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4 Functions of Management Process

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Glyceline Pascual
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57 views

4 Functions of Management Process

Uploaded by

Glyceline Pascual
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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4 Functions of Management Process: Planning,

Organizing, Leading, Controlling


Functions of management is a systematic way of doing things. Management is
a process to emphasize that all managers, irrespective of their aptitude or skill,
engage in some inter-related functions to achieve their desired goals.

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4 Functions of management are planning, organizing, leading and controlling
that managers perform to accomplish business goals efficiently.

First; managers must set a plan, then organize resources according to the plan,
lead employees to work towards the plan, and finally, control everything by
monitoring and measuring the effectiveness of the plan.

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Management process/functions involve 4 basic activities;

1. Planning and Decision Making – – Determining Courses of Action,

2. Organizing – Coordinating Activities and Resources,

3. Leading – Managing, Motivating and Directing People,

4. Controlling – Monitoring and Evaluating activities.


1. Planning and Decision Making – Determining
Courses of Action
Looking ahead into the future and predict possible trends or occurrences
which are likely to influence the working situation is the most vital quality as
well as the job of a manager.
Planning means setting an organization’s goal and deciding how best to
achieve them. Planning is decision making, regarding the goals and
setting the future course of action from a set of alternatives to reach
them.

The plan helps to maintain managerial effectiveness as it works as a guide


for the personnel for future activities. Selecting goals as well as the paths to
achieve them is what planning involves.

Planning involves selecting missions and objectives and the actions to achieve
them, it requires decision-making or choosing future courses of action from
among alternatives.

In short, planning means determining what the organization’s position and the
situation should be in the future, and decide how best to bring about that
situation.

Planning helps maintain managerial effectiveness by guiding future activities.

For a manager, planning and decision-making require an ability to foresee, to


visualize, and to look ahead purposefully.

2. Organizing – Coordinating Activities and


Resources
Organizing can be defined as the process by which the established plans are
moved closer to realization.

Once a manager set goals and develops plans, his next managerial function
is organizing human resource and other resources that are identified as
necessary by the plan to reach the goal.

Organizing involves determining how activities and resources are to be


assembled and coordinated.
The organization can also be defined as an intentionally formalized
structure of positions or roles for people to fill in an organization.

Organizing produces a structure of relationships in an organization and it


is through these structured relationships that plans are pursued.

Organizing, then, is that part of managing which involves: establishing an


intentional structure of roles for people to fill in the organization.

It is intentional in the sense of making sure that all the tasks necessary to
accomplish goals are assigned to people who can do the best.

The purpose of an organization structure is to create an environment for the


best human performance.

The structure must define the task to be done. The rules so established must
also be designed in light of the abilities and motivations of the people
available.

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Staffing is related to organizing and it involves filling and keeping filled, the
positions in the organization structure.

This can be done by determining the positions to be filled, identifying the


requirement of manpower, filling the vacancies and training employees so that
the assigned tasks are accomplished effectively and efficiently.

The managerial functions of promotion, demotion, discharge, dismissal,


transfer, etc. Are also included with the broad task “staffing.” staffing ensures
the placement of the right person in the right position.

Organizing is deciding where decisions will be made, who will do what jobs
and tasks, who will work for whom, and how resources will assemble.

3. Leading – Managing, Motivating and Directing


People
The third basic managerial function is leading it is the skills of influencing
people for a particular purpose or reason. Leading is considered to be the
most important and challenging of all managerial activities.

Leading is influencing or prompting the member of the organization to work


together with the interest of the organization.

Creating a positive attitude towards the work and goals among the members
of the organization is called leading. It is required as it helps to serve the
objective of effectiveness and efficiency by changing the behavior of the
employees.

Leading involves several deferment processes and activates.

The functions of direction, motivation, communication, and coordination are


considered a part of the leading processor system.

Coordinating is also essential in leading.

Most authors do not consider it a separate function of management.

Rather they regard coordinating as the essence of managership for achieving


harmony among individual efforts towards accomplishing group targets.

Motivating is an essential quality for leading. Motivating is the function of the


management process of influencing people’s behavior based on the
knowledge of what cause and channel sustain human behavior in a particular
committed direction.

Efficient managers need to be effective leaders.

Since leadership implies fellowship and people tend to follow those who offer
a means of satisfying their own needs, hopes and aspirations, understandably,
leading involves motivation leadership styles and approaches and
communication.
4. Controlling – Monitoring and Evaluating
Activities
Monitoring the organizational progress toward goal fulfillment is called
controlling. Monitoring progress is essential to ensure the achievement of
organizational goals.

Controlling is measuring, comparing, finding deviation and correcting the


organizational activities which are performed for achieving the goals or
objectives. Controlling consists of activities, like; measuring the performance,
comparing with the existing standard and finding the deviations, and
correcting the deviations.

Control activities generally relate to the measurement of achievement or


results of actions that were taken to attain the goal.

Some means of controlling, like the budget for expenses, inspection records,
and the record of labor hours lost, are generally familiar. Each measure also
shows whether plans are working out.

If deviations persist, correction is indicated. Whenever results are found to


differ from the planned action, persons responsible are to be identified and
necessary actions are to be taken to improve performance.

Thus outcomes are controlled by controlling what people do. Controlling is


the last but not the least important management function process.

It is rightly said, “planning without controlling is useless”. In short, we can say


the controlling enables the accomplishment of the plan.

All the management functions of its process are inter-related and cannot be
skipped.

The management process designs and maintains an environment in which


personnel’s, working together in groups, accomplish efficiently selected
aims.
All managers carry out the main functions of management; planning,
organizing, staffing, leading and controlling. But depending on the skills and
position on an organizational level, the time and labor spent in each function
will differ.

Planning, organizing, leading, and controlling are the 4 functions of


management; which work as a continuous process.

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