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AS - Functions of Managerss

The document discusses the main functions of managers and management. It outlines the traditional functions as planning, organizing, directing, and controlling. It also discusses Henri Fayol's view of management functions, which he defined as planning, organizing resources to meet objectives, commanding/directing/motivating employees, coordinating activities, and controlling/measuring performance against targets. These functions focus on the relationship between employees and managers and are necessary to facilitate the management process.

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18 views

AS - Functions of Managerss

The document discusses the main functions of managers and management. It outlines the traditional functions as planning, organizing, directing, and controlling. It also discusses Henri Fayol's view of management functions, which he defined as planning, organizing resources to meet objectives, commanding/directing/motivating employees, coordinating activities, and controlling/measuring performance against targets. These functions focus on the relationship between employees and managers and are necessary to facilitate the management process.

Uploaded by

bmensahgms2
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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THE MAIN FUNCTIONS

OF MANAGERS/
MANAGEMENT
Objectives :

The traditional functions of management


Fayol’s view on the roles of management / Functions of management
Managers get things done – not by doing all jobs themselves, but by working with and
delegating to other people.
Traditional manager functions ( Planning, Organising, Directing and Controlling )
It has become accepted over time that the main functions of managers – the ‘traditional
functions’ – are:
1. Planning – giving the business a direction for the future
2. Organising – the people and other resources needed
3. Directing – leading and motivating people in the organisation
4. Controlling – ensuring that the original plan is being followed. These functions are
explained in detail in the next section.
FAYOL’S VIEWS ON THE ROLE
OF MANAGEMENT /
FUNCTIONS OF
MANAGEMENT
Fayol: the functions of management Henri Fayol (1841–1925) was one of the first
management theorists.
He defined five functions of management and these are still seen as relevant to
businesses and other organisations today.
1.Planning
2.Organising resources to meet objectives
3. Commanding, directing and motivating employees
4. Coordinating activities
5.Controlling and measuring performance against targets )
These five functions are necessary to facilitate the management process. They focus
on the relationship between employees and managers.
Planning:
All managers need to think ahead. Senior management will establish overall
objectives and these will be translated into tactical objectives for less senior
managers. The planning needed to put these objectives into effect is also
important. For example, new production or marketing objectives will require the
planning and preparation of sufficient resources.
Organising resources to meet objectives:
Employees need to be recruited carefully and encouraged, via delegation, to take
some authority and accept some accountability. Senior managers should ensure that
the structure of the business allows for a clear division of tasks. Each functional
department, such as marketing, is organised to allow employees to work towards the
common objectives.
Commanding, directing and motivating employees:
This means guiding, leading and overseeing employees to ensure that business
objectives are being met. Employee development will help motivate employees to use
all of their abilities at work. Managers should be capable of motivating a team and
encouraging employees to show initiative.
Coordinating activities :
As businesses grow there is a greater need to ensure consistency and coordination
between different parts of the business. The goals of each branch, division, region and
employee must be welded together to achieve a common sense of purpose. At a practical
level, this avoids the situation where, for example, two divisions of the same company
both spend money on researching into the same new product, resulting in wasteful
duplication of effort.
Controlling and measuring performance against targets :
Establishing clear objectives for the business, and for each section within it, establishes
targets for all groups, divisions and individuals. It is management’s responsibility to
appraise performance against targets and to take action if underperformance occurs. It is
just as important to provide positive feedback when things go right.

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