manning the organisational structure through proper and effective selection, appraisal and development of personnel to fill the roles designed in to the structure.
- 23. Importance of staffing • It helps in discovering and obtaining competent employees for various job. • It improve the quantity and quality of output by putting right man for right job. • It improves job satisfaction of employees • It reduces cost of personnel by avoiding wastage of human resource. • It facilitates the growth and diversification.
- 24. Features of staffing • It is a function of management • It is an integral part of the process of management. • It is concerned with the human resources • It is a pervasive function • Aims at optimum utilisation of human resources.
- 25. Steps in staffing • Manpower planning • Recruitment,selection,placement • Training and development • Appraisal ,promotion and transfer • Employee remuneration
- 26. Directing • It is concerned with the execution of plans through organised action. • It is also known as commanding or actuating
- 27. DEFINITION • “Direction consist of the process and techniques utilised in using instructions and making certain that operations are carried out as planned”
- 28. Importance • Mere planning, organizing, and staffing are not sufficient to set the tasks in motion. Management has well-coordinated plans, properly established duty- authority relations, and able personnel, yet it is through the function of direction that the manager is able to make the employees accomplish their tasks by making them integrate their individual efforts with the interest and objectives of the enterprise.
- 29. Importance • It calls for properly motivating, communicating with, and leading the subordinates. Motivation induces and inspires the employees to perform better, while through good leadership, a manager is able to make his subordinates work with zeal and confidence.
- 30. Directing the subordinates embraces three essential activities: 1. Issuing orders and instructions 2. Guiding and counselling the subordinates in their work with a view to improve their performance 3. Supervising the work of subordinates to ensure that it conforms to orders and instructions issued •
- 31. COORDINATING • Co-ordination must be sought from the very first step, namely, planning, so that plans of all departments are integrated into a master plan, issuing the adequate co-ordination. • Similarly organizing of people into groups and work into activities involves adequate co-ordination.
- 32. COORDINATING • It can also be secured through proper motivation of the workers towards organized efforts in terms of organizational objectives and personal objectives of the employees through an integration of such objectives. • Finally the controlling aspect also indicates further co-ordination is required resulting in improvements and fresh plans.
- 33. CONTROLLING • Controlling involves several tasks, including monitoring customer satisfaction. • controlling • keeping the company on track and making sure goals are met
- 34. CONTROLLING The important steps to be initiated in this direction are as follows: • 1. Measurement of accomplishments against pre- determined standards and recording of deviations • 2. Analysing and probing the reasons for such deviations • 3. Fixing of responsibility in terms of persons responsible for negative deviations • 4. Correction of employee performance so that group goals are achieved through effective implementation of plans devised to attain them.
- 35. CONTROLLING • Control is thus closely related to the planning aspect of the job of a manager. But it should not be viewed merely as a post- mortem of past achievements and performances. In fact, a good control system should suggest corrective measures so that negative deviations may not recur in the future. The principle of feedback when incorporated in the control system can be of great use in this direction.
- 36. Monitoring or Evaluation • Monitoring is the collection and analysis of information about a project or programme, undertaken while the project/programme is ongoing. • Evaluation is the periodic, retrospective assessment of an organisation, project or programme that might be conducted internally or by external independent evaluators.
- 37. Monitoring or Evaluation • Good planning, monitoring and evaluation enhance the contribution of establishing clear links between past, present and future initiatives and development results. • Monitoring and evaluation can help an organization extract relevant information from past and ongoing activities that can be used as the basis for programmatic fine-tuning, reorientation and future planning. Without effective planning, monitoring and evaluation, it would be impossible to judge if work is going in the right direction, whether progress and success can be claimed, and how future efforts might be improved.
- 38. Thank You