Functions Of Management - Planning, Organizing, Staffing, Directing And Controlling 13f3t
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Management and istration According to Theo Haimann, “istration means overall determination of policies, setting of major objectives, the identi cation of general purposes and laying down of broad programmes and projects”. It refers to the activities of higher level. It lays down basic principles of the enterprise. According to Newman, “istration means guidance, leadership & control of the e orts of
the groups towards some common goals”.
Whereas, management involves conceiving, initiating and bringing together the various elements; coordinating, actuating, integrating the diverse organizational components while sustaining the viability of the organization towards some predetermined goals. In other words, it is an art of getting things done through & with the people in formally organized groups. The di erence between Management and istration can be summarized under 2 categories: 1. Functions 2. Usage / Applicability On the Basis of Functions: Basis
Management
istration
Meaning
Management is an art of getting things done through others by directing their e orts towards achievement of pre-determined goals.
It is concerned with formulation of broad objectives, plans & policies.
Nature
Management is an executing function.
istration is a decision-making function.
Process
Management decides who should as it & how should he dot it.
istration decides what is to be done & when it is to be done.
Function
Management is a doing function because managers get work done under their supervision.
istration is a thinking function because plans & policies are determined under it.
Skills
Technical and Human skills
Conceptual and Human skills
Level
Middle & lower level function
Top level function
On the Basis of Usage: Basis
Management
istration
Applicability
It is applicable to business concerns i.e. pro t-making organization.
It is applicable to nonbusiness concerns i.e. clubs, schools, hospitals etc.
In uence
The management decisions are in uenced by the values, opinions, beliefs & decisions of the managers.
The istration is in uenced by public opinion, govt. policies, religious organizations, customs etc.
Status
Management constitutes the employees of the organization who are paid remuneration (in the form of salaries & wages).
istration represents owners of the enterprise who earn return on their capital invested & pro ts in the form of dividend.
Practically, there is no di erence between management & istration. Every
Management Basics
What is Management ? (what_is_management.htm)
Management as a Process (management_process.htm)
Management as an Activity (management_activity.htm)
Management as a Discipline (management_discipline.htm)
Management as a Group (management_group.htm)
Management as a Science (management_science.htm)
Management as an Art (management_art.htm)
Management as a Profession (management_profession.htm)
Features of Management (management_features.htm)
Levels of Management (management_levels.htm)
Practically, there is no di erence between management & istration. Every manager is concerned with both - istrative management function and operative management function as shown in the gure. However, the managers who are higher up in the hierarchy denote more time on istrative function & the lower level denote more time on directing and controlling worker’s performance i.e. management.
The Figure above clearly shows the degree of istration and management performed by the di erent levels of management
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Home (index.html) / Library (all-subjects.htm) / Management Basics (management-basics-articles.htm) / Functions of Management
Functions of Management
Management Basics
Management has been described as a social process involving responsibility for economical and e ective planning & regulation of operation of an enterprise in the ful llment of given purposes. It is a dynamic process consisting of various elements and activities. These activities are di erent from operative functions like marketing, nance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status.
What is Management ? (what_is_management.htm)
Di erent experts have classi ed functions of management. According to George & Jerry, “There are four fundamental functions of management i.e. planning, organizing, actuating and controlling”.
Features of Management (management_features.htm)
Levels of Management (management_levels.htm)
Objectives of Management (management_objectives.htm)
According to Henry
According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for Sta ng, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are 100+ Indoor & Outdoor Team functions of Building Activities, 1000+Satis ed management given by Customers KOONTZ and O’DONNEL i.e. Planning, Organizing, Sta ng, Directing and Controlling.
Team Building Activities
For theoretical purposes, it may be convenient to separate the function of management but practically these functions are overlapping in nature i.e. they are highly inseparable. Each function blends into the other & each a ects the performance of others.
1. Planning
(planning_function.htm)
It is the basic function of management. It deals with chalking out a future course of action & deciding in advance the most appropriate course of actions for achievement of pre-determined goals. 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”. A plan is a future course of actions. It is an exercise in problem solving & decision making. Planning is determination of courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways & means for accomplishment of pre-determined goals. Planning is necessary to ensure proper utilization of human & non-human resources. It is all pervasive, it is an intellectual activity and it also helps in avoiding confusion, uncertainties, risks, wastages etc. 2. Organizing
(organizing_function.htm)
It is the process of bringing together physical, nancial and human resources and developing productive relationship amongst them for achievement of organizational goals. 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”. To organize a business involves determining & providing human and non-human resources to the organizational structure. Organizing as a process involves: Identi cation of activities. Classi cation of grouping of activities. Assignment of duties. Delegation of authority and creation of responsibility. Coordinating authority and responsibility relationships. 3. Sta
ng (sta
ng-function.htm)
It is the function of manning the organization structure and keeping it manned. Sta ng has assumed greater importance in the recent years due to advancement of technology, increase in size of business, complexity of human behavior etc. The main purpose o sta ng is to put right man on right job i.e. square pegs in square holes and round pegs in round holes. According to Kootz & O’Donell, “Managerial function of sta ng involves manning the organization structure through proper and e ective selection, appraisal & development of personnel to ll the roles designed un the structure”. Sta ng involves: Manpower Planning (http://www.managementstudyguide.com/manpowerplanning.htm) (estimating man power in of searching, choose the person and giving the right place). Recruitment, Selection & Placement. Training & Development (training-and-development.htm). Remuneration (employee-remuneration.htm).
Importance of Management (management_importance.htm)
Management and istration (management_istration.htm)
Functions of Management (management_functions.htm)
Co-ordination Introduction (coordination.htm)
Co-ordination and Cooperation
Remuneration (employee-remuneration.htm). Performance Appraisal (performance-appraisal.htm). Promotions & Transfer. 4. Directing
(directing_function.htm)
It is that part of managerial function which actuates the organizational methods to work e ciently for achievement of organizational purposes. It is considered life-spark of the enterprise which sets it in motion the action of people because planning, organizing and sta ng are the mere preparations for doing the work. Direction is that inert-personnel aspect of management which deals directly with in uencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational goals. Direction has following elements: Supervision Motivation (what_is_motivation.htm) Leadership (leadership_basics.htm) Communication (understanding-communication.htm) 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 subordinates with zeal to work. Positive, negative, monetary, non-monetary incentives may be used for this purpose. Leadership- may be de ned as a process by which manager guides and in uences the work of subordinates in desired direction. Communications- is the process of ing information, experience, opinion etc from one person to another. It is a bridge of understanding. 5. Controlling
(controlling_function.htm)
It implies measurement of accomplishment against the standards and correction of deviation if any to ensure achievement of organizational goals. The purpose of controlling is to ensure that everything occurs in conformities with the standards. An e cient system of control helps to predict deviations before they actually occur. According to Theo Haimann, “Controlling is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation”. According to Koontz & O’Donell “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”. Therefore controlling has following steps: a. Establishment of standard performance. b. Measurement of actual performance. c. Comparison of actual performance with the standards and nding out deviation if any. d. Corrective action.
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Sta
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Controlling Function of Management (controlling_function.htm)
Principles of Management (management_principles.htm)
Importance of Management (management_importance.htm)
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ng Function of Management (sta
ng-function.htm)
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Home (index.html) / Library (all-subjects.htm) / Management Basics (management-basics-articles.htm) / De nition of Coordination
De nition of Coordination Co-ordination is the uni cation, integration, synchronization of the e orts of group so as to provide unity of action in the pursuit of common goals. It is a hidden force which binds all the other functions of management. According to Mooney and Reelay, “Coordination is orderly Convert From Doc to PDF, PDF to arrangement of group Doc Simply With The Free Online e orts to provide unity App! of action in the pursuit of common goals”. According to Charles Worth, “Co-ordination is the integration of several parts into an orderly hole to achieve the purpose of understanding”.
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Management seeks to achieve co-ordination through its basic functions of planning, organizing, sta ng, directing and controlling. That is why, coordination is not a separate function of management because achieving of harmony between individuals e orts towards achievement of group goals is a key to success of management. Co-ordination is the essence of management and is implicit and inherent in all functions of management. A manager can be compared to an orchestra conductor since both of them have to create rhythm and unity in the activities of group . Co-ordination is an integral element or ingredient of all the managerial functions as discussed below: a. Co-ordination through Planning - Planning facilitates co-ordination by integrating the various plans through mutual discussion, exchange of ideas. e.g. - co-ordination between nance budget and purchases budget. b. Co-ordination through Organizing - Mooney considers co-ordination as the very essence of organizing. In fact when a manager groups and assigns various activities to subordinates, and when he creates department’s co-ordination uppermost in his mind. c. Co-ordination through Sta ng - A manager should bear in mind that the right no. of personnel in various positions with right type of education and skills are taken which will ensure right men on the right job. d. Co-ordination through Directing - The purpose of giving orders, instructions & guidance to the subordinates is served only when there is a harmony between superiors & subordinates. e. Co-ordination through Controlling - Manager ensures that there should
Management Basics
What is Management ? (what_is_management.htm)
Management as a Process (management_process.htm)
Management as an Activity (management_activity.htm)
Management as a Discipline (management_discipline.htm)
Management as a Group (management_group.htm)
Management as a Science (management_science.htm)
Management as an Art (management_art.htm)
Management as a Profession (management_profession.htm)
Features of Management (management_features.htm)
Levels of Management (management_levels.htm)
e. Co-ordination through Controlling - Manager ensures that there should be co-ordination between actual performance & standard performance to achieve organizational goals. From above discussion, we can very much a rm that co-ordination is the very much essence of management. It is required in each & every function and at each & every stage & therefore it cannot be separated.
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Management and istration According to Theo Haimann, “istration means overall determination of policies, setting of major objectives, the identi cation of general purposes and laying down of broad programmes and projects”. It refers to the activities of higher level. It lays down basic principles of the enterprise. According to Newman, “istration means guidance, leadership & control of the e orts of
the groups towards some common goals”.
Whereas, management involves conceiving, initiating and bringing together the various elements; coordinating, actuating, integrating the diverse organizational components while sustaining the viability of the organization towards some predetermined goals. In other words, it is an art of getting things done through & with the people in formally organized groups. The di erence between Management and istration can be summarized under 2 categories: 1. Functions 2. Usage / Applicability On the Basis of Functions: Basis
Management
istration
Meaning
Management is an art of getting things done through others by directing their e orts towards achievement of pre-determined goals.
It is concerned with formulation of broad objectives, plans & policies.
Nature
Management is an executing function.
istration is a decision-making function.
Process
Management decides who should as it & how should he dot it.
istration decides what is to be done & when it is to be done.
Function
Management is a doing function because managers get work done under their supervision.
istration is a thinking function because plans & policies are determined under it.
Skills
Technical and Human skills
Conceptual and Human skills
Level
Middle & lower level function
Top level function
On the Basis of Usage: Basis
Management
istration
Applicability
It is applicable to business concerns i.e. pro t-making organization.
It is applicable to nonbusiness concerns i.e. clubs, schools, hospitals etc.
In uence
The management decisions are in uenced by the values, opinions, beliefs & decisions of the managers.
The istration is in uenced by public opinion, govt. policies, religious organizations, customs etc.
Status
Management constitutes the employees of the organization who are paid remuneration (in the form of salaries & wages).
istration represents owners of the enterprise who earn return on their capital invested & pro ts in the form of dividend.
Practically, there is no di erence between management & istration. Every
Management Basics
What is Management ? (what_is_management.htm)
Management as a Process (management_process.htm)
Management as an Activity (management_activity.htm)
Management as a Discipline (management_discipline.htm)
Management as a Group (management_group.htm)
Management as a Science (management_science.htm)
Management as an Art (management_art.htm)
Management as a Profession (management_profession.htm)
Features of Management (management_features.htm)
Levels of Management (management_levels.htm)
Practically, there is no di erence between management & istration. Every manager is concerned with both - istrative management function and operative management function as shown in the gure. However, the managers who are higher up in the hierarchy denote more time on istrative function & the lower level denote more time on directing and controlling worker’s performance i.e. management.
The Figure above clearly shows the degree of istration and management performed by the di erent levels of management
Start - View PDF
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❮ PREVIOUS ARTICLE (MANAGEMENT_IMPORTANCE.HTM)
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Similar Articles Under - Management Basics
Levels of Management (management_levels.htm)
Objectives of Management (management_objectives.htm)
Importance of Management (management_importance.htm)
Functions of Management (management_functions.htm)
Co-ordination - Introduction (coordination.htm)
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Authorship/Referencing - About the Author(s) MSG team comprises experienced faculty and professionals who develop the content for the portal. We collectively refer to our team as - “MSG Experts”. To Know more, click on (https://managementstudyguide.com/portal/about-us). The use of this material is free for learning and education purpose. Please reference authorship of content used, including link(s) to ManagementStudyGuide . com (http://ManagementStudyGuide.com) and the content page url. Search
Home (index.html) / Library (all-subjects.htm) / Management Basics (management-basics-articles.htm) / Functions of Management
Functions of Management
Management Basics
Management has been described as a social process involving responsibility for economical and e ective planning & regulation of operation of an enterprise in the ful llment of given purposes. It is a dynamic process consisting of various elements and activities. These activities are di erent from operative functions like marketing, nance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status.
What is Management ? (what_is_management.htm)
Di erent experts have classi ed functions of management. According to George & Jerry, “There are four fundamental functions of management i.e. planning, organizing, actuating and controlling”.
Features of Management (management_features.htm)
Levels of Management (management_levels.htm)
Objectives of Management (management_objectives.htm)
According to Henry
According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for Sta ng, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are 100+ Indoor & Outdoor Team functions of Building Activities, 1000+Satis ed management given by Customers KOONTZ and O’DONNEL i.e. Planning, Organizing, Sta ng, Directing and Controlling.
Team Building Activities
For theoretical purposes, it may be convenient to separate the function of management but practically these functions are overlapping in nature i.e. they are highly inseparable. Each function blends into the other & each a ects the performance of others.
1. Planning
(planning_function.htm)
It is the basic function of management. It deals with chalking out a future course of action & deciding in advance the most appropriate course of actions for achievement of pre-determined goals. 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”. A plan is a future course of actions. It is an exercise in problem solving & decision making. Planning is determination of courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways & means for accomplishment of pre-determined goals. Planning is necessary to ensure proper utilization of human & non-human resources. It is all pervasive, it is an intellectual activity and it also helps in avoiding confusion, uncertainties, risks, wastages etc. 2. Organizing
(organizing_function.htm)
It is the process of bringing together physical, nancial and human resources and developing productive relationship amongst them for achievement of organizational goals. 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”. To organize a business involves determining & providing human and non-human resources to the organizational structure. Organizing as a process involves: Identi cation of activities. Classi cation of grouping of activities. Assignment of duties. Delegation of authority and creation of responsibility. Coordinating authority and responsibility relationships. 3. Sta
ng (sta
ng-function.htm)
It is the function of manning the organization structure and keeping it manned. Sta ng has assumed greater importance in the recent years due to advancement of technology, increase in size of business, complexity of human behavior etc. The main purpose o sta ng is to put right man on right job i.e. square pegs in square holes and round pegs in round holes. According to Kootz & O’Donell, “Managerial function of sta ng involves manning the organization structure through proper and e ective selection, appraisal & development of personnel to ll the roles designed un the structure”. Sta ng involves: Manpower Planning (http://www.managementstudyguide.com/manpowerplanning.htm) (estimating man power in of searching, choose the person and giving the right place). Recruitment, Selection & Placement. Training & Development (training-and-development.htm). Remuneration (employee-remuneration.htm).
Importance of Management (management_importance.htm)
Management and istration (management_istration.htm)
Functions of Management (management_functions.htm)
Co-ordination Introduction (coordination.htm)
Co-ordination and Cooperation
Remuneration (employee-remuneration.htm). Performance Appraisal (performance-appraisal.htm). Promotions & Transfer. 4. Directing
(directing_function.htm)
It is that part of managerial function which actuates the organizational methods to work e ciently for achievement of organizational purposes. It is considered life-spark of the enterprise which sets it in motion the action of people because planning, organizing and sta ng are the mere preparations for doing the work. Direction is that inert-personnel aspect of management which deals directly with in uencing, guiding, supervising, motivating sub-ordinate for the achievement of organizational goals. Direction has following elements: Supervision Motivation (what_is_motivation.htm) Leadership (leadership_basics.htm) Communication (understanding-communication.htm) 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 subordinates with zeal to work. Positive, negative, monetary, non-monetary incentives may be used for this purpose. Leadership- may be de ned as a process by which manager guides and in uences the work of subordinates in desired direction. Communications- is the process of ing information, experience, opinion etc from one person to another. It is a bridge of understanding. 5. Controlling
(controlling_function.htm)
It implies measurement of accomplishment against the standards and correction of deviation if any to ensure achievement of organizational goals. The purpose of controlling is to ensure that everything occurs in conformities with the standards. An e cient system of control helps to predict deviations before they actually occur. According to Theo Haimann, “Controlling is the process of checking whether or not proper progress is being made towards the objectives and goals and acting if necessary, to correct any deviation”. According to Koontz & O’Donell “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”. Therefore controlling has following steps: a. Establishment of standard performance. b. Measurement of actual performance. c. Comparison of actual performance with the standards and nding out deviation if any. d. Corrective action.
Start - View PDF
Convert From Doc to PDF, PDF to Doc Simply With The Free Online App! .fromdoctopdf.com
Learn management concepts & skills rapidly with easy to understand, richly illustrated self-paced learning modules & able powerpoint presentations. Click below to view DEMO on “Functions of Management” DEMO Presentation Now!.
(http://managementstudyguide.com/ppts/Functions-ofManagement-Demo.pptx)
As a member, you get access to view complete course content online and powerpoint presentations for more than 120 courses in management and skills area.
(http://managementstudyguide.com/lms/course/view.php? id=182)
❮ PREVIOUS ARTICLE (MANAGEMENT_ISTRATION.HTM)
NEXT ARTICLE ❯ (COORDINATION.HTM)
Similar Articles Under - Management Basics
Planning Function of Management (planning_function.htm)
Organizing Function of Management (organizing_function.htm)
Sta
Directing Function of Management (directing_function.htm)
Controlling Function of Management (controlling_function.htm)
Principles of Management (management_principles.htm)
Importance of Management (management_importance.htm)
Management and istration (management_istration.htm)
ng Function of Management (sta
ng-function.htm)
VIEW (MANAGEMENT-BASICS-ARTICLES.HTM) ALL ARTICLES
Authorship/Referencing - About the Author(s) MSG team comprises experienced faculty and professionals who develop the content for the portal. We collectively refer to our team as - “MSG Experts”. To Know more, click on (https://managementstudyguide.com/portal/about-us). The use of this material is free for learning and education purpose. Please reference authorship of content used, including link(s) to ManagementStudyGuide . com (http://ManagementStudyGuide.com) and the content page url. Search
Home (index.html) / Library (all-subjects.htm) / Management Basics (management-basics-articles.htm) / De nition of Coordination
De nition of Coordination Co-ordination is the uni cation, integration, synchronization of the e orts of group so as to provide unity of action in the pursuit of common goals. It is a hidden force which binds all the other functions of management. According to Mooney and Reelay, “Coordination is orderly Convert From Doc to PDF, PDF to arrangement of group Doc Simply With The Free Online e orts to provide unity App! of action in the pursuit of common goals”. According to Charles Worth, “Co-ordination is the integration of several parts into an orderly hole to achieve the purpose of understanding”.
Start - View PDF
Management seeks to achieve co-ordination through its basic functions of planning, organizing, sta ng, directing and controlling. That is why, coordination is not a separate function of management because achieving of harmony between individuals e orts towards achievement of group goals is a key to success of management. Co-ordination is the essence of management and is implicit and inherent in all functions of management. A manager can be compared to an orchestra conductor since both of them have to create rhythm and unity in the activities of group . Co-ordination is an integral element or ingredient of all the managerial functions as discussed below: a. Co-ordination through Planning - Planning facilitates co-ordination by integrating the various plans through mutual discussion, exchange of ideas. e.g. - co-ordination between nance budget and purchases budget. b. Co-ordination through Organizing - Mooney considers co-ordination as the very essence of organizing. In fact when a manager groups and assigns various activities to subordinates, and when he creates department’s co-ordination uppermost in his mind. c. Co-ordination through Sta ng - A manager should bear in mind that the right no. of personnel in various positions with right type of education and skills are taken which will ensure right men on the right job. d. Co-ordination through Directing - The purpose of giving orders, instructions & guidance to the subordinates is served only when there is a harmony between superiors & subordinates. e. Co-ordination through Controlling - Manager ensures that there should
Management Basics
What is Management ? (what_is_management.htm)
Management as a Process (management_process.htm)
Management as an Activity (management_activity.htm)
Management as a Discipline (management_discipline.htm)
Management as a Group (management_group.htm)
Management as a Science (management_science.htm)
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e. Co-ordination through Controlling - Manager ensures that there should be co-ordination between actual performance & standard performance to achieve organizational goals. From above discussion, we can very much a rm that co-ordination is the very much essence of management. It is required in each & every function and at each & every stage & therefore it cannot be separated.
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