MANAGEMENT PROCESS AND MANAGEMENT FUNCTIONS

• MANAGEMENT PROCESS
  &MANAGEMENT FUNCTIONS
  PRINCIPLES OF MANAGEMENT

• MANAGEMENT PROCESS

1. A PROCESS IS A SYSTEMATIC WAY OF DOING THINGS. CONCERNED WITH CONVERSION OF INPUTS INTO OUTPUT
2. MANAGEMENT IS A PROCESS WHICH BRINGS THE SCARCE HUMAN AND MATERIAL RESOURCES TOGETHER AND MOTIVATES PEOPLE FOR THE ACHIEVEMENT OF OBJECTIVES OF THE ORGANIZATION
3. MANAGEMENT IS ON GOING SERIES OF INTERRELATED ACTIVITIES

• FEATURES OF MANAGEMENT PROCESS

1. SOCIAL PROCESS :THE SUCCESS AND SURVIVAL OF THE ORGANIZATION DEPENDS ON WILLING COOPERATION OF PEOPLE. MANAGERS,GUIDE,DIRECT AND INFLUENCE AND CONTROL THE ACTIONS OF OTHERS
2. CONTINUOUS PROCESS :-MANAGEMENT CYCLE IS REPEATED OVER AND OVER AND EACH MANAGERIAL FUNCTION IS VIEWED AS SUB PROCESS OF TOTAL MANAGEMENT PROCESS
3. UNIVERSAL :MANAGEMENT FUNCTIONS ARE UNIVERSAL IN THE SENSE THAT A MANAGER HAS TO PERFORM THEM IRRESPECTIVE OF THE SIZE AND NATURE OF THE ORGANIZATION
4. FEATURES OF MANAGEMENT PROCESS
5. ITERATIVE: MANAGERIAL FUNCTIONS ARE CONTAINED WITH IN EACH OTHER. THE PERFORMANCE OF NEXT FUNCTION DOES NOT START ONLY WHEN THE EARLIER FUNCTION IS FINISHED. PLANNING, ORGANIZING, DIRECTING AN CONTROLLING MAY OCCUR WITH IN STAFFING FUNCTION.
6. COMPOSITE: ALL MANAGERIAL FUNCTIONS ARE COMPOSITE AND INTEGRATED, THERE CANNOT ANY SEQUENCE WHICH CAN BE STRICTLY FOLLOWED. THE SEQUENTIAL CONCEPT IS TRUE FOR NEWLY START UP

• MANAGEMENT FUNCTIONS
• ACCORDING TO HENRY FAYOL
• “ TO MANAGE IS TO FORECAST.PLAN,TO ORGANIZE,TO COMMAND,TO COORDINATE AND TO CONTROL”
• FUNCTIONS AS PER HENRY FAYOL”

1. FORECASTING AND PLANNING
2. ORGANIZING
3. COMMANDING
4. COORDINATION
5. CONTROL

• LUTHUR GULICK USED THE POSDCORB
• P ---PLANNING
• O---ORGANIZING
• S---STAFFING
• D----DIRECTING
• C—CONTROLLNG
• R----REPORTING
• B----BUDGETING
• MANAGEMENT FUNCTION
• RALPH DAVIS

1. PLANNING
2. ORGANIZING
3. CONTROL

·         KOONTZ AND O’ DONNEL HAVE ADOPTED THE FOLLOWING FUNCTIONS:

1. PLANNING
2. ORGANIZING
3. STAFFING
4. DIRECTING
5. COORDINATING
6. CONTROLLING

• PLANNING
• BASIC MANAGERIAL FUNCTION
• HELPS IN DETERMINING THE COURSE OF ACTIONS TO BE FOLLOWED FOR ACHIEVING ORGANIZATIONAL GOALS AND IT IS DECISION IN ADVANCE :

1. WHAT TO BE?
2. WHEN TO BE ?
3. HOW TO DO ?
4. WHO TO DO?

• PLANNING IS A PROCESS OF LOOKING A HEAD
• PROCESS OF PLANNING
• THE PROCESS OF PLANNING COVER THE FOLLOWING:

1. GATHERING INFORMATION
2. LAYING DOWN OBJECTIVES
3. DEVELOPING PLANNING PREMISES
4. EXAMINING ALTERNATIVES
5. EVALUATION OF ACTION PATTERNS
6. REVIEWING OF LIMITATIONS
7. IMPLEMENTATION OF PLANS

ORGANIZING

• THE FUNCTION OF ORGANIZING IS TO ORGANIZE,GUIDE,COORDINATE ,DIRECT AND CONTROL THE ACTIVITIES OF OTHER FACTORS OF PRODUCTION VIZ MEN,MATERIALS,MONEY AND MACHINES
• THE PROCESS OF ORGANIZATION INVOLVES THE FOLLOWING STEPS:

1. TO IDENTIFY THE WORK TO BE PERFORMED
2. TO CLASSIFY OR GROUPS THE WORK
3. TO ASSIGN THESE GROUPS OF ACTIVITIES OR WORK TO INDIVIDUALS
4. TO DELEGATE AUTHORITY AND FIX RESPONSIBILITY
5. TO COORDINATE THESE AUTHORITY RESPONSIBILITY RELATIONSHIP OF VARIOUS ACTIVITIES
6. ORGANIZATION

• MANY TYPES OF ORGANIZATION BUT GENERALLY THREE TYPES OF VARIOUS ACTIVITIES

1. LINE ORGANIZATION: AUTHORITY FLOWS VERTICALLY FROM THE TOP OF HIERARCHY TO THE BOTTOM
2. FUNCTIONAL ORGANIZATION : WORK IS DIVIDED INTO DIFFERENT DEPARTMENTS AND DEPARTMENT DEALS IN ONE TYPE OF WORK AND SPECIALIZE IN ONE WORK ONLY
3. LINE AND STAFF ORGANIZATION PROVIDE FOR SPECIALISTS WITH LINE EXECUTIVES

• STAFFING
• MANNING THE POSITIONS CREATED BY THE ORGANIZATION. CONCERNED WITH HUMAN RESOURCES OF AN ORGANIZATION
• STAFFING CONSISTS OF THE FOLLOWING :

1. MANPOWER PLANNING
2. RECRUITMENT,SELECTION AND TRAINING
3. PLACEMENT OF MAN POWER
4. DEVELOPMENT ,PROMOTION,TRANSFER AND APPRAISAL
5. DETERMINATION OF EMPLOYEE REMUNERATION

• DIRECTING
• DIRECTING IS CONCERNED WITH CARRYING OUT DESIRED PLANS
• INITIATES ORGANIZED AND PLANNED ACTION AND ENSURES EFFECTIVE PERFORMANCE BY SUBORDINATES TOWARDS THE ACCOMPLISHMENT OF GROUP ACTIVITIES
• DIRECTION IS CONTINUOUS FUNCTION AND IS PERFORMED AT ALL LEVELS OF MANAGEMENT

1. LEADERSHIP : A MANAGER HAS TO ISSUE ORDERS AND INSTRUCTIONS AND GUIDE AND COUNSEL HIS SUBORDINATES AND LEADERSHIP IS THE ABILITY TO BUILD UP CONFIDENCE AND ZEAL AMONG PEOPLE  AND TO CREATE AN URGE IN THEM
2. COMMUNICATION:ESSENTIAL FOR DECISION MAKING

3. MOTIVATION :MOTIVATION IS THE PSYCHOLOGICAL PROCESS OF CREATING URGE AMONG THE SUBORDINATES TO DO CERTAIN THINGS OR BEHAVE IN THE DESIRED MANNER
4. SUPERVISION:JOB OF OVERSEEING SUBORDINATES AT WORK TO ENSURE MAXIMUM UTILIZATION OF RESOURCES AND IT IS PERFORMED AT ALL LEVELS

• COORDINATION
• ESSENTIAL TO CHANNELIZE THE ACTIVITIES OF VARIOUS INDIVIDUALS IN THE ORGANIZATION FOR THE ACHIEVEMENT OF THE COMMON GOALS
• COORDINATION AND COOPERATION : COORDINATION IS MUCH WIDER TERM THAN COOPERATION. COOPERATION INDICATES THE WILLINGNESS OF INDIVIDUALS TO HELP EACH OTHER AND IT IS AN ATTITUDE OF THE PEOPLE

• CONTROLLING
• CONTROL IS  ALINE FUNCTION AND EXECUTIVE AT VARIOUS LEVEL OF MANAGEMENT CONTINUOUSLY ASSESS THE PERFORMANCE OF THEIR SUBORDINATES
• THE MAIN OBJECTIVES OF THE CONTROL IS TO SEE THAT THE ACTIVITY IS ACHIEVING THE DESIRED RESULTS.
• THE PROCESS OF CONTROLLING :

1. ESTABLISHING STANDARD OF PERFORMANCE
2. MEASURING ACTUAL PERFORMANCE
3. COMPARING THE ACTUAL WITH STANDARD
4. FINDING DEVIATION AND TAKING CORRECTIVE ACTION

• INTERRELATIONSHIP BETWEEN MANAGEMENT FUNCTIONS

1. MANAGEMENT IS INTEGRATED PROCESS OF CONSISTING OF NUMBER OF FUNCTIONS SUCH AS PLANNING,ORGANIZING,STAFFING,DIRECTING AND CONTROLLING
2. EVERY MANAGEMENT HAS TO PERFORM THESE FUNCTION AT ONE TIME OR THE OTHER OR AT THE SAME TIME
3. THEORETICALLY THEY ARE SEPARATE BUT PRACTICALLY THEY ARE OVERLAPPING AND CANNOT BE SEPARATED
4. NO HARD AND FAST SEQUENCE
5. VARIOUS FUNCTIONS ARE INTERRELATED