Management Four functions -F12-06-07.ppt

One of the most significant human activities is managing resources( the 4Ms– Men, Machines, Material, and Money). Management ensures the coordination of individual efforts in groups.
Management is comprising of five basic functions– Planning, Organizing, Staffing, Leading, and Controlling—which constitute the managerial process.
Management has variety of applications and interpretations, all correct within a given set of conditions.
One of the most significant human activities is managing resources( the 4Ms– Men, Machines, Material, and Money). Management ensures the coordination of individual efforts in groups.
Management is comprising of five basic functions– Planning, Organizing, Staffing, Leading, and Controlling—which constitute the managerial process.
Management has variety of applications and interpretations, all correct within a given set of conditions.
One of the most significant human activities is managing resources( the 4Ms– Men, Machines, Material, and Money). Management ensures the coordination of individual efforts in groups.
Management is comprising of five basic functions– Planning, Organizing, Staffing, Leading, and Controlling—which constitute the managerial process.
Management has variety of applications and interpretations, all correct within a given set of conditions.
One of the most significant human activities is managing resources( the 4Ms– Men, Machines, Material, and Money). Management ensures the coordination of individual efforts in groups.
Management is comprising of five basic functions– Planning, Organizing, Staffing, Leading, and Controlling—which constitute the managerial process.
Management has variety of applications and interpretations, all correct within a given set of conditions.
One of the most significant human activities is managing resources( the 4Ms– Men, Machines, Material, and Money). Management ensures the coordination of individual efforts in groups.
Management is comprising of five basic functions– Planning, Organizing, Staffing, Leading, and Controlling—which constitute the managerial process.
Management has variety of applications and interpretations, all correct within a given set of conditions.
One of the most significant human activities is managing resources( the 4Ms– Men, Machines, Material, and Money). Management ensures the coordination of individual efforts in groups.
Management is comprising of five basic functions– Planning, Organizing, Staffing, Leading, and Controlling—which constitute the managerial process.
Management has variety of applications and interpretations, all correct within a given set of conditions.
One of the most significant human activities is managing resources( the 4Ms– Men, Machines, Material, and Money). Management ensures the coordination of individual efforts in groups.
Management is comprising of five basic functions– Planning, Organizing, Staffing, Leading, and Controlling—which constitute the managerial process.
Management has variety of applicat

1. PCV 1
What is Management ?
•One of the most significant human activities is
managing resources( the 4Ms– Men, Machines,
Material, and Money). Management ensures the
coordination of individual efforts in groups.
•Management is comprising of five basic functions–
Planning, Organizing, Staffing, Leading, and
Controlling—which constitute the managerial
process.
•Management has variety of applications and
interpretations, all correct within a given set of
conditions.

2. PCV 2
Management Principles
PLANNING
A PLAN IS A REAL THING, AND THINGS PROJECTED
ARE EXPERIENCED. A PLAN ONCE MADE AND
VISUALIZED BECOMES A REALITY ALONG WITH
OTHER REALITIES--- NEVER TO BE DESTROYED BUT
EASILY TO BE ATTACKED. John Steinbeck

3. PCV 3
Planning Defined
•Planning is selecting information and making
assumptions regarding future to formulate activities
necessary to achieve organizational objectives.
•It is composed of numerous decisions oriented to the
future.
•It represents the expenditure of thought and time now
for an investment in the future.

4. PCV 4
Advantages of Planning
•It makes for purposeful and orderly activities.
•Points out need for future change.
•Answers ‘what if’ questions.
•Provides for Basis for Control
•Encourages Achievement.
•Compels visualization of Entirety.
•Increases and balances utilization of facilities.
•Assists managers in gaining status- by rendering
confident and aggressive leadership.

5. PCV 5
Disadvantages of Planning
•Planning is limited by the accuracy of information
and future facts.
•Planning costs too much.
•Planning has psychological barriers.
•Planning stifles initiatives.
•Planning delays action.
•Planning is overdone by planners.
•Planning has limited practical value.

6. PCV 6
Types of Management Plans
•One common ingredient of all planning is time which
identifies Tactical Planning which encompasses Short
and Intermediate range planning, and Long range – for
five years.
•Strategic Planning: It consists of six distinct steps-
Determining objectives; gathering and analyzing
information; assessing the strategic dimensions of the
environment affecting the organization; Conducting a
resource audit of the firm; Establishing strategic
alternatives for courses of action, and Choosing a
strategic alternative to pursue and implement.

7. PCV 7
Factors that affect strategy Selection
•Managerial perception of external
dependence(owners, competitors, customers,
govt.community.).
•Managerial Attitudes towards Risk
•Managerial awareness of past enterprise
strategies
•Managerial power relationships and
organizational structure.

8. PCV 8
Role of Management
•Henry Mintzberg has identified ten common managerial roles that
can be grouped into three categories:
•Interpersonal role– as Figure Head- performing ceremonial and
social duties as the organization’s representative; as Leader-
motivating subordinates to get the job done properly; Liaison-
serving as a link in a horizontal chain of communication.
•Informational Role- Recipient of information about operation of
an enterprise; Disseminator- passing information to subordinates;
Spokesperson-transmitting selected information to outsiders;
•Decisional roles- Entrepreneurs: designing and initiating a change
within an organization; Disturbance handler: taking corrective
action when the need arises; Resource allocator: deciding exactly
who should get what resources; Negotiator: dealing with persons
and various groups of persons.

9. PCV 9
Organizing
•Organizing involves determining how activities and resources
are to be grouped. It is the management function that focuses
on allocating and arranging human and non-human resources,
in order to carry out plans successfully.
•Organizing is a continuous process of determining –which
tasks are to be done; how tasks can be best combined into
specific jobs; how jobs can be grouped into various units that
make up the structure of the organization, and authority and
reporting relationships within the corporate hierarchy.
•Effectiveness of a firm’s organizational structure is a key
element in determining its success or failure.
•Failure to organize properly can adversely affect even the best
of plans.

10. PCV 10
Staffing and Leading
•Staffing involves filling, and keep filled, the positions in the
organizational structure.
•Staffing consists of determining the manpower requirements,
inventorying the people available, and recruiting, selecting
placing, inducting, compensating, promoting, appraising,
planning careers of and training and otherwise developing,
both recruits and existing job holders to achieve their goals
effectively and efficiently.
•Leading: is defined as “the management function of
influencing, motivating and directing human resources toward
the achievement of organizational goals”.Leading includes
communicating with others, leadership styles and approaches,
motivating people to put forth efforts required, .
•It is an act of making things happen.

11. PCV 11
Controlling
•It is the final step in management process.
•Controlling can be defined as continual analysis and
measurement of actual operations against the
established standards developed during the planning
process.
•It involves Measuring performance against goals and
plans; Showing where negative deviation exists; and
Determining remedial measures to correct deviations.