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Functions of Management

The document discusses the key functions and process of management. It outlines the five primary functions as planning, organizing, staffing, directing, and controlling. It then describes management as a continuous social process that integrates resources to achieve organizational goals. Finally, it identifies the main managerial skills as technical skills, human skills, conceptual skills, analytical skills, and administrative skills.

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Ronak
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332 views

Functions of Management

The document discusses the key functions and process of management. It outlines the five primary functions as planning, organizing, staffing, directing, and controlling. It then describes management as a continuous social process that integrates resources to achieve organizational goals. Finally, it identifies the main managerial skills as technical skills, human skills, conceptual skills, analytical skills, and administrative skills.

Uploaded by

Ronak
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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UNIT 1

FUNCTIONS OF MANAGEMENT
The different functions of Management are:

1. PLANNING

Planning is a mental process requiring the use of intellectual faculties (ability, aptitude,
power), foresight and sound judgement. It is the determination of a course of action to
achieve the desired results. Planning involves deciding in advance what to do, when to do it,
where to do it, how to do it and who is to do it and how the results are to be evaluated.
Planning is the systematic thinking about the ways and means for the accomplishment of pre-
determined objectives. The process of planning involves the following steps:

i) Determination of goals or objectives of the enterprise


ii) Forecasting
iii) Search of alternative courses of action
iv) Evaluation of various alternatives and formulation of a plan
v) Formulation of policies and procedures
vi) Preparation of schedules programmes and budgets.

2. ORGANISING

Organising is an important managerial activity by which management brings together the


manpower and material resources for the achievement of pre-determined objectives.
Organisation is the process of establishing relationships among the members of the
enterprise. Organising involves the determination of activities to be performed, grouping
them and assigning them to various individuals and creating a structure of authority and
responsibility among the individuals to achieve the organisational goals. Organisation
involves the following steps:

i) Grouping of activities so as to create well defined jobs


ii) Assignment of jobs to employees
iii) Delegation of authority to subordinates
iv) Establishment of authority-responsibility relationships throughout the
organisation.

3. STAFFING

The staffing function of management pertains to recruitment, selection, training, development


and appraisal of personnel. Staffing comprises the following sub-functions

i) Manpower planning involving determination of the number and the kind of


personnel required
ii) Recruitment for attracting suitable personnel to seek jobs in the enterprise
iii) Selection of the most suitable persons for the jobs under consideration
iv) Placement and orientation of employees.
v) Transfer, Promotion, etc. of employees
vi) Training and development of employees.

4. DIRECTING/LEADING

Directing involves determining the course, giving orders and instructions and providing
dynamic leadership. Sub-functions of directing are:

i) Communication :- is the process of passing information and understanding one


person to another. It is a two-way process.
ii) Leadership :- is defined as the process by which a manager guides and influences
the behaviour of his subordinates.
iii) Motivation :- means inspiring the subordinates with a zeal to do work for the
accomplishmentof organisational objectives. It is necessary for getting voluntary
cooperation of the subordinates.
iv) Supervision :- it means overseeing the functioning of the subordinates. Every
executive has to supervise his subordinates.

5. CONTROLLING

Controlling leads to taking corrective action if the results do not conform to standards. It
involves the following steps:

i) Establishment of standards:- The management must establish standards with


which the actual performance of the subordinates will be compared.
ii) Measurement of performance:- After the performance is over, the actual
performance has to be measured in terms of quantity, quality, cost and time. It is
difficult to measure mental work.
iii) Appraisal of performance:- The establishment of standards has no meaning unless
they are used in actual practice.
iv) Taking corrective action:- When the deviations from the standards are reported to
the management, it must take corrective action so that such deviations do not
occur again. While taking corrective steps, management should also consider the
improvement of plans and standards.

…………………………………………………………………………………………
PROCESS OF MANAGEMENT / MANAGEMENT AS A PROCESS
Management is called a process because it comprises of a series of functions that lead to the
achievement of certain objectives. Management process involves planning, organising,
staffing, directing and controlling as shown in the figure below (1):

Since management continuously deals with people and integrates the human resource with
non-human resources (money, material, machine, method and market) it is generally defined
as:

a. A Social Process
b. A Continuous Process
c. An Integrating Process

A social process:- Management deals with people. It makes the best use of its human resource
to convert its inactive resources into productive output (goods and services). It understands
human needs and satisfies them through various motivational factors, both financial (money)
and non-financial (power, prestige, recognition etc).

A continuous process:- Managers continuously perform the basic functions of management.


Organisations strive to achieve their goals and therefore, continuously need management to
integrate their resources.

An integrating process:- Management coordinates the activities of its departments


(production, personnel, marketing and finance) and resources (human and non-human) to
achieve maximum output at minimum cost.
MANAGERIAL SKILLS

The term “managerial skills” means the personal ability used by a manager for the
accomplishment of organisational goals. Types of managerial skills are as follows:

i) Technical skills
ii) Human skills
iii) Conceptual skills
iv) Analytical skills
v) Administrative skills

TECHNICAL SKILLS:- Smplies proficiency in a specific kind of activity particularly the


one involving methods, processes, procedures or techniques. Managers need technical skills
to guide and train subordinates. They cannot handle their subordinates if they do not know
how the jobs are done.

HUMAN SKILLS:- is the manager’s ability to work effectively as a group member and to
build cooperative effort within the team he leads. Human skills are reflected in the way a
manager perceives his superiors, subordinates and peers. With human skills, managers can
resolve intra and inter-group conflicts.

CONCEPTUAL SKILLS:- means the ability to see the organisation as a whole and it
includes recognising how the various functions of the organisation depend on one another. It
also makes the individual aware how changes in one part of the organisation affect the other.

ANALYTICAL SKILLS:- refer to abilities to proceed in a logical, step-by step and


systematic manner, to examine the various aspects of specific issues and to understand
complex characteristics of a phenomenon. Analytical skills are needed for problem solving
and decision making, to evaluate performances and to manage complex situations.

ADMINISTRATIVE SKILLS:- These centre around ability to act in a pragmatic manner,


get things done by implementing decisions and plans, to mobilise and organise resources and
efforts, to coordinate diverse activities and to regulate organisational events in a orderly
manner.

…………………………………….

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