Prof. Jo Bitonio

DM 214 Strategic Planning

Reporter:

YVONNE C. TAYDE

Management Functions

P

O

S

D

Co

R

B

PLANNING

ORGANIZING

STAFFING

DIRECTING

CO-ORDINATING

REPORTING

BUDGETING

POSDCoRBCreated by Luther Gulick and Lyndall

Urwick in their “Papers on the Science of Administration” (1937)

Based of Fayol’s 14 Principles of Management,

Outlines the 7 functions of the executivesDeveloped as a means to structure and

analyze management activities; it setsa new paradigm in PublicAdministration.

POSDCoRB

According to Gullick the POSDCoRB activities are common to all organisations. They are the common problems of management which are found in different agencies regardless of the nature of the work they do.POSDCoRB gives unity, certainty, and definiteness and makes the study more systematic.

CriticismThe critics pointed out that the POSDCoRB activities were neither the whole of administration, nor even the most important part of it. The POSDCoRB view overlooks the fact that different agencies are faced with different administrative problems, which are peculiar to the nature of the services, they render and the functions they performed.

Criticism

The POSDCoRB view takes into consideration only the common techniques of the administration and ignores the study of the ‘subject matter’ with which the agency is concerned. A major defect is that the POSDCoRB view does not contain any reference to the formulation and implementation of the policy. Therefore, the scope of administration is defined very narrowly, being too inward looking and too conscious of the top management.

Is defining goals, establishing strategy to meet them, establish plans to coordinate activities, outline methods for doing them to accomplish purpose set by the cooperative.

PLANNING

Planning

Gulick: outlining the things that need to be done and the methods for doing them to accomplish the purpose set for the enterprise

Joseph Massie: planning is a process by which a manager looks to future and discovers alternatives.

Kreitner : planning is process coping with uncertainty by formulating a future course of action to achieve specified results

Strategic Planning

Tactical Planning

Operational Planning

Disaster Planning

Succession Planning

Crisis Planning

Compensation Planning

Example of Planning in Business or Government

PRINCIPLES of Planning

• Must be realistic

• Must be based on felt needs

• Must be flexible

• Must be democratic

• Must start with simple projects

• Must include social responsibility

Organizing

establishment of the formal structure of authority through which work subdivisions are arranged, defined, and co-

ordinated for the defined objective

Organize:

teams tasks projects

How to Organize?

Determine the roles needed

Obtain resources and allocate them to

roles

Organize offices and data systems.

Assign resources to roles and delegate

authority and responsibility to

them.

Assign tasks to the roles

Determine best resource (people or equipment) for

the role

STAFFINGThe whole personnel function of bringing in

and training the staff and maintaining favorable conditions of work HR Planning Recruitment Selection Orientation Training and Development Performance Appraisal Transfer, Promotion, Demotion Separation, Termination, Retirement

DIRECTING

continuous task of making decisions and embodying them in specific and general orders

and instructions and serving as the leader of the enterprise

Motivation (induces and inspires to

perform better))

Communication

Competent leadership (

work w/ zeal & confidence)

Pull, Don’t Push

Pull

• Pull (lead people) by effective directing

• Motivate

• Assist and inspire

Push

• sit back and give orders

COORDINATING

- The all important duty of interrelating the various parts of the work - The very essence of management. It is required in each & every function and at each & every stage & therefore it cannot be separated.

responsibility of every

manager right from the

bottom to the top

Synchronized efforts

understanding of

interpersonal and horizontal relationships

of people

good communicati

on

integrating the various plans through mutual discussion, exchange of ideas. e.g. - co-ordination between finance budget and purchases budget

when a manager groups and assigns various activities to subordinates, and when he creates department’s co-ordination uppermost in his mind.

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.

PLANNING AND COORDINATION

STAFFING AND COORDINATION.

ORGANIZING AND COORDINATION.

.

The purpose of giving orders, instructions & guidance to the subordinates is served only when there is a harmony between superiors & subordinates

DIRECTING AND COORDINATION.

.

REPORTING

Reporting is keeping those to whom the executive is responsible informed as to what is going on, which thus includes keeping himself and his subordinates informed through records, research and inspections

BUDGETING

- means fiscal planning, control and accounting-

- Quantification of plans

- Financial planning

- Monitoring & controlling scarce resources

through performance measurement

Managerial Skills

Conceptual

Technical

HumanDecision Making

Problem Solving

MANAGERIAL SKILLS

CONCEPTUAL SKILLS

Ability to see the ‘big picture’, to recognize and understand significant elements in a situation.

Creation Phase:

Establish positive

thinking

Develop creative ideas

Combine

Refine

Re-arrange

Simplify

Knowledge of and proficiency in activities involving methods, processes and procedures.

Development of yourtechnical skills as anintegral part of yourpersonal development

Strong technical skills cansave you time and increaseincome

TECHNICAL SKILLS

Ability to work with people.

Creation of an environment in which people feel secure and free to express their opinions.

HR is most important career skill

One’s ability to get along is the single most important factor affecting chances of success in the workplace

HUMAN SKILLS

Ability to solve problems that will benefit enterprise. Also ability to design a workable solution to the problems and to avoid them in future

Simple tips:- get all the facts- weigh- decide- act

Post Implementation:- monitor- verify results- document- celebrate success

DECISION MAKING SKILL

PROBLEM SOLVING

Prevention Principle

– Solve problem @ the source. Live by the 1 – 10 – 100 rule

Practice Principle

Fix Problem

Before it Reaches

Customer

Fix Problem

After it Goes to

Customer

100

10

1

Cost

•If problem is not fixed when it occurs it will become costlier to fix later – money and time

1 – 10 – 100 Rule

Problem Solving

Prevent ProblemTime

Lately in public administration

POSDECoRB

Managerial Function

1 Planning2 Organizing3 Staffing4 Directing/Influencing5 Coordinating/Reviewing6 Budgeting

Middle Level

First-Line

Workers

2

1

4

Top Level Management

LEVEL OF MANAGEMENT

3

Levels of Management

Responsible for working out strategies and plans to implement decisions and policies made by top level managers.

Responsible for ensuring work is done according to plans.

Top

First-Line

Middle

determines the objectives, policies and plans of the organization.

Managerial Skill

Design/Human Skills

Technical

Conceptual/Design

Managerial Skills

First Line Technical

Design / Human Skills

Conceptual / Design

Middle

Top Level

Middle Level

First-Line

PANELCO III ORG. CHART

Top Level Management

Middle Level

First-Line

Reflective of

the above

discussion, CDA

BOA Resolution

No. 32-S-2011

provides the

organizational

structure of

primary

cooperatives

under RA

The Organizational Structure of a Primary

Cooperative. Source : CDA BOA Resolution No. 32-S-2011

Governance Framework

GA• General Assembly

BOD• Board of Directors

OO• Other Officers

MS• Management Staff

Source: Bitonio (2012)

The cooperative governance framework as exhibited in the operation

and management of cooperatives.

• General Assembly

• Board of Directors

• Other Officers

• Management StaffSource: Bitonio (2012)

GA

BOD

OO

MS

Flow of Accountability

45

25

205

35 30

20 15

5

1530

50

TOP

MIDDLE

FIRST

Plan Org Leading Coordinating

Managerial Functions

A.Interpersonal Roles (figurehead,

liaison, leads)

B.Decision Maker ( entrepreneur,

disturbance handler, resource allocator, negotiator)

C. Informational Roles (monitors,

disseminator, spokesperson)

Managerial Roles

Management Issues Faced by the

Coop.

• Low collection efficiency(high A/R)

• High operating Costs

• High tax assessment by the BIRFinancial

• Interference of politics

• Postponement of BOD electionsInstitutional

• High system loss

• Rampant pilferage/illegal connections

• Frequent loan of materials by contractors

Technical

http://www.slideshare.net/saadmunami/coordination-18794957?from_search=3, retrieved: 09/30/13

http://my.safaribooksonline.com/book/management/9789332501416/1dot-introduction-to-management/ch01_sub6_xhtml, retrieved: 10/1/13.

Reference:

http:// www.vectorstudy.com/management theories/POSDORB.htm

http://www.slideshare.net/jobitonio/principle-of-management-jbb-2 accessed Oct 5, 2013

http://www.slideshare.net/jobitonio/management-functions-jbb-3 accessed Oct 5, 2013

Daft, R. L., & Marcic, D. (2010). Understanding Management (7th Ed). Cengage Learning Johnson, D. (2002). Thinking government: ideas, policies, institutions, and public-sector management. Broadview press

http:// www.vectorstudy.com/management theories/POSDORB.htm

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