Functions of Management

FUNCTIONS
OF
MANAGEMENT
• MANAGEMENT - is the attainment of organizational goals in an effective and efficient
manner though planning organizing leading and controlling organizational recourses.
• ORGANIZATION – is an entity that is goal – direct and deliberately structured.

• EFFECTIVENESS – is the degree to which the organization achieves a state goal.
• EFFECIENCY - is the use of minimal resourses to produces a desired volume of output.

FUNCTIONS OF MANAGEMENT
•PLANNIG – is the defining of goals for future organizational performance and deciding on the task and
resources needed to attain them.
•ORGANIZING – is assigning task grouping task into departments and allocating resources
•departments.
•LEADING – is the use of influence to motivate employees to achieve the organizations goals.

•CONTROLLING – is the monitoring of employees activities keeping the organization on track toward
goals and making corrections as needed.
ORGANIZATION RESOURSES
• GOALS – are what the organization wants to achieve.
• MISSION – is what the business is doing .
• VISION – is a dream . It is what the organization wants to achieve.

GUIDELINES FOR SETTING GOALS
• S – Specific
• M – Measureable
• A – Achievable
• R- Realistic
• T- Time based
THE PURPOSE OF PLANNING
• 1.Establishes coordinates effort – gives direction helps the organization towards its objectives or
goals.
• 2.Helps the organization to look a head to anticipator expect changes to address or provide
solutions problems that may rise from changes or uncertainties.
• 3.Reduce duplications overlapping and wasteful activities.
• 4.Self standards for control ; and
• 5. Serves as reference – planners refer to previous plans for guidance.
PLANNING TYPES AND MODELS
• Management by objectives MBO – is a method where managers and employees define goal for
every department project and person and use them to monitor subsequent performance.
•
• FOUR MAJOR ACTIVITIES FOR MBO TO BE SUCCESSFUL
• A. Setting goals
• B. Developing actions plans
• C. Reviewing progress
• D. Appraising overall performance
• 2.Single use plans – are plans that are developed to achieve a set of goals that are
unlikely to be repeated in the future.
• 3.Standing plans – are on going plans used to provide guidance for task
performed repeatedly which in the organization.
• 4.Contigency plans – are plans that define company responses to specific
situation such as emergencies and setbacks.
ORGANIZING
• 1.Organizing – is the development of organizational resourses to achieve strategic goals.

• 2.Organizational Structure – is the framework in which the organization defines how task are divided.
• 3.Organizational Task – is the visual representation of an organization structure.
• 4.Work Specification – is the degree to which organizational task are subdivided into individual
jobs .This is called the divistion of labor.
• 5.Chain of command – is an unbroken line of authority that links all individual .
• 6.Authority – is the formanl and legitimate right of a manager to make decision to issue orders and to
allocate resources to achieve organizationally devired outcomes.
• 7.Responsibility – is the employees duty to performed the assignment task or activity.
• 8.Accountability – is the duty of people which authority and responsibility to report and justify task
outcomes to those abuse them in the chain of command.
• 9.Delegation – is what process managers use to transfer authority and responsibility to positions
below them in the hierarchy.
• 10.Line authority – is a form of authority in which individuals in management positions have the
formal power to direct and control immediate subordinates.
• 11. Staff authority – is a form of authority granted to staff specials in there are of expensive.
• 12.Span of management or span of control – is the number of employees who report to a supervisor.
• DEPARTMENTALITATION – is the basis on which individuals are group into departments and
departments into total organizations.
• 1.Functional structure – is an organizational structure in which position are grouped into

department base on skill expertise and resource use.
• 2.Divisional structure – is an organization structure in which department are grouped base on
similar organizational output.
• 3.Cross functional team – is a group of employees assigned to a functional department that meets
as a team to rule mutual problems.
•
• 4.Permanent team – is a group of participants from several function who are permanently
assigned solve ongoing problems of common interest.
• 5.Network structure – is an organization structure that disaggregates major functions into

separate companies that are browne by a small headquarter organization.
• 6) Tall structure – is a management characterized by an overall narrow span of
management and relatively large number of hierarchical levels.
• 7.) Flat structure- is a management structure characterized by an overall broad
span of control and relatively few hierarchical levels.
• 8.) Centralization- is the location of decision authority near top organizational
levels.
• 9.) Decentralization- is the location of decision authority near lower organizational levels.
• 10.) Formalization- is the written document used to direct and control employees.
LEADING
Leading – is the use of influence to motivate employees to achieve organizational goals.

Leadership- is the quality that inspires and motivates people beyond their normal levels of
performances
TYPES OF LEADERS
• 1.) A Transactional leader - is one who classifies subordinates’ role and task requirements ,
initiate structures , provide rewards , and displays consideration for subordinates.
• 2.) A Charismatic leader – is a leader who has the ability to motivate subordinates to transcend
their expected performance.
• 3.)A Transformational leader – is a leader distinguished by a special ability to about innovation
and change.
• 4.) An Interactive leader – is a leader who is concerned with consensus building, is open and
inclusive and encourages participation.
• 5.)A Servant leader – is a leader who works to fulfil subordinates’ needs and goals
COMPARISON OF MANAGER AND LEADER
MANAGER LEADER
1.) Appointed 1.) Appointed or had emerged within the group

2.) Can influence others to perform beyond the
2.)Ability to influence is based on the formal action by formal authority
authority inherent on their position
SIX TRAITS THAT DIFFERENTIATE
LEADERS FROM NONLEADERS
1.) Drive – leaders exhibit a high effort level.
2.) Desire to lead – leaders have a strong desire to influence and lead other.
3.) Honesty and Integrity – leaders build trusting relationships between themselves and followers by being
truthful.
4.) Self-confidence – followers look to leaders for an absence of self-doubt
5.) Intelligence – leaders need to be intelligent enough to gather, synthesize, and interpret large amounts of
information.
6.) Job Relevant – effective leaders have a high degree of knowledge about the company , industry, and
technical matters.
4.) Self-confidence – followers look to leaders for an absence of self-doubt
5.) Intelligence – leaders need to be intelligent enough to gather, synthesize, and
interpret large amounts of information.
6.) Job Relevant knowledge – effective leaders have a high degree of knowledge
about the company , industry, and technical matters.
MOTIVATION
• Motivation is defined as the arousal, direction, and persistence of behaviour.

THEORIES IN MOTIVATION
• 1.) Content theory- is a group of theories that emphasizes the needs that motivate people.
• 2.) Hierarchy of needs theory- is a content theory that proposes that people are motivated by five
categories of needs: physiological, safety, belongingness, esteem, and self-actualization that
exist in a hierarchical order.
• 3.) ERG theory- is a modification of the hierarchy of needs theory that proposes three categories
of needs:
• Existence needs
• Relatedness needs
• Growth needs
CONTROL
• Organizational control- is the systematic process through which managers regulate

organizational activities to make them consistent with expectations established in plans targets,
and standards of performance.
CONTROL PROCESS
Establish standards of
Measure actual performance
performance
Take corrective Compare performance

action to standards
Rense standards
When neccessary
• Standards are establish prior to performance.
• Grades are monitored and compared with the passing and failing marks.
• Types of control
• 1.) Feed forward control on preliminary or preventive quality control
- Is one that focuses on human, material, and financial resources flowing into the organization.
• 2.) Concurrent control consist of monitoring ongoing employee activities to ensure their
consistency with established standards.
• 3.) Feedback control or output control focuses on the organizations output
• 4.) Bureaucratic control is the use of rules, policies, hierarchy of authority, reward system, and
other formal devices to influence employee behaviour and assess performance.
QUALITIES OF EFFECTIVE CONTROL
SYSTEMS
• 1) are linked to strategy
• 2) are accepted by members
• 3.) are accurate
• 4.) are flexible
• 5.) are timely
• 6.) point out exceptions
• 7.) are within reasonable cost
• 8.) provide corrective measure
THE IMPORTANCE OF CONTROL
• 1.) to ensure that activities are done according to plans

• 2.) to ensure that goals are attained
• 3.) to assist managers in delegation of authority- controls will motivate managers to delegate
AREAS OF CONTROL
•
Information
Control
operations Finance
system
Employee behavior
THE TRADITIONAL BUREAU CRATIC
CONTROL
• 1.) Rules and Regulations
A. Standard operating procedures (SOPs)
B. Policies that prescribe correct employee behaviour
• 2.) Management control system
• A) Budgeting
• B) Financial report
• C) Reward system
• D) Operations management by objective(MBO)
• 3) Hierarchy of Authority
• A) central authority
• B) Supervision
• 4) Total quality control (TQM)
• 5) Formalize selection and training
• 6) Information technology

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FUNCTIONS

• ORGANIZATION – is an entity that is goal – direct and deliberately structured.

• EFFECIENCY - is the use of minimal resourses to produces a desired volume of output.

• GOALS – are what the organization wants to achieve.

• MISSION – is what the business is doing .

• VISION – is a dream . It is what the organization wants to achieve.

• 1.Organizing – is the development of organizational resourses to achieve strategic goals.

• 1.Functional structure – is an organizational structure in which position are grouped into

• 5.Network structure – is an organization structure that disaggregates major functions into

Leading – is the use of influence to motivate employees to achieve organizational goals.

1.) Appointed 1.) Appointed or had emerged within the group

• Motivation is defined as the arousal, direction, and persistence of behaviour.

• Organizational control- is the systematic process through which managers regulate

Take corrective Compare performance

• 1.) to ensure that activities are done according to plans

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