functions of a manager

FUNCTIONS OF A MANAGER

1. FUNCTIONS OF A MANAGER (PRINCIPLES OF MANAGEMENT)

2. INTRODUCTION Management of a modern business organisation is a complex process. Thus management as a process may involve several activities or elements. These activities are called the functions of management.

3. DEFINITION Acc. To C.S George “the management process is not a series of separate functions which can be performed independently, it is a complete process made up of these ingredients”.

4. Many management experts have mentioned functions of management by studying different organisations from different angles. But there is no uniform of the functions of management.

5. Henry Fayol POCCC Planning,organising,commanding,coordinating,controlling. Luther Gulik POSDCORB Planning,organising,staffing,directing,coordinating,reporting,budgeting Lyndall Urwick POCCCFI Planning,organising,commanding,coordinating,communicating,forecasting,investigating . Ralph Davis POC Planning, organising, controlling E.F.L.Brech POMCC Planning, organising, motivating, coordinating, controlling Koontz&’o’Donnell POSL/DC Planning,organising,staffing,leading / directing,controlling

6. 1)PLANNING According to KOONTZ, ”Planning is deciding in advance what is to be done in future, plan bridges the gap between where we are and where we want to go”.

7. Planning is a future course of action, thus it includes determination of specific objectives, projects, and programmes, setting policies, strategies, rules, procedures and preparing budgets. Based on the future involved in the planning process, plans may be prepared for long-term period 5yrs, intermediate term 2-5yrs and short-term period for one year. Thus planning implies, deciding in advance What to do? When to do? Where to do? and How to do? Planning is a continuous process. It is required to ensure effective utilisation of human and non-human resources to accomplish the desired goals.

8. for example that the organization’s goal is to improve company sales. The manager first needs to decide which steps are necessary to accomplish that goal. These steps may include increasing advertising, inventory, and sales staff. These necessary steps are developed into a plan. When the plan is in place, the manager can follow it to accomplish the goal of improving company sales.

9. 2)ORGANISING Acc. To Argyris “ organisations are usually formed to satisfy objectives, “that can best be met collectively”. James D. Mooney and Alan C. Reiley “organisation is the form of every human association for the attainment of common purpose”.

10. Organising is concerned with the arrangement of an organisation’s resources - people, materials, technology and finance in order to achieve enterprise objectives. It involves decisions about the division of work, allocation of authority and responsibility and the coordination of tasks.

11. organising refers to certain dynamic aspects: What tasks are to be done? Who is to do them? How the tasks are to be grouped? Who is to report to whom? Where the decisions have to be made?

12. 3)STAFFING ACC. TO KOONTZ&’O’DONNELL “it is an executive functions and management function which involves recruitment, selection, compensating, training, promotion and retirement of subordinate managers”. “placing the right person in right place. Staffing is defined as filling and keeping filled positions in organisational structure”.

13. Staffing is the function of employing suitable persons for the enterprise. It may be defined as an activity where people are recruited, selected, trained, developed, motivated and compensated for manning various positions. It includes not only the movement of individuals into an organisation, but also their movement through (promotion, job rotation, transfer) and out (termination, retirement) of the organisation.

14. Staffing involves: 1. Manpower Planning (estimating man power in terms of searching, choose the person and giving the right place). 2. Recruitment, selection & placement. 3. Training & development. 4. Remuneration. 5. Performance appraisal. 6. Promotions & transfer.

15. Notes Staffing involves selection of the right man for the right job. It has four important elements: 1. Recruitment may be defined as the process of attracting the maximum number of applications for a particular job. 2. Selection is the process of screening the candidates and choosing the best ones out of them. 3. Training involves imparting the necessary knowledge and skills required for the performance of a particular job. 4. Compensation is the price paid to the workers for the services rendered to the organisation.

16. 4) DIRECTING/LEADING “KOONTZ&’O’DONNELL” “direction is the impersonal aspect of managing by which subordinates or lead to understand and contribute effectively and efficiently to the attainment of enterprise objectives”. ---- koontz --- “leadership is the ability of a manager to exert interpersonal influence by means of communication towards the achievement of a goal”.

17. ---- william g scott ------ “Motivation can be defined as willingness to expand energy, to achieve a goal or reward” . ------ koontz & ‘o’ Donnell----- “communication is a transfer of information from one person to another whether or not it elicits confidence”.

18. Direction has following elements: A . Supervision B . Motivation C . Leadership D . Communication

19. Leadership: Leadership is the process of influencing the actions of a person or a group to attain desired objectives. A manager has to get the work done with and through people. The success of an organisation depends upon the quality of leadership shown by its managers.

20. (b)Motivation : Motivation is the work a manager performs to inspire, encourage and impel people to take required action. It is the process of stimulating people to take desired courses of action. In order to motivate employees, manager must provide a congenial working atmosphere coupled with attractive incentives.

21. (c)Communication: Communication is the transfer of information and understanding from one person to another. It is a way of reaching others with ideas, facts, and thoughts. Significantly, communication always involves two people: a sender and a receiver. Effective communication is important in organisations because managers can accomplish very little without it.

22. (d) Supervision: In getting the work done it is not enough for managers to tell the subordinates what they are required to do. They have also to watch and control the activities of the subordinates. Supervision is seeing that subordinates do their work and do it as directed. It involves overseeing employees at work.

23. 5)CONTROLLING koontz &’ o’Donnell ----- “control is measurement and correction of the performance of activities of subordinates in order to make sure those enterprise objectives and planned device to attain them or being accomplished”. According to Theo Haimann “ Controlling is 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”.

24. controlling The process of monitoring performance against goals, intervening when goals are not met, and taking corrective action.

25. The process of controlling thus involves the following steps Establishing standards. Measuring actual performance. Compare actual performance with standard performance. Finding differences between them. Taking corrective action. (if not satisfied)/Taking no action (if satisfied). Following up on corrective action.

26. Reporting :  Reporting involves regularly updating the superior about the progress or the work related activities. The information dissemination can be through records or inspection. Budgeting :  Budgeting involves all the activities that under Auditing, Accounting, Fiscal Planning and Control. Coordinating : it is the process of synchronising activities of various persons in the organisation for the accomplishment of objectives. In other words, coordination is the harmonious blending of the activities of different departments for the attainment of desired goals. Commanding: give instructions to subordinates to carry out the task. Delegate authority to subordinates so that they can command others.    

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