Functions of management

Part of the induction course for students undertaking diploma and degree in environmental lab science, public health, Analytical Chemistry, Applied Biology, Medical Lab Sciences and Food Technology.

1. Managementis the process of guiding the development, maintenance, and allocation of resources
to attain organizational goals. Managers are the people in the organization responsible for
developing and carrying out this management process.In a nutshell, we can say that
Management is the process of getting things done through others.
This process is identified in a set of functionsperformed by managers to accomplish the goals.
Management in an organization plays a dominant role to achieve the targeted goals of profit
maximization and increased market share.
The main aim of management is to achieve the organizational goals while using the
organizational resources most effectively.
To be an effective manager, you’ll need extensive knowledge of the company’s goals and how to
direct employees, sales and other operations to accomplish them. For this purpose, the manager
performs some fundamental functions. They are called managerial functions and basically
consist of five elements, these are:
1. Planning
2. Organizing
3. Staffing
4. Directing
5. Controlling
PLANNING1.
Planning is concerned with the determination of the objectives to be achievedand the
course of actionto be followed to achieve them. Planning implies decision-makingas to
what is to be done, how it is to be done, when it is to be done and by whom it is to done.
Planning helps in achieving the objectives efficiently and effectively. Planning involves
selecting of objectives and strategies, policies and programs and procedures for achieving
them.
Planning function is performed bymanagers at every levelbecause planning may either
be for the entire enterprise or for any section or department, the managers at the top level
devote more time on planning, the managers at the lower level follow the policies,
programs and procedures laid down by the top management.Planning is a requirement for
doing anything and also is a key component to ensure the proper utilization of the
resources of the business concern to achieve the desired goals.
N.B//Plans can be classified into standing plans and single-use plans.
****Standing plansinclude objectives, policies, procedures, methods and rules.
****Single-use plansinclude budgets, programs, strategies and projects.
ORGANIZING2.
According to Fayol, “to organize a business is to provide it with everything useful to its
functioning —raw materials, tools, capital and personnel.” Thus, organizing involves
bringing together the manpower and material resources for the achievement, of objectives
laid down by the enterprise.
Organizing involves the following processes;
FUNCTIONS OF MANAGEMENT
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2. (a) Determining and defining the activities involved in achieving the objectives laid down
by the management
(b) Grouping the activities in a logical pattern
(c) Assigning the activities to specific positions and people
(d) Delegating authority to people so as to enable them to perform the activities assigned to
them.
Organizing function helps in increasing the efficiency of the enterprise; by avoiding
repetition and duplication of activities, it reduces the operation cost of the enterprise.
N.B//Organizing function can be useful to the enterprise only when there are clear and
verifiable objectives and clear understanding of the activitiesneeded to achieve the
objectives of the authority assigned to the managers at every level.
STAFFING3.
Every enterprise is very much concerned with the quality of its people, the staffing function
is concerned with this aspect of management. The managerial function of staffing involves
manning the organizational structure through proper and effective selection, appraisaland
development of personnelto fill the roles designed into the structure.
The staffing function involves the following;
(a) Proper selection of candidates for positions
(b) Proper remuneration
(c) Proper training and development so as to enable them to discharge their organizational
functions effectively
(d) Proper evaluation of personnel
N.B//Staffing function is a difficult managerial function because it is concerned with the
selection of persons who are properly qualified and mentally well-adjusted to the
situations.
DIRECTING4.
Directing is one of the important functions of management and is the art and process of
getting things done, the directing function actually starts the work.
Directing involves the manager telling the subordinates how they have to perform jobs
assigned to them. It is concerned with;
-guiding
-supervising
-motivating the subordinates for achieving the enterprise objectives.
Directing consists of the following four sub-functions, namely;
-Communication orissuing of orders and instructions to subordinates. A manager has to
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3. -Communication orissuing of orders and instructions to subordinates. A manager has to
instruct the subordinates what to do, how to do it and when to do it.
-Guiding, energizing and leading the subordinates to perform the work systematically and
also building up among workers confidence and zeal in the work to be performed.
-Inspiring the subordinates to do work with interest and enthusiasmfor the accomplishment
of the enterprise’s objectives.
-Exercising supervision over the subordinatesto ensure that the work done by them is in
conformity with the objectives that are determined.
CONTROLLING5.
It is concerned with seeing whether the activities have been or are being performed in
conformity with the plans.
Control is the process of checking to determine whether or not, proper progress is being
made towards the objectives and goals-and acting if necessary to correct any deviation.
Controlling involves the followingsub-functions, namely;
(a) Determinationof standards for measuring work performance.
(b) Measurementof actual performance.
(c) Comparingactual performance with the standards.
(d) Findingvariances between the two and reasons for variances.
(e) Takingcorrective actions to ensure attainment of objectives.
N.B// For control to be effective and fruitful, it must be based on a plan; there must be
measurement of actual performanceto ascertain deviationsand to take action to remedy the
deviations.

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