The Basic of

Management
(POSDC)
Management
• Harold Koontz: “Management is the art
of getting things done through and with
people in formally organized groups.

• It is the art of creating environment in

which people can perform and
individuals could co-operate towards
attaining of group goals.

• It is the art
of removing block to such performance,
a way
of optimizing efficiency.”
Functions of Management
1 “Planning is deciding in advance”
-Koontz-
ng

 What to do
Planni

 How to do
 When to do
 Who is going to do it
It bridges the gap from
where we are & where
we want to be
Planning is
determination of
courses of action to
achieve desired goals.

Planning is necessary
to ensure proper
utilization of human &
non-human resources.
It is all pervasive, it is an intellectual activity
and it also helps in avoiding confusion,
uncertainties, risks, wastages etc.

“devising a B
LUEPRINT”

systematic th
inking about
means to acco ways &
mplish pre-
determined g
oals.

“A continual process
”
3 Types of Planning
STRATEGIC PLANNING TACTICAL PLANNING
Is concerned Focuses on
with the implementation
overall
1 3 of activities
undertakings specified by
of the entire 2 strategic
organization. planning.
OPERATIONAL PLANNING
 One that a manager uses to accomplish his/her
responsibilities.
2  It
bring
is the
i
proce
finan ng togeth s of
resou
c i al a
nd hu
s
er ph
ysica
rce s m a n l,
prod a
uctiv nd develo
IN G

a m on e rela ping
g t i
achie st them f onship
veme or
AN I Z

or g a n nt of
izatio
na l g
oals.
 Es
ORG

tablis
relat h
ionsh es
activ ip be
ity an twee
d aut n
horit
y.
 ORGANIZING as a Process Involves:

c at io n o f
Identifi Classifica
s tion of
Activitie grouping
of Activit
ies

f Dutie s
n me n to Delegation o
f Authority &
Assig Creation of
Responsibil
i ty

ut h o r it y &
rd i n a t i ng A
Co o
e l at i o n s hip
o n s i b il it yR
Resp
 “Managerial function of staffing involves

3 G
STAFF
IN
manning the organization structure through
proper and effective selection, appraisal &
development of personnel to fill the roles
designed on the structure”.
 STAFFING Involves:

Manpower
1
Planning

2 Ensures that the personnel needs of the organization

will be met.
Three Elements of Manpower Planning:
3  Forecasting the personnel requirements.
 Comparing the requirements to the inventory
of potential candidates within the
4 organization.
 Developing specific plans for how many people
to recruit (from outside) or whom to train
5 (from inside).
 STAFFING Involves:

 In this step, management

1 attempt to identify and
attract candidates to meet
Recruitment, the requirements of
2 Selection & anticipated or actual
Placement vacancies.
 Two devices used during this
3 phase are the Job
Description and Job
Specification, both of which
4 are result of job analysis.
 Candidates must be
evaluated and one chosen
5 whose credentials match the
job requirement.
 STAFFING Involves:

1
 Improves the employee’s
ability to contribute to the
2 organization’s effectiveness.

 TRAINING, is concerned with

Training & improvement of the
3 Development employee’s skills.

 DEVELOPMENT, concerns the

4 preparation of the employee
for additional responsibility for
advancement.
5
 STAFFING Involves:

1
 a kind of compensation provided
monetarily to the employees for
2 their work performances.

 This is given according to the

nature of job- skilled or
3 unskilled, physical or mental,
etc.
4 Remuneration
 Remuneration forms an
important monetary incentive
for the employees.
5
 STAFFING Involves:

2  A system designed to
measure the actual job
performance of an
3
employee compared to
designated
4 performance standard.

Performance
5 Appraisal
 STAFFING Involves:

Promotions &
6 Transfer

7  Promotion implies upgrading of an employee to a

higher post involving increase in rank, prestige or
status and responsibilities. Generally increase in
8 pay accompanies promotion but it is not essential
ingredient.

9  Transfer implies movement of an employee from

one job to another without any increase in pay,
status or responsibilities. Usually transfer takes
10 place between jobs paying approximately the
same salaries.
4
It is that part of
G
DIRECTIN

managerial function
which actuates the
organizational methods to
work efficiently for
achievement of
organizational purposes.
4
It is considered life-
spark of the
enterprise.
Direction is that inert-
personnel aspect of
management which deals
directly with influencing,
guiding, supervising,
motivating sub-ordinate
for the achievement of
 Direction has
following elements:
n

Supervision implies overseeing the work of subordinates

io
is

by their superiors. It is the act of watching & directing

rv
pe

work & workers.

Su

Motivation means inspiring, stimulating or encouraging the

tio

sub-ordinates with zeal to work. Positive, negative, monetary,

iva

non-monetary incentives may be used for this purpose.

ot
M

p
hi

Leadership may be defined as a process by which manager

s
er

guides and influences the work of subordinates in desired

ad

direction.
ns
Le

tio

Communications is the process of passing information,

ica

experience, opinion etc from one person to another. It is a

un
m

bridge of understanding.
om
5 “Controlling is the measurement &
correction of performance activities of
subordinates in order to make sure that the
OLLING

enterprise objectives and plans desired to

obtain them as being accomplished”.
-Koontz & O’Donell-
CONTR

“the process of checking whether or not

proper progress is being made towards the
objectives and goals and acting if
necessary, to correct any deviation“.
-Theo Haimann-
Therefore controlling has following steps:
You first need to
establish the standards of
performance you are
aiming for.
Establish
These must be set with standards of
the organizational performance
objectives in mind. 2

You look at the objectives

and the plan you have set, 3
creating a set of
measurements that would
tell you are on the right 4
path.
Therefore controlling has following steps:

 Once you’ve set the

standards and you’ve set
the new processes in
motion, you can start
monitoring the actual Measure the
performance. actual
performance
 Part of the process can
be performance reviews, 3
actual quantifiable data
and so on.
4
Therefore controlling has following steps:

 As you receive
performance data, you
can start comparing it
with the standards
you’ve set.

 The comparison helps Compare the actual

you to identify the performance with
problem areas or notice the expected
patterns that are actually standards
working more efficiently.
4
Therefore controlling has following steps:

 With the data you’ve

collected and the
information you have about
performance, you can take
any necessary corrective
action.

 If the recovery team is not

repairing the machinery
quick enough, you can look
deeper into it and find Take corrective
ways to boost the action
performance.
The functions of management are crucial
to understand.

If you want to succeed as a manager

knowing the above will guide you as a
manager to focus on the right aspects
when doing the job and give you
confidence in your ability.

It also helps provide more clarity in

terms of the skills and characteristics you
need to possess to be a good manager.