MANAGEMENT FUNCTIONS

CHARACTERISTICS
 Objective Oriented
 Economic Catalyst
 Distinctive Process
 Integrative Force
 Coordination of Authority
 Multi-disciplinary subject
 Universal Relevance
Role of Management
 To guide organisations toward goal
accomlishment
 Effective utilisation of resources
 Moving organisation towards its goals
by assigning activities to members
Management Process
 Planning
 Organising
 Influencing
 Controlling
 Management Process
 Planning: deciding what needs to happen in the
future and generating plans for action
• Organizing: making optimum use of the
resources required to enable the successful
carrying out of plans.
• Leading/Motivating: exhibiting skills in these
areas for getting others to play an effective part
in achieving plans.
Management Process
• Controlling: monitoring — checking
progress against plans, which may
need modification based on feedback.
 Planning
 Choosing tasks that must be performed to attain
organisational goals.
 Outlining how the tasks must be performed.
 Indicating when they should be performed.
 Planning activity focuses on attaining goals.
 Through their plans, managers outline exactly
what organisations must do to be successful.
 Planning is concerned with
organisational success in the near
future (short term) as well as in the
more distant future (long term).
Organizing
 Assigning the tasks developed under the
planning function to various individuals or
groups within the organisation.
 Creating a mechanism to put plans into
action.
 People within the organisation are given
work assignments that contribute to the
company’s goals.
 Tasks are organised so that the output
of individuals contributes to the
success of departments, which, in
turn, contributes to the success of
divisions.
 Which ultimately contributes to the
success of the organisation.
Directing
 The function – also commonly referred
to as motivating, leading, influencing,
or actuating – is concerned primarily
with people within organisations.
 Directing can be defined as guiding
the activities of organisation members
in appropriate directions.
 Ultimate purpose of influencing is to
increase productivity.
 Human-oriented work situations
usually generate higher levels of
production over the long term than do
task-oriented work situations, because
people find the latter type distasteful.
Controlling
 Controlling is the management
function for which managers:
 Gather information that measures recent
performance within the organisation.
 Compare present performance to pre-
established performance standards.
 From this comparison, determine if the
organisation should be modified to meet
pre-established standards.
 Controlling is an ongoing process.
 Managers continually gather
information, make their comparisons,
and then try to find new ways of
improving production through
organisational modification.
Levels of Management
 Top-Level
 Middle level
 First Level Supervisory
 Individual contributors
Management Skill
 It is the ability to carry out the process
of reaching organisational goals by
working with and through people and
other organisational resources.
Classical View
 Robert.L. Katz states that three types
of skills are important for successful
managerial performance:
 Technical Skills
 Human Skills
 Conceptual Skills
Classical View
 Technical Skills: Ability to apply
specialised knowledge and expertise
to work-related techniques and
procedures.
 Human Skills: Skills that build
cooperation within the team being led.
 Conceptual Skills: Ability to see the
organisation as a whole.
Classical View
 Supervisory/operational Management:
Technical Skills
 Middle management: Human Skills
 Top Management: Conceptual Skills
Contemporary View
 Managers to have following
Competencies:
 Clarifying roles
 Monitoring operations
 Short Term planning
 Consulting
 Supporting
 Recognising
Contemporary View
 Developing
 Empowering
 Envisioning Change
 Taking risks for change
 Encouraging Innovative thinking
 External Monitoring
Managerial Effectiveness
 It refers to management’s use of
organisational resources in meeting
organisational goals
Managerial Efficiency
 It is the proportion of total
organisational resources that
contribute to productivity during the
manufacturing process.
 Combination of Effectiveness
& Efficiency
Efficient
(most resources Not reaching Reaching goals
contribute Goals and not and not
to production)
RESOURCE USE

Wasting resources Wasting resources

Inefficient
(few resources Not reaching Reaching goals
contribute Goals and not and wasting
to production) Wasting resources resources
Ineffective Effective
(little progress (substantial progress
toward toward organizational
organizational goals) goals)
GOAL ACCOMPLISHMENT