Management Functions

Julie Amor Zantua, LPT

CAS, BISCAST
A. Management and Organization
• The attainment of organizational goals in an effective and
efficient manner through:
❑ Planning

❑ Organizing

❑ Leading

❑ Controlling organizational resources

A. Management and Organization
• Process of POLC the work of organization members and
using available resources to reach organization goals
• Process of coordinating and integrating work activities
• Practice of consciously and continuously shaping
organizations
Management Functions
Management Functions

• the 3 key activities namely PLANNING, ORGANIZING and

CONTROLLING may be subdivided into 12 management
functions
Management Functions
1. PLANNING
a. Planning
‒ organizational objectives by deciding who is to do
what, where, when, and how
‒ pre-thinking to implement the organizational
policies and to achieve objectives
‒ may get expert advice or get the whole team
involved
Management Functions
1. PLANNING
a. Planning
Strategic plan
‒ A written document that assesses the current state
of the organization and what it should do to
achieve its mission, goals, and objectives
Strategic planning
‒ Decision-making based on environmental
conditions, competition, forecasts, and resources
available
Management Functions
1. PLANNING
b. Scheduling
‒ needs a detailed plan with timetables,
programmers of activities, tasks, and persons
responsible
Management Functions
2. ORGANIZING
a. Communicating
‒ objectives and tasks translated into words to inform
those concerned through memos, meeting,
minutes, manuals, etc.
b. Delegating
‒ guiding individuals different duties and to specific
departments, terms or individuals and giving
authority to take appropriate decisions within
relevant framework
Management Functions
2. ORGANIZING
c. Directing
‒ guiding individuals towards achieving tasks and
secondary objectives
d. Motivating
‒ creating a devise amongst the employees to
achieve the goals by understanding individual
needs, appropriating good performances and
encouraging effort
Management Functions
2. ORGANIZING
e. Coordinating
‒ synchronizing the activities that have been
delegated for better results
‒ involves checking progress and harmonizing the
work of different individuals by avoiding conflicts,
duplication, overlapping, delays and waste
Management Functions
2. ORGANIZING
Organization chart
‒ a graphic representation of the basic groupings and
relationships of positions and functions
Job description
‒ an organized list of duties, skills, and
responsibilities required in a specific position
Management Functions
3. CONTROLLING
a. Reporting
‒ ensuring a system of timely reports sent up through
vertical channels of communication
b. Evaluating
‒ involves checking the actual performances against
the plan
Management Functions
3. CONTROLLING
c. Controlling
‒ the 9Ms should be controlled according to policy of
organization
‒ The function involves:
a. Establishment of standard performance.
b. Measurement of actual performance.
c. Measuring actual performance with the pre-
determined standard and finding out the
deviations.
d. Taking corrective action.
Management Functions
3. CONTROLLING
d. Analyzing
‒ involves the examination of all separate elements
of an operation, with a view to tracing the reasons
for success or failure
e. Reviewing
‒ consists of a periodical review of an operation,
normally with the aim of improving future
performance
B. Leadership and Motivation
What is Leadership?
‒ activity of influencing other people’s behavior toward
the achievement of desired objectives

According to Keith Davis, "Leadership is the ability to

actively encourage others to achieve established goals. It's
the human aspect that ties a community together and
motivates it toward goals."
B. Leadership and Motivation
Importance of Leadership
1. Initiates action
2. Motivation
3. Provides Direction
4. Creating trust
5. Building morale
6. Builds work environment
7. Teamwork
B. Leadership and Motivation
B. Leadership and Motivation
What is Motivation?
‒ derived from the word 'motive' which means needs,
wishes, desires, or drives inside the individual

In the context of the work objective the psychological

factors that influence the actions of the people may be:
✓ desire for money
✓ success
✓ recognition
✓ job-satisfaction
✓ teamwork
B. Leadership and Motivation
Maslow’s Need Hierarchy Model
B. Leadership and Motivation
Importance of Motivation
1. Put human resources into
2. Improves employee
This results in:
a. Stepping up productivity,
b. Reducing running costs, and
c. Improving performance overall
B. Leadership and Motivation
3. Leads to achieve organizational objectives
An enterprise's goals can only be accomplished when
the following factors occur:
a. Assets use is ideally feasible,
b. The work environment is cooperative,
c. Employees are target-driven and behave
deliberately,
d. Goals can be achieved when there are mutual
teamwork and collaboration and can be efficiently
accomplished through encouragement.
B. Leadership and Motivation
4. Builds a good relationship
This may set the following things in motion:
1. Incentives in monetary and non-monetary terms,
2. Promoting employee chances,
3. Disincentives of employee ineffectiveness.
5. Leads to workforce stability
C. Employee Management
What is Employee Management?
‒ method that makes the employees work at their best
and attain their company objectives.
‒ covers three key areas:
▪ Acquisition – Selecting the best applicants and hiring
them.
▪ Engagement and retention – Ensure the workers are
satisfied, dedicated, and remain as long as possible.
▪ Performance Management – Monitor and execute
performance evaluations, help them improve
consistently, and reward hard work.
C. Employee Management
What Are the Main Aspects of Workforce Management?

▪ Measurement
▪ Monitoring
▪ Interplay
▪ Reward
▪ Discipline
▪ Selection
D. Productivity and Performance Management
What is Performance Management?
‒ a structured mechanism in which an organization's
overall performance can be enhanced by the
performance of individuals
‒ both a strategic and an integrated approach for
achieving successful results in organizations by
improved success and improving team and individual
skills (Armstrong and Baron, 1998)
D. Productivity and Performance Management
The following acts constitute a Performance Improvement
system:
1. Create specific job requirements and management plans
for workers including main outcome areas (KRA') and
management indicators;
2. Choosing the correct group of people by introducing a
suitable selection method.
3. Negotiate result assessment and overall efficiency
criteria and performance expectations against the
predefined benchmarks;
D. Productivity and Performance Management
4. Continuous coaching and encouragement throughout
the success delivery period;
5. Defining the training and growth needs by assessing the
results achieved against the criteria set and by
implementing successful performance implementation
programs.
6. Conduct quarterly management planning meetings and
assess the success of employees based on performance
plans;
D. Productivity and Performance Management
7. Design appropriate incentive and reward programs to
identify all workers who meet the performance
expectations by meeting the criteria set in compliance
with the performance plans.
8. Supporting workers with promotional / career growth
and guidance;
9. Exit interviews to clarify the source of employee
dissatisfaction and eventually leave
D. Productivity and Performance Management
The major objectives of performance management are:
• Allowing workers to achieve higher work performance
levels.
• Helping workers recognize the expertise and skills
needed to do the job effectively as this would shift their
attention to executing the right task in the right
direction.
• Push their attention in the right direction to accomplish
the right mission.
D. Productivity and Performance Management
• Improve employee efficiency by promoting employee
confidence, encouragement, and successful incentive
program implementation;
• Promoting a two-way communication mechanism
between supervisors and employees to explain
responsibilities and accountability requirements, tom
communicate functional and organizational priorities, to
provide frequent and consistent feedback to improve
employee performance and continuous coaching.
D. Productivity and Performance Management
• Identifying and addressing barriers to effective success
by continuous monitoring, coaching, and development
approach.
• Establishing a basis for strategic planning, succession
planning, promotions, and performance-based payment
of several administrative decisions.
• Encouraging professional development and employee
career progression by helping them to gain the
knowledge and skills they need.
D. Productivity and Performance Management
Two of the main issues of an organization's performance
management framework are:
• In terms of output (results achieved), outcomes,
processes required to achieve results, and also inputs
(knowledge, competencies, and attitudes).
• Concerned with measuring outcomes and assessing
progress in achieving targets set.
• Defining business plans to shape a successful future in
advance.
D. Productivity and Performance Management
• Continuous improvement and development through the
creation of a learning culture and an open system;
• Developing a culture of trust and mutual understanding
that encourages free communication at all levels in
matters such as clarifying expectations and sharing
information on the core values of an organization that
binds the team together.
• Ensuring procedural fairness and accountability in the
decision-making process.
D. Productivity and Performance Management
An effective performance management system includes the
following components:
1. Performance Planning
2. Performance Appraisal and Reviewing
3. Feedback on performance accompanied by personal
therapy and performance facilitation
4. Rewarding good performance
5. Performance Management Plans
6. Potential assessment
E. Financial Planning, Operations, and Accountability

What is Financial Planning?

‒ mechanism by which the capital needed is calculated
and its competition decided.
‒ method of defining financial policies relating to an
enterprise's acquisition, expenditure, and fund
administration.
E. Financial Planning, Operations, and Accountability
Objectives of Financial Planning
a. Determining capital needs-This will depend on factors
such as operating and fixed asset costs, advertising, and
long-range planning expenses. Capital requirements
have to be looked at in both aspects: requirements for
the short and long term.
b. Determining capital structure-The capital structure is the
composition of capital, i.e. the relative existence and
proportion of capital needed in the company. This
includes judgments on the short- and long-term debt-
equity ratio.
E. Financial Planning, Operations, and Accountability

Objectives of Financial Planning

c. Framing financial policies relating to cash management,
loans, borrowing, etc.
d. A finance manager ensures that to get optimum returns
on investment, the scarce financial resources are used at
least cost in the best possible way.
E. Financial Planning, Operations, and Accountability

The Role of the Finance Function in Organizational

Processes
• The Finance Function and the Project Office
• The Finance Function's management of the pension
fund and tax activities
• Payroll, Claims Processing, and Automation
E. Financial Planning, Operations, and Accountability
Role of a Financial Manager
1. Raising of Funds
– To meet the business's obligation, it is important to
have ample cash and liquidity. A firm can pay funds
through equity and debt. A financial manager must
assess the ratio between debt and equity.
2. Allocation of Funds
– Upon raising the funds through various channels, the
next important function is to distribute the funds. The
funds should be distributed in such a way as to allow
full use of them.
E. Financial Planning, Operations, and Accountability
Role of a Financial Manager
2. Allocation of Funds
– The following point must be considered to allocate
the funds in the best possible way:
▪ The size of the company and its capacity to expand
▪ Long-term or short-term status of the properties
▪ The way the funds are collected
3. Profit Planning
– Benefit planning refers to a careful utilization of the
company's generated benefit.
E. Financial Planning, Operations, and Accountability
Role of a Financial Manager
3. Understanding Capital Markets
– Business shares are traded on the stock exchange,
and stocks are continually sold and purchased.
Therefore, a good understanding of them stock
market is a financial manager's essential feature.
F. MARKETING AND BRANDING
Marketing
‒ business strategy designed to attract customers and
influence their purchasing behaviors
‒ method of keeping prospective buyers or clients involved
in goods and services
F. MARKETING AND BRANDING
Types of Marketing
▪ Influencer Marketing – Marketing influencer focuses on
exploiting individuals who influence potential customers
and orienting marketing efforts around those individuals to
bring a brand message to the wider market.
▪ Marketing relationship – According to the National
Advertisers' Association (ANA), the marketing relationship
relates to techniques and methods for building loyalty by
segmenting customers.
▪ Viral Marketing – is a marketing technique that promotes
and inspires people to get a marketing message across.
F. MARKETING AND BRANDING
Types of Marketing
▪ Green Marketing – relates to the production and
promotion of goods believed to be environmentally
friendly (i.e. intended to reduce harmful effects on, or
enhance, the physical environment).
▪ Keyword Marketing – requires putting a marketing
message in front of users based on the unique keywords
and search phrases used.
▪ Guerilla Marketing – defines an innovative and inventive
marketing technique aimed at generating maximum
results with the limited resources available.
F. MARKETING AND BRANDING
Marketing Mix
‒ represents the package of approaches that organizations
use to attract a target market
F. MARKETING AND BRANDING
4 P’s of Marketing
1. Product – defined as a set of attributes (features,
functions, benefits, and uses) that can be exchanged or
used; typically, a mixture of tangible and intangible
forms;
2. Price – is the formal ratio indicating the amount of
money, goods, or services necessary to purchase a
specified amount of goods or services.
F. MARKETING AND BRANDING
4 P’s of Marketing
3. Place (or distribution) – refers to the act of marketing
and transportation of goods to consumers. It is often
used to define the degree to which the product
concerned has market coverage.
4. Promotion – According to the National Advertisers'
Association (ANA), marketing promotion includes tactics
that promote short-term purchases, influence trials and
purchase quantities, and are very measurable in volume,
share, and profit.
F. MARKETING AND BRANDING
What is Branding?
‒ a marketing activity where an organization produces a
brand, emblem, or design that can be recognized as
belonging to the company.
F. MARKETING AND BRANDING
Why Is Branding Important?
✓can shift the way the brand is viewed by consumers, can
attract new business, and increase brand recognition
✓it is how a company gets attention and becomes
recognizable to customers.
✓increases Market Value
✓attracts new buyers