GROUP 1

PLANNING- is the first step and one of the most important of the function of management. It is
required at every level of management. It means identifying an organization’s vision,
mission, goals, and strategies, as well as the resources needed in order to implement
these goals and strategies.

IMPORTANCE OF PLANNING

1. Planning provides direction- given a clear objective, the employees acquire a

direction and all their efforts are alerted towards that direction.
2. Planning reduces risks of uncertainty- planning is always prepared for future
and future is unsure. With the help of planning, likely changes in future are
projected and various activities are planned in the best promising way. In this
way, the danger of upcoming uncertainties can be reduced.

3. Planning reduces overlapping and wasteful activities- under planning, future

activities are designed in order to accomplish objectives thus reduce some
wasteful activities and avoid overlapping activities not connected to the
objectives.

4. Planning promotes innovative ideas- it is obvious that planning chooses the

best option out of numerous available. All these options do no come to the
manager on their own. Many novel ideas are materialized and they are studied
or brainstormed intensively in order to find out the best out of them.

5. Planning facilitates decision making- decision making means the process of

taking decisions. Under it, a variety of options are discovered and the best
option is selected. The planning sets the target for decision making. It also lays
down the criteria for evaluating courses of action. In this manner, planning
facilitates decision making.

6. Planning establishes standards for controlling- by determining the objectives

of the organization through planning, the entire people working in the
organization and all the departments are informed about when, what, and how
to do things. Standards are laid down about their work, time and cost, etc.
under controlling, at the time of finishing the work, the real work done is
compared with the standard work and variations are found out and if the work
has not been done as preferred, thus there will be a correcting of actions.
STEPS IN PLANNING

Planning is a process which requires a number of steps to be taken. The planning

process may differ from organization to organization or from plan to plan. For
instance, planning process for a big organization may not be similar for small business.
However, the key steps in the planning process of a major organization or enterprise
are as follows:

1. Set the goals and objectives

Establish a goals and objectives that will contribute to the realization of
organizational goals. A goal is the broad and general end outcome that the
organization aspires to accomplish. While objective is the specific result based
on organizational goal. Example of a goal: to earn profit through limiting
expenses. Example of an objective: to increase profit by 5% in 12 months.
2. Determining alternative courses of action
Find out alternative courses of action that can be suitable for the goal or
objective.
3. Evaluating all alternatives
After knowing the various alternatives, know the strong points and weak
points of all available alternatives.
4. Choose a course of action
This is the point of decision making. After weighing or assessing all available
alternatives, it is the time of deciding the plan to be executed in order to attain
the goal or objective of the organization.
5. Implement and monitor the plan
Implement the chosen alternative and monitor also to check if the standards or
the goal or the objective has been achieved.
6. Feedback action
Crafting plans and implementing them are not enough if feedback action is not
done. This is to see that plans prepared are being executed based on what has
been planned. If the plan has been operative, it must still be improved.
Modifications of the plan must also be carried out if the plan has become
inoperative. If the goals are not met, analysis should be done to identify factors
that caused the non-accomplishment of the goals. These factors must be address
in order to improve chances of meeting the goal.

It is often said that if planning is the work of the head, organizing is the work of
hand. In this sense, organizing is understood as a process that involves the
 assembling of resources in a harmonious whole in order to achieve the desired
goal of the organization.

GROUP 2
ORGANIZING- is the process of making certain relationship between work units through appropriate
communication channel so that workforce can offer their contributions in the achievement of goals and
objectives.

Organization is a group of individuals who are communicating and cooperating with each other with a
view to achieve their common goals and objectives.

Organizational structure is a formal system visualizing the task division and department’s connections
that harmonize members to work together for goal and objective achievement. The organizational chart is
the diagram version of the organizational structure. It consists of shapes and lines that represent work
units and their hierarchy. The basic building block of an organizational chart is the rectangle, which can
represent a person or a work unit or a department. Organizational chart also varies to the size of the
organization.

Example of a simple organizational chart:

owner/manager

Cashier dishwasher utility worker

ORGANIZING PROCESS

1. Identify the work activities

First thing to do is to identify what are the activities or goals that need to
accomplish or need to be done.
2. Division of work
Divide the work into minor units which shall be made based on the activities or
goals that are set previously. The division of work into smaller jobs lead to
specialization and systematic working.
 3. Depart mentation
After dividing the work into smaller jobs, connected and comparable jobs are
clustered and placed in one department or unit.
4. Linking departments
In order for departments to operate in coordinated fashion, linking departments or
units has to be done to give shape to overall organization structure.
5. Assigning duties and responsibilities
After completion of departmentation and linking processes, every individual
working in different departments is given a respective duty corresponding to his
or her skill and qualifications.
6. Defining hierarchal structure
Every employee needs some authority that matches the job they need to perform.
The assignment of authority establishes the superior-subordinate relationship that
clarifies the “who reports to whom” concern. Each employee must know from
whom he or she has to take orders and to whom he/she is accountable or
responsible. The individual given higher authority turns out to be the superior
and the one with less authority becomes the subordinate.

GROUP 3
STAFFING

According to Harold Koontz “Staffing means filling and keeping filled, positions in the organizational
structure”. It is the process of acquiring, deploying, and retaining a right workforce or people at the right
job or position to attain organizational goals and objectives. Acquiring means engaging staffing systems
that administer the preliminary acceptance of applicants interested in the organization. Deployment means
the placement of new hires on the real job they will hold. Retention systems on the other hand, seek to
supervise the unpreventable flow of employees out of the organization. Sometimes these outflows are
uncontrolled on the part of the employee, like layoffs or the sale of business unit to another business.
Other outflows are voluntary in that they are initiated by the employee like living the organization to take
another job or for greener pastures. This type of turnover can be very pricey to the organization, thus,
with the use of various retention strategies and tactics such as rewards systems or incentives etc., the
organization can fight these turnover, in order to keep those employees it believes it cannot afford to lose.

Staffing is really an essential part of human resource management. It facilitates

procurement and placement of right people on the right jobs. The following are the
staffing procedure:
1. Manpower planning
 The first step of staffing is to identify how many employees are needed based on
the organizational chart or vacant positions. It involves planning about what kind
of people required in the company and identifying job requirements in the form
of the qualifications or KSAOs (knowledge, skill, ability, & other characteristics)
looked for to carry out the job effectively).
2. Recruitment
Refers to attracting qualified persons to apply in the organization. It is looking
for and acquiring a pool of perspective candidates with the preferred knowledge,
skills, and experience to fill job vacancies corresponding defined position
descriptions and specifications.
3. Selection
The act of choosing from candidates who succeed for the job. The most suitable
candidate or candidates are identified during a selection process once a pool of
candidates has been known through the recruitment process. Selection process
includes but not limited to interviewing, reference checking and testing.
Choosing the right candidates is crucial to the success of an organization,
because the workforce that has the right qualities will help ensure that an
organization meets its goals and targets.
4. Induction and Orientation
Induction means providing the necessary information to the newly hired workers
about the company, its profile, history, vision, mission, its offering and etc.
Orientation means introducing and discussing to the newly hired workers about
their new job or immediate working environment and co-workers.
5. Training and development
Training is any attempt to improve employee performance on a currently held job
or related to it. This means changes in particular knowledge, skills, attitudes, or
behaviors. It focuses on the immediate period top help fix any current
deficiencies in employee skills. Development on the other hand, refers to
learning opportunities designed to help employees grow. These opportunities do
not have to be restricted to improving employee’s performance on their current
jobs. The focus of development is on the long term assistance to employees to
prepare for future work demands.
6. Compensation
This is the total amount an employee can expect to receive when working for an
organization. Part of compensation is pay and benefits, which has vital roles in
attracting and retaining valued employees in general. Compensation does affect
job satisfaction, employee decisions to stay or leave the company and the
company’s attractiveness to job applicants and newly hired ones.
7. Performance Evaluation
Since the newly-hired applicants or employees have started working, then
performance appraisal come in. This is the process of assessing how well the
employees or newly-hired employees are doing their jobs. It is used for the
purpose of making administration decisions (pay increase, promotion, demotion,
 transfer, separation and retention), and providing feedback for employee
development (performance feedback, developing career plans).
8. Employment decisions
After the performance evaluation, there is an employment decision happens. It
can be in the form of promotion, demotion, transfer, or giving feedback. There is
a possibility that the employee will be promoted, demoted or transferred.
Promotion is an advancement of employee’s position to another position with
greater salaries or benefits and with higher responsibilities. Demotion is the
process of lowering the position or the job title of an employee within the
organization. Transfer is the act of moving an employee to one position to
another position or one place to another place with the same pay and same level
of responsibilities. Separation means leaving the organization. It is either a
voluntary or involuntary termination of an employee’s services. Voluntary means
the employee decided to leave the organization. Involuntary means the
organization has order or terminate the employee to leave the company. Also,
some employment decisions could involve giving feedback to employees so that
they can improve their performance.

GROUP 4
LEADING-means directing, motivating, and communicating with both groups and individual employees
to achieve the organization’s goals. It is setting up direction and influencing others to pursue that
direction. Leadership, on the other hand, is the ability to promote confidence and support among people
to realize organizational goals.

Leaders through their power and authority persuade people to do things. Power is the ability to influence
decision and control resources. People with power typically have the likelihood to use influence often.
Authority is the formal right to get people do things or to control resources. It is just the organization
which can award authority.

Leaders employ diverse types of power to influence other people. the following are some types of power
being used by leaders:

 Legitimate power – it is the right of a leader to make certain types of requests or

to tell others what to do. Employees are compelled to follow by legitimate orders.
 Reward power – it is the leader’s control over treasured rewards like salary
increases and recommendation for promotion. People obey with the leader’s
wishes to obtain these rewards.
  Coercive power – this is the ability of the leader to penalize others. Punishment
could be in the form of assignment to unwanted working hours, demotion and
even firing. People follow because they are afraid of the punishment.
 Expert power – this power stems on the special knowledge, skills and expertise
the leader possess. People conform because they believe in, can learn from or can
gain from the expertise.
 Referent power – it is the ability to control based on faithfulness to leaders and
the group members’ aspiration to delight the person. People follow because of
admiration, personal fondness, or an ambition to be like the leader.

GROUP 5
Controlling is the fifth step in the management process. It is a management process which aims at
achieving defined goals within an established timetable, and comprises of three components which are
setting standards, measuring actual performance, and taking corrective action. CONTROLLING-
involves measuring and correcting actions of subordinates in order to ensure that the overall objectives
and plans are achieved. It is the process of regulating organizational activities so that actual performance
conforms to expected organizational standards and goals and ensures that necessary corrective action is
taken.

Managerial control system involves four steps. First is, the manager establishes standards of
performance to ensure that performance is in accordance with the plans. Standards are the plans or the
targets which have to be achieved in the course of business. After this, under the second step, the manager
will measure the performance. Measurement involves in units, cost, money, attitude of the workers, their
morale to work, their way of communicating their superiors and etc. Under the third step, the manager
will compare it with predetermined standards. This will lead the manager to know whether the actual
performance has come up to the expected standards or if there is any deviation. Deviation can be defined
as the gap between actual performance and the planned targets. In case of any deviation, the manager will
take immediate corrective action which is the final step of controlling. Once the causes and extent of
deviations are known, the manager has to detect those errors and take remedial measures for it. After
taking the corrective measures, if the actual performance is not in conformity with plans, the manager can
revise the targets.

THE LINK BETWEEN PLANNING AND CONTROLLING

Planning and controlling are two separate functions of management, yet they are closely
related. The scopes of activities of both are overlapping to each other. Without the basis
of planning, controlling activities becomes baseless and without controlling, planning
becomes meaningless exercise. In absence of controlling, no purpose can be served by.
Thus, planning and controlling reinforce each other. According to Billy Goetz,
relationship between the two can be summarized in the following points:

 Planning precedes controlling and controlling succeeds planning.

 Planning and controlling are inseparable functions of management.
 Activities are put on rails by planning and they are kept at right place through
controlling.
 The process of planning and controlling works on systems approach which is
follows: Planning Results Corrective Action
 Planning and controlling are integral parts of an organization as both are
important for smooth running of an enterprise.
 Planning and controlling reinforce each other. Each drives the other function of
management.

In the present dynamic environment which affects the organization, the strong
relationship between the two is very critical and important. In the present day
environment, it is quite likely that planning fails due to some unforeseen events. There
controlling comes to the rescue. Once controlling is done effectively, it gives stimulus to
make better plans. Therefore, planning and controlling are inseparable functions of a
business enterprise.