MANAGEMENT FUNCTION

PLANNING – a process of setting course of action to accomplish given goals in

a predicted environment. Management Planning involves development of
forecasting, objectives, policy, programs, procedures, schedules and
budget.

ORGANIZING - in management is the process of creating structure for

the organization and allocating resources to achieve its goal

LEADING - in management is the process of influencing and

motivating others to achieve organizational goals. It helps to ensure
that the organization is moving in the right direction and that it’s
resources are being used effectively.

CONTROLLING – is a process of ensuring that the organization is on

track to achieve its goals. It involves setting standards, measuring
performance against those standards, & taking corrective action
when necessary.
STEPS IN PLANNING

Environmental Scanning (SWOT) -> Goal Setting (SMART) -> Strategy Formulation ->Implementation -> Evaluation

TYPES OF PLANNING

STRATEGIC PLANNING – LONG-TERM PLANNING (OVER ALL)

TACTICAL PLANNING – MEDIUM TERM PLANNING ( ACHIVE GOAL SET BY S.P.)

OPERATIONAL PLANNING – SHORT TERM PLANNING (DAY TO DAY ACTIVITIES)

CONTINGENCY PLANNING – (PLANNING FOR UNEXPECTED EVENTS)

TYPES OF PLAN

1. BREADTH – STRATEGIC, TACTICAL, OPERATIONAL

2. TIME-FRAME (LONGTERM, INTERMEDIATE, SHORT TERM PLAN)
3. SPECIFICITY (DIRECTIONAL & SPECIFIC)
4. FREQUENCY (STANDING PLAN, SINGL-USE PLAN)

IMPORTANCE OF PLANNING

1. PROVIDES DIRECTION
2. REDUCESUNCERTAINTY AND RISK
3. PROVIDES FRAMEWORK FOR DECISION-MAKING
4. MOTIVATES ANDCOORDINATES EMPLOYEE
5. IMPROVE PERFORMANCE
STEPS IN ORGANIZING

1. IDENTIFY THE ACTIVITIES TO BE PERMORMED

2. GROUP RELATED ACTIVITIES TOGETHER
3. ASSIGN AUTHORITY & RESPONSIBILITY
4. COORDINATE ACTIVITIES
5. ESTABLISH COMMUNICATION CHANNELS

COMMON ORGANIZATION STRUCTURE

1. FUNCTIONAL STRUCTURE (TRADITIONAL STRUCTURE BASED ON FUNCTION)

2. DIVISIONAL STRUCTURE (BASED ON PRODUCT, DIVISION OR GEOGRAPHIC REGION)
3. MATRIX STRACTURE (BASED ON BOTH)
4. NETWORK STRUCTURE (DECENTRALIZED, RELIES ON OUTSOURCING & PARTNERSHI)

ALTERNATIVES TO SPECIALIZATION

JOB ROTATION – MOVING EMPLOYEES FROM ONEJOB TO ANOTHER

JOB ENLARGEMENT – INC. IN # OF TASKS WORKERS PERFORM

JOB ENRICHMENT – INC BOTH # OF TASKS THE WORKER DOES & CONTROL THE WORKER OVER THE JOB

ESTABLISHING REPORTING RELATIONSHIP

CHAIN OF COMMAND (CLEAR AND DISTINCT LINE OF AUTHORITY)

UNITY OF COMMAND (CLEAR REPORTING RELATIONSHIP TO ONE AND ONLY ONE BOSS)

SCALAR PRINCIPLE (CLEAR AND UNBROKEN LINE OF AUTHORITY FROM BOTTOM TO TOP MNGT.)

5 ELEMENTS OF ORGANIZING

1. DESIGN JOBS
2. DEPERTAMENTALIZATION
3. DISTRIBUTING AUTHORITY
4. DIFFERENTIATING BETWEEN POSITIONS
5. ESTABLISHING REPORTING RELATIONSHIPS BETWEEN JOBS
COMMON TRAITS OF A LEADER

1. VISION
2. MOTIVATION
3. COMMUNICATION
4. DECISION-MAKING
5. PROBLEM SOLVING

EFFECTIVE LEADERS IN MODERN TIMES

1. ADAPTABILITY & AGILITY

2. COMMUNICATION & COLLABORATION
3. CREATIVITY & INNOVATION
4. EMPATHY & UNDERSTANDING

EFFECTIVE LEADERS IN MODERN TIMES

1. EMOTIONAL INTELLIGENCE
2. VISION & PURPOSE
3. EMBRACE DIVERSITY & INCLUSIONS
4. USE TECHNOLOGY EFFECTIVELY
5. BE LIFELONG LEARNERS

TYPES OF POWER IN ORGANIZATIONS

POWER – ABILITY TO AFFECT THE BEHAVIOS OF OTHERS

• LEGITIMATE – granted through organizational hierarchy

• REWARD - power to give or withhold rewards
• COERCIVE – the capability to force compliance by means of psychological, emotional or physical
threat
• EXPERT – personal power that accrues to someone based on identification, imitation, loyalty or
charisma
• REFERENT – derived from the possession of information or expertise
STEPS IN CONTROLLING PROCESS

1. SETTING STANDARDS – Can be quantitative (sales target), qualitative (customer satisfaction)

2. MEASURING PERFORMANCE – done by reports, customer survey, or emp. performance reviews
3. COMPARING PERFORMANCE TO STANDARDS– comparison to identify areas falling short
4. TAKING CORRECTIVE ACTION– changing the way things are done, provide additional training to
emp. Or reallocating resources

TYPES OF CONTROLS IN MANAGEMENT

1. FINANCIAL CONTROLS
2. OPERATIONAL CONTROLS
3. COMPLIANCE CONTROLS
4. BEHAVIOR CONTROLS