Futures, Functions, Level and Role of Mgt

5/21/2018 Futures, Functions, Level and Role of Mgt

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Nature/Features of Management

Management as an activity Management as a Process

Social Process

Continuous ProcessUniversal

Interrelated

Composite

Management as discipline Management as an Economic Resource

Management as a Team


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Social Process

The entire management process isregarded as a social process as thesuccess of all organizational efforts

depends upon the willing co-operationof people


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Continuous Process

The process of management is on going and

continuous. Managers continuously take up one or

the other function. Management cycle is repeated

over and over again.


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Universal

Management functions are universal in the sense

that a manager has to perform them irrespective ofthe size and nature of the organization. Each

manger performs the same functions regardless of

his rank or position in the organization.


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Interrelated

Managerial functions are contained

within each other. The performance

of the next function does not start

only when the earlier function is

finished. Various functions are

taken together.


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Composite

All Managerial functions arecomposite and integrated. There

cannot be any sequence which can

be strictly followed for performingvarious functions. The sequential

concept may be true in a newly

started business where functionsmay follow a particular sequence

but the same will not apply to a

going concern.


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CLASSIFICATION OF MANAGEMENT FUNCTIONS

Henry Fayol, the pioneer of managementprocess approach gave

Planning

Organizing

Commanding

Co-coordinating and

Controlling as functions ofmanagement.


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Luther Gullick used the word POSDCORB to

describe functions such as Planning (P) Organizing(O), Staffing (S), directing (D) , controlling (CO),

reporting and budgeting (B),

Koontz and O Donnel adopted managerial

functions as planning, organizing, staffing, directing

and controlling.

Earnest dale has included innovation and

representation to the earlier mentioned functions


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1. Planning 2. Organizing

3. Staffing 4. Directing

(a) Leadership (b) Communication

(C) Motivation (d) Supervision

5. Cordinating 6. Controlling


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PLANNING

Planning is a basic managerialfunction,. Planning helps in defining

the course of action to be followedfor achieving various organizationalobjectives. It is a decision inadvance, what to do, when to do,how to do and who will do aparticular task. Planning is a process

which involves thinking before doing.


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According to Terry, Planning is the

selecting and relating of facts and the

making and using assumptions regarding

the future in the visualization and

formulation of proposed activities

believed necessary to achieve desired

results.


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Planning is a process of looking ahead.

The primary object of planning is to

achieve better results. It involves the

selection of organizational objectives and

developing polices procedures,

programmes, budgets and strategies.

Planning is a continuous process that

takes place at all levels of management.


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ORGANISZING

Every business enterprises needs theservices of a number of persons to lookafter its different aspects.

The management sets up the objectives orgoals to be achieved by its personnel. Theenergy of every individual is channelized toachieve the enterprise objectives.

The function of organizing is to arrange,guide coordinating, direct and control theactivities of other factors of production, Via,men, material, money and machines so asto accomplish the objectives of theenterprise.


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Louis A. Allen describes organization as the

process of identifying and grouping work to be

performed, defining and delegating

responsibility and authority and establishing

relationships for the purpose of enabling

people to work most effectively together in

accomplishing objectives


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STAFFING

The function involves manning the positionscreated by organization process. It is concernedwith human resources of an organization.

In the words of Koontz and O Donnel, Staffing isfilling, keeping filled positions in the organizationstructure through defining work-forcerequirements, appraising, selectingcompensating and training


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DIRECTING

Directing is concerned with carrying out thedesired plans. It initiates organized andplanned action and ensures effective

performance by subordinates towards theaccomplishment of group activities.Direction is called management in action. In

other words of George R. Terry, Direction ismoving to action and supplying simulativepower to the group after planning.


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LEADERSHIP

A manager has to issue orders and instructions

and guide and counsel his subordinated in their

work with a view to improve their performance

and achieve enterprise objectives.


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COMMUNIC TION

Communication constitutes a very important functionof management. It is said to be the number oneproblem of management today. It is an established factthat managers spend 75 to 90 per cent of their workingtime in communicating with others

Thus, communicating means sharing of ideas incommon. The essence of communicating is getting thereceiver and they sender turned together for aparticular message. It refers to the exchange of ideasfeelings, emotions and knowledge and informationbetween two or more persons. Nothing happens in

management till communication takes place.


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MOTIV TION

The term motivation is derived from the word

motive which means a need, or an emotion

that prompts an individual into action

motivation is the psychological process ofcreating urge on the subordinates to do

certain things or behave in the desire manner.

It is a very important function of management.

The importance of motivation can be realized

from the fact that performance of a worker

depends upon his ability and the motivation.


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SUPERVISION

Supervision is another element of directing

function of management. After issuinginstructions, the manager or the supervisorof management has to see that all giveninstructions are carried out. This is the aimof supervision. Supervision refers to the job

of overseeing subordinates at work toensure maximum utilization of resources toget the required and directed work done andto correct the subordinates whenever theygo wrong.


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CO-ORDINATIONCoordination is one of the mostimportant functions of management.It is essential to channelize theactivities of various individuals in the

organization for the achievement ofcommon goals. Every department orsection is given a target to be

achieved and they shouldconcentrate only on their work andshould not bother about the work of

other organs.


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Coordination creates a team spirit

and helps in achieving goals through

collective efforts. It is the orderly

arrangement of group effort toprovide unity of action in the pursuit

of common objectives.


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CONTROLLING

Controlling can be defined as determiningwhat is being accomplished that is evaluatingthe performance, if necessary, applying

corrective measures so that the performancestake place according to plans.

Control is essential for achieving objectives ofan enterprise. The planning of various activitiesdoes not ensure automatic implementation of

policies. Control is the process which enablesmanagement to get its policies implementedand take corrective actions if performance isnot according to the pre-determined standards.


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Level of mangement


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M N GEMENT LEVELS ND TIME

SPENT ON FUNCTIONS

Plan. Organ. Lead. Control.

Top 28% 36% 22% 14%

Middle 18% 33% 36% 13%

Lower 15% 24% 51% 10%


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Role of management

The figurehead

The liaison role

The spokesman role

The role of disturbance handler

The role of negotiator


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Principles of management

Principles: a statement of fundamental

truth; which is established with refernce

to a cause and effect relationshipbetween two variables.


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Derivation of management

principles

Two sources

1. observation and experience of

practitioners and scholar of management.2. outcome of experimental studies

conducted by researchers.


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Nature of management

Principles

1. Management principles establish cause-effect

relationship, only of a casual nature.

2. Some management principles are a matter of

common sense

3. Management principles have the features of

universality coupled with flexibility

4. Management principles aim at ensuring a better

organizational life.

5. Management principles are dynamic in nature

6. Management principles might be conflict in nature.

7. Management principles are equal importance


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Need for management principles

To crystalize the nature of management

and help in the development of

management theory. To facilitate management education and

training

To increase managerial efficiencyatmicro and macro level.

To aid management research


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Management Process


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What is it?

Planning

Organizing

Leading

Controlling


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Planning

Identify desired results

Brainstorm ways to achieve results

Set goals for final outcome


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Organizing

Arranging jobs

Locating resources

Coordinating activities


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Leading

Encouragement

Motivation

Supportive

Repetition


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Controlling

Achievement

Performance measurement

Making corrections if needed


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Administration vs. management

To exam the controversy

the theoretical

Practical distinction

The theoretical distinction

1. The American view point

2. The British view point

3. The modern view pointPractical distinction

1. The traditional use

2. The popular use


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Management Administration

Definition

Art of getting things done through others by directing

their efforts towards achievement of pre-determined

goals.

Formulation of broad

objectives, plans & policies.

Nature

executing function, doing function

decision-making function,

thinking function

Scope Decisions within the framework set by the administration. Major decisions of an

enterprise as a whole.

Level of authority

Middle level activity

Top level activity

Status

Group of managerial personnel who use their specialized

knowledge to fulfil the objectives of an enterprise.

Consists of owners who invest

capital in and receive profits

from an enterprise.

Usage

Used in business enterprises.

Popular with government,

military, educational, and

religious organizations.

Influence Decisions are influenced by the values, opinions, beliefs

and decisions of the managers.

Influenced by public opinion,

government policies, customsetc.

Main functions

Motivating and controlling

Planning and organizing

Abilities Handles the employees. Handles the business aspects

such as finance.


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Futures, Functions, Level and Role of Mgt

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