Course Name- Principles of Management

Course Code- BBAMJ-101

Topic – Management and its functions

Model Institute of
Engineering & Technology
 Course Outcomes

Course Description Mapping with Program

Outcomes Outcomes and Program
Specific Outcomes

CO1 Understand the various functions of Management

CO2 Comprehend the various types of Organisation Structures.

CO3 Assess the importance of leadership and motivation in organizations.

CO4 Analyze the feedback and control procedures in an organizational setting.

CO5 Appraise the contemporary issues of management.

Course Outcome -Delivery Plan

Course Outcomes Topics Blooms Taxonomy

CO1 Understand the various functions of Management

Assessment and Evaluation Plan

Assessment Tools
• Q&A
• Discussion
• Evaluation
Lesson Outcomes

◻ Students will be able to understand the concept of Management and its

functions.
Functions of Management
Functions of Management

◻ Luther Gulick coined the word POSDCORB, which generally represents the initials of these
seven functions i.e.
P stands for Planning
O for Organizing
S for Staffing
D for Directing
Co for Co-ordination
R for reporting
B for Budgeting
But, Planning, Organizing, Staffing, Directing, and Controlling are widely recognized functions
of management.
Planning

◻ According to KOONTZ, “Planning is deciding in advance - what to do, when to do & how to do.
It bridges the gap from where we are & where we want to be”.
◻ It the purpose of ascertaining in advance what is supposed to be done and who has to do it
◻ Planning is future-oriented and determines an organization’s direction.
◻ It is a rational and systematic way of making decisions today that will affect the future of the
company.
◻ It is a kind of organized foresight as well as corrective hindsight.
◻ It involves predicting of the future as well as attempting to control the events.
◻ It involves the ability to foresee the effects of current actions in the long run in the future.
The process of planning involves the following steps

• Determination of goals or objectives of the enterprise

• Forecasting
• Search for alternative courses of action
• Evaluation of various alternatives & formulation of a plan
• Formulation of polices & procedures
Organising

◻ It is the administrative operation of specifying grouping tasks, duties, authorising power and
designating resources needed to carry out a particular system.
◻ Once a definite plan has been set for the completion of an organisational intent, the organising
party reviews the actions and resources expected to execute the program.
◻ It ascertains what actions and resources are needed.
◻ It determines who will do a distinct job, where and when it will be done.

According to Henry Fayol,

“To organize a business is to provide it with everything useful or its functioning i.e. raw material,
tools, capital and personnel’s”.
The function of organizing is concerned with:

◻ Identifying the tasks that must be performed and grouping them whenever necessary
◻ Assigning these tasks to the personnel while defining their authority and responsibility.
◻ Delegating this authority to these employees
◻ Establishing a relationship between authority and responsibility
◻ Coordinating these activities
Staffing

◻ Staffing is obtaining the best resources for the right job.

◻ A significant perspective of management is to make certain that the appropriate people with
the apt skills are obtainable in the proper places and times to achieve the goals of the
company.
◻ This is also called the human resource operations and it includes activities such as selection,
placement, recruitment and coaching of employees.

According to Kootz & O’Donnell,

“Managerial function of staffing involves manning the organization structurethrough the proper and
effective selection, appraisal & development of personnel to fill the roles designed in the structure”.
Staffing involves:

• Manpower Planning (estimating man power in terms of searching, choose the person and giving
the right place).
• Recruitment, Selection & Placement.
• Training & Development.
• Remuneration.
• Performance Appraisal.
• Promotions & Transfer
Directing

◻ It involves directing, leading and encouraging the employees to complete the tasks allocated to
them.
◻ This entails building an environment that inspires employees to do their best.
◻ Motivation and leadership are 2 chief elements of direction.
◻ Directing also includes communicating efficiently as well as managing employees at the
workplace.
◻ Motivating workers means simply building an atmosphere that urges them to want to work.
◻ Leadership is inspiring others to do what the manager wants them to do.
Direction has following elements

◻ Supervision- implies overseeing the work of subordinates by their superiors. It is the act of
watching & directing work & workers.
◻ Motivation- means inspiring, stimulating or encouraging the sub-ordinates with zeal to work.
Positive, negative, monetary, non-monetary incentives may be used for this purpose.
◻ Leadership- may be defined as a process by which manager guides and influences the work of
subordinates in desired direction.
◻ Communication- is the process of passing information, experience, opinion etc from one
person to another. It is a bridge of understanding.
Controlling

◻ The function of control consists of those activities that are undertaken to ensure that the events
do not deviate from the pre-arranged plans.
◻ Controlling is the management operation of controlling organisational achievement towards the

accomplishment of organisational intentions.

◻ The job of controlling comprises ascertaining criteria of performance, computing the current

performance, comparing this with organised rules and taking remedial action where any
divergence is observed.
According to Koontz & O’Donnell,
“Controlling is the measurement & correction of performance activities of subordinates in order to
make sure that the enterprise objectives and plans desired to obtain them as being accomplished”.
The controlling function involves:

◻ Establishment of standard performance.

◻ Measurement of actual performance.
◻ Measuring actual performance with the pre-determined standard and finding out the
deviations.
◻ Taking corrective action.