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The Five Functions of Management

The document discusses the five functions of management: planning, organizing, staffing, directing, and controlling. It provides details on each function, including definitions, key aspects, and steps involved. Specifically, it explains that planning involves anticipating the future and determining the best course of action. Organizing involves blending resources through designing a formal structure. Staffing focuses on recruiting and selecting the right people. Directing is about guiding employees toward objectives. Controlling evaluates performance to determine if objectives are being met.

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Kanthi Sagar
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40 views

The Five Functions of Management

The document discusses the five functions of management: planning, organizing, staffing, directing, and controlling. It provides details on each function, including definitions, key aspects, and steps involved. Specifically, it explains that planning involves anticipating the future and determining the best course of action. Organizing involves blending resources through designing a formal structure. Staffing focuses on recruiting and selecting the right people. Directing is about guiding employees toward objectives. Controlling evaluates performance to determine if objectives are being met.

Uploaded by

Kanthi Sagar
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
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The Five Functions of Management

Management:
Effective Allocation and Use of Available Resources

Overview - What is Management? Who is a manager? "I'm


just an employee, why do I need to know how to manage? Isn't that what the boss gets paid to do?"

WHAT IS MANAGEMENT? Simply stated from an organizational perspective, management is the achievement of [organizational] objectives through people and other resources.

OBJECTIVE - The objective of the management process is evident in its definition. But your objective in learning and applying management is two-fold, (1) to increase your professional skills, and (2) to enhance your personal growth and development.

METHOD - How you apply these principles of management and the five basic functions will depend on what you are working on.
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The Five Functions


Planning:
This managerial function concerns itself with anticipating the future and determining the best course of action to achieve organizational objectives.

Organizing:

Organizing is defined as the management function that blends human and material resources through the design of a formal structure of task and authority.

Staffing:

Concerned with recruiting, selecting, training and assigning the right person to the right position within the organization.

Directing:

Guiding and motivating the employees towards achieving organizational objectives.

Controlling:

The final function of management is controlling, wherein the organizations performance is evaluated, to determine whether it is accomplishing its objectives or not.

Fayol's Principles of Management


Henri Fayol (1841-1925) author of the textbook,
Classical Administrative Theory of Management He identified the five basic management functions
-(planning, organizing, staffing, directing, and controlling).

He developed the fourteen basic principles of management that underlay all managerial tasks.

These are managerial (supervisory) principlesidentified as "management" principles

Henri Fayol's

General Principles of Management


1. Division of Work 2. Authority 3. Discipline 4. Unity of Command 5. One Head, One Plan 6. Subordination of Individual Interest To General Interest 7. Remuneration of Personnel 8. Centralization 9. Scalar Chain 10. Order 11. Equity 12. Stability of Tenure of Personnel 13. Initiative 14. Esprit De Corps: In unity there is strength

Planning
The "first" function of management-blueprint
Mapping out a course of action

THE THREE TYPES OF PLANNING 1. Strategic Planning


Entire organization Long-range By top-level management Multilevel

2. Tactical Planning
Implementation of activities specified by the strategic plans Lower level units within each division Tactics are the means needed to achieve a strategy

3. Operational Planning
Manager uses to accomplish his or her job responsibilities Single-use plan or an on-going plan

STEPS IN THE OPERATIONAL PLANNING PROCESS


1: Setting Objectives 3: Determining Alternatives 2: Analyzing and Evaluating the Environment 4: Evaluating the Alternatives.

5: Selecting the Best Solution 6: Implementing the Plan 7: Controlling and Evaluating the Results

Organizing
Blending human and material resources through the design of a formal structure of task and authority Four distinct activities 1. What work activities? 3. Assigning the work 2. Type of work needed 4. Design a hierarchy

Organization -- a whole consisting of unified parts (a system)


acting in harmony What Does Organizing Do? To attain the purpose

Benefits
1. A Clarified Work Environment 2. A Coordinated Environment 3. A Formal Decision-Making Structure

.The Five-Step Organizing Process 1: Consider Plans and Goals 2: Determine the Work Activities Necessary to Accomplish Objectives 3: Classify and Group 4: Assign Work and Delegate Appropriate Authority 5: Design a Hierarchy of Relationships

Staffing
The people are the most important resource

- Right people in right positions The Eight-Step Staffing Process


1. Human Resource Planning 2. Recruitment 3. Selection 4. Induction and Orientation 5. Training and Development 6. Performance Appraisal 7. Employment Decisions 8. Separations

Directing
Guiding and motivating of subordinates Leadership, "getting things done through people" Style of leadership (autocratic, democratic, or freereign) and the decision-making process

Guidelines for Directing


1. Don't Make It a Struggle for Power 2. Avoid an Offhand Manner 3. Watch Out for Your Words 4. Don't Assume That the Worker Understands 5. Be Sure to Get Feedback Right Away 6. Don't Give Too Many Orders 7. Provide Just Enough Details 8. Watch Out For Conflicting Instructions 9. Don't Choose Only the Willing Worker 10. Try Not to Pick On Anyone 11. Above All, Don't Play The "Big Shot."

Leadership
Getting Things Done Through Others

OVERVIEW -adept at moving from one style of leadership to another WHAT IS LEADERSHIP? - influencing and directing people OBJECTIVE - identify and acquire traits of effective leadership

Leadership Traits
Sense of mission Loyalty Good judgement Selflessness Integrity Job competence Energy High character Commitment Decisiveness

What Do Leaders Do? - SOME FUNCTIONS OF A LEADER:


Set the example for others to follow Functions as the resident expert Provides counseling and guidance Enforces policies and regulations Motivates workers toward goals Establishes performance standards Determine goals of organization Educates the personnel Ensures work is done properly Acts as spokesperson for workers Facilitates open communication Addresses disciplinary problems

Leadership Styles
Autocratic Leadership Style Democratic Leadership Style Free-Rein Leadership Style
COMPONENTS OF THE LEADERSHIP SITUATION - situational leadership

1. You - the leader Ability to influence your followers Know your people! 2. Your followers - those who will accomplish the work Your power is derived FROM THEM 3. The situation itself - the goal to be accomplished, the work to be done Knowing how and when to use different styles Situational Leadership is the mark of an experienced and educated supervisor or manager
Ten Tips for Maintaining Leadership
1. Prioritize request from superiors 3. Monitor and follow-up 5. Articulate. Don't fabricate! 7. Educate and train your people 9. Accept new responsibility willingly 10. Be a role model 2. Handle paper one time only 4. Be consistent in your behavior 6. Plan your work. Work your plan 8. Motivate your people

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Controlling
Act of monitoring to evaluate the organization's performance

KEY CHARACTERISTICS OF CONTROLS


Acceptance by members of the organization Focus on critical control points Economic feasibility Accuracy Timeliness Ease of understanding

The Four-Step Controlling Process


1. Establish Performance Standards
Quantitative or qualitative, performance of people, capital goods, or processes. A. Managerial Standards - reports, regulations, and performance evaluations. B. Technical Standards - Methods and processes, to materials, machinery, safety equipment, parts, and suppliers.

2. Monitor Actual Performance - A precautionary measure. 3. Measure Performance - Acceptable or unacceptable 4. Correct Deviations from Standards - The standard, the accuracy and the
diagnosis of the person or device Too loose or too strict

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