Management Functions- New

8/4/2019 Management Functions- New

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MANAGEMENTMANAGEMENTFUNCTIONSFUNCTIONSMANAGEMENTMANAGEMENTFUNCTIONSFUNCTIONSBY: MEMORY CHIMWENDOBY: MEMORY CHIMWENDO

Organizational CapacityOrganizational CapacityDevelopers Institute (OCDI)Developers Institute (OCDI)


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OBJECTIVES

To provide an overview of the role ofmanagement in the organisation

To explain the 4 fundamental management

tasks, namely planning, organising, leading& control as a management process.

To explain the different levels and kinds

of management in the enterprise


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THE ROLE OFMANAGEMENT

1. To direct an organisation towards itsobjectives

2. To set and keep operations of theorganisation in balance

3. To keep an organisation in equilibriumwith its environment

4. To reach goals of the organisation atthe highest possible level of production


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What is Management?1. Used to define the broad activities

that make up the control of an

organisation.

here it is used to distinguish

between management and labour


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2. Used to describe, collectively or

separately, the level of authoritywithin an organisation

Collectively, the term is applied to all

levels of authority above the worker. Separately, used to divide levels of

management into top, middle and

lower (1st line) management


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3. The process of organising and

employing resources to accomplish a

predetermined objective with and

through people.


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This implies certain actions and

proposes certain results

Implies all mgmt actions have a purpose

and

To accomplish that purpose, resources

must be arranged and allocated in a

skillful way

and used ina process to obtain results


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Example

Purposeservice provisionor profitmaking

Resources money, manpower,

machines, time, space Process - manufacturing


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The functionsof a

manager Means by which managerscarryouttheir

managerial duties & responsibilities

= Functionsof Management


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THE BASIC FUNCTIONS

OF MANAGEMENT To Forecastand Plan

To Organise

To Lead/Direct

To Co-ordinate

To Control


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1. FORECAST & PLAN Lookingahead, assessingthe future

and planning forit.

Can belongorshortterm


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Contd

Theinitialstepof anyaction Understandingtheassignmentand objective

Gatheringrelated information

Exploringpossibilities Identifyingactivities

Listingresources

Relies heavilyon knowledgeof the

situationand sound judgment.


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Definition: Defining goals and objectives for future

performanceWhat is a Goal? Its a future expectation, some desired

future state, something theorganisation is striving to accomplish.

Goals may be general or refer tospecific desired accomplishments.

Organisational performance &effectiveness is derived from goalattainment


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Functionsof Goals

Providestandard of performance Providea basis forplanningand control

Influencestructureof theorganisation

Help developcommitmentof individuals

Serveasa basisof evaluation

A basis forobjectives & policies


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Why Plan?

Toestablish objectives/direction fororganisation

Toidentifyand commitorganisation's

resourcestoachievetheobjectives

To decide which activitiesarenecessary

toachievethem.


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Contd

Planningcompels managerstolook tothe future

Itensuresthatorganisations keep

abreastof technology Itensurescohesion

Itpromotesstability


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Activitiesunder Planning Develop Mission

Establish thepurposeof Organisation

Set Overall Long-term or Strategic Objectives (Goals) Goalsare morespecificthan broad guidelinepresupposed by Mission. Set Objectives

Determineexpected results

Develop Strategies Show how and whentoachieveresults

Programme Establish Priority, Sequence & Timingof steps Set Budget

Allocate Resources

Set Procedures Standardise methods

Develop Policies Makestanding decisions


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ORGANISING

Once managers haveprepared plans, theymusttranslatethoserelativelyabstractideasintoreality.

DEFN: Theprocessof creatingastructureof relationshipsamongemployeesthat willenablethem to

carryout managementsplansand meetoverallobjectives.


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Effectiveorganisationenables managerstobettercoordinate humanand material

resources Itinvolvessettingup departments & job

descriptions

Assemblingtheresources Includesrecruiting, selectingand placingthe

rightpersonintheright jobi.e. staffing

Arrangingresourcesina manner mostlikelytoresultineffectiveaccomplishmentof theobjective


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Divisionof the materialand humanresourcesof theorganisation.

Involves dividingup work amongstemployees

Givingappropriatetraining Responsibilitiesclearly defined

Leadstothe bestuseof resources


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3. Leading / Directing

Theorientationof allactivitiestoward established objective

Theactualsupervisionof the work

and peopletoensureachievementofobjectivesand productionof results.

Leadingisthesameas directingor

influencing.


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After management has madeplans,

created structure & hired rightpersonnel, someone mustlead theorganisation.

Involves: communicating with & motivatingothersto

perform thetasksnecessarytoachievetheorganisationsobjectives.


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Knowingthestaff welland the business

thoroughly

Issuinginstructionsensuring high levelof

activity bystaff is maintained

Tryingtogetthe bestpossibleperformance

from subordinates

Keepseveryoneon histoes

Keepsorganisationactive


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Productivityand Profitabilityisafunctionof the behaviourof the membersof theorganisation.

Successfulinfluencingof that behaviouristhe keyto higherproductivity.

A motiveinanindividualisaninner drive,stimulusorincentivetosatisfyaneed ofsome kind.


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A motiveisthereforeasymptom of a

need, & itsetsin motiontheneed-satisfyingprocessinsomeparticulardirection

Theprocessiscyclicalincharacter,beginning with internal motivesordrives thatstimulateapersontowardssomeaparticular form ofactionor behaviour.


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To beableto motivate hissubordinates, a managerneedsto beabletoanswertwo fundamental

questions:- Whataresubordinatesneeds

- How can heasa managersatisfy

these withinthecontextof theorganisation?


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Maslows Hierarchy of needs.Self-

actualization

needs

Esteem needs

Social (belongingness)needs

Security (safety) needs

Physiological needs

Thereare fivegroupsof needsaccordingto Maslow


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4. Coordinating

Ensuring harmony Managerseffortsinline with thoseof

others

Keeping his departmentinline withorganisationalgoals & objectives

Regularexchangeof information (even

meetings)necessary for bindingtogether, unifying, harmonisingallactivity & effort


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5. Controlling The finalphase

Consistsof checkinguponactivity

Ensuringactivityisgoingaccording

toplan

Ensuring desired resultsareproduced


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DEFN:

It is the measurement and correction ofperformance in order to make sure that theorganisational objectives and plans devised toattain them are accomplished.

The process by which a group, person ororganisation consciously monitorsperformance and takes corrective action.

Managers ensure that actual activitiesconform to planned activities throughcontrolling.


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They also ensure that behaviour andperformance conform to anorganisations objectives, plans andstandards

1st step is information gathering Then information analysis in the light

of performance

Then corrective action if need be.


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Ensuringactivitiesconform with plan Inspection

Monitoringperformance Takingcorrectiveactionif needed


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GOALS

PLANNING

CONTROLLING

DIRECTING

ORGANISING

COORDINATING

COMMUNICATING


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Summary Definition

1. Theartof gettingthings donethrough people.

2. Theprocessof planning, organising,

leading, coordinatingand controllingthe work ororganisation members &of usingallavailableorganisations

resourcestoreach statedorganisationalgoals.


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Whata Manageris Recall managementimplies working

with people

A manager makesthings happenthrough effortsof otherpeople.

Classified accordingtolevelsof

management


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DEFN: Organisationalplanners, organisers,

leaders & controllers.


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1. Managers work with & through other people to

achieve organisational & personal goals.

These people are either providers of

goods & services or users of products

& services of the organisation.

e.g. subordinates, supervisors, customers,

suppliers etc.


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2. Managers are responsible &

accountable.

They ensure specific tasks are donesuccessfully

They are evaluated on how they arrangefor these tasks to be accomplished.


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Success or failure of subordinates is a directreflection of success or failure of the manager

Expected to achieve more than non-managers

Hold more responsibilities as they superviseother people & allocate resources.

b l


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3. Managers balance competing

goals & priorities

Faces organisational goals, problems & needs competing

with his time.

Prioritises to determine the more important ones &attend to them first.

This ensures order & effective use of time.


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4. Managers think analytically &

conceptually.

As Analytical thinker,

He breaks down a problem into components, analyses

those components & comes up with feasiblesolutions.

As Conceptual thinker,

He must be able to view the task in abstract &relate

it to other tasks.


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5. Managers are mediators

Pple in organisations often disagree about goals &

the most effective way to achieve them.

Disputes lower morale & productivity, hinder

performance

Settling these disputes requires skill & tact.


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6. Managers are politicians

They must build relationships

Use persuasion & compromise to promote

organisational goals.

Just like politicians, they build networks of mutual

obligations with other managers.

They build or join alliances & coalitions.

They call for support for proposals or decisions.


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7. Managers are diplomats

They represent their organisations or work units

Always represent their organisations as they work

with customers, contractors, governments etc


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They personify, both internally & externally, the

organisations success or failure.

They are sometimes held responsible for thingsthey are not directly in control of.

8. Managersaresymbols

anagers ma e cu t


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. anagers ma e cu tdecisions

Every organisation has problems now & then. E.g. financial difficulties, problems with employees,

differences of opinions concerning policy or targets

Managers expected to come up with solutions todifficult problems.


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MANAGERS

1. Top Managers Responsible forcarryingoutoverallobjectiveof

theorganisation

Occupytopexecutive jobsinorganisation

e.g. Managing Director, General Manager


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2. Middle Managers Responsible fora department/division

Normallycharged with specific

activitiese.g. Personnel, Marketingetc. Theirtitlesvaryaccordingtothe jobs

they hold.


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3. First-line Managers Thoseresponsible forcarryingoutpolicies

and proceduresof theorganisationthrougheffortsof labourers.

Basicallyaperson-to-personrelationship

Commonlycalled foremen and supervisors


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The qualificationsof a

manager Therearethree basic kindsof skills

necessary forasuccessful manager.

Technical Human

Conceptual


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Relationship betweenskills &

mgmtlevelsLEVEL CONCEPTUAL

TOP

MIDDLE

FIRST-LINE

Human Technical


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1. Technicalskills

Anunderstandingof and aproficiencyin, aspecific kind of

activityinvolving:

specialised knowledge,

analyticalability withinaspeciality, and

theuseof tools, processes, techniques

and methodsof aspecificareae.g.agriculture, mining


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2. Humanskills

The managersabilityto work withgroupsand individualstoobtaintheir

supportand cooperation.


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3. Conceptual Skills

The managersabilitytoseetheoperationasa wholeand how theinteractionsof each of itscomponents

fittogethertoachieveanobjective. Implies:

Making decisions based onagraspof thetotalsituation

Identifying , coordinatingand carryingoutthese decisions


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Relevance

Atlowerlevel, the majorneed is for

technicaland humanskills

At higherlevels, the managerseffectivenesslargely dependson human

& conceptualskills.

Atthetop, conceptualskills becomethemostimportant

The Wheel of Management


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Resources

The Wheel of Management

Developing

Relationships

Delegatingresponsibilityandauthority

MeasuringPerformance

DevelopingPerformanceStandards

EvaluatingPerformance LEADING

PLANNING

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