Planning is thinking before a particular task is done.

Organizing means assembling the essential resources to

execute the developed plans.
Directing involves the guiding, leading and supervision of
the employees for the achievement of
organizational goals

Staffing is the proper and effective selection,

appraisal and development of
personnel to do the jobs and fulfill the
roles in the structure.

Controlling means making sure that activities

done in the enterprise are in
conformity with what has been
planned.
PLANNING
This is the function of
management that involves setting of
objectives and determining the
course of action for achieving these
objectives.
PLANNING
1.Environmental scanning
2.Establishing objectives
3.Identifying alternative courses of action
4.Evaluating various alternatives.
5.Making decisions about the best course of action.
TACTICA STRATEGIC OPERATI
L (Long – range) ONAL
(Intermed (Short-
iate – range)
range) 2
ORGANIZING
  The task of organizing involves defining the specific
activities necessary to achieve the enterprise goals,
clustering the activities into departments or job positions
and designating the personnel to head and compose each
department.
  A diagram showing the organizational relationships of
the position and their corresponding authority,
responsibility and accountability is called the organizational
chart.
  Authority is the right that a manager has to require a
subordinate to accomplish something. Authority can be
delegated.
  Responsibility is the duty of the manager that one has
to fulfill in connection with the performance of his job.
Responsibility cannot be delegated.
Accountability, like responsibility cannot be delegated.
This is the situation of being answerable to higher
authorities.
•Line Organization
Direct command of superiors over
workers who accomplish the task. The
officers of the operating units receive
orders from their higher authority and
relay to their subordinates.

Example:

MANAGER

SUPERVISOR

FOREMAN

WORKERS
 Line and Staff
The president hires to handle
specialized activities which a line officer
can not handle the legal counsel helps
and advise the president and does not
have authority over the line employee.

PRESIDENT
LEGAL OFFICER

MARKETING PRODUCTION ADMINISTRATIVE

MANAGER OFFICER OFFICER
 FUNCTIONAL TYPE
This structure focuses on the functions or types of
activities in each unit. It is expected that the worker has one
or more immediate supervisor
MANAGER

Supervisor

Leadman

QUALITY CONTROL PRODUCTION

OFFICER MANAGER

WORKERS
WORKERS WORKERS

Committee Type
  This form of organization represents a group of persons who may fulfill
functional staff or line duties, as contrasted with a one – man performer who
runs the organization single – handedly. An example is an executive
committee which is tasked to plan and formulate decisions in a company. 
STAFFING FOUR ESSENTIAL STEPS

The
organizational
framework
needs to be
flashed out by Design an
people who Improvement Plan

will man the Recruitment Training

Examine Present
positions. Personnel and Development
Assessment of Workers’ skills,
Job Analysis strengths, weaknesses,
potentials
Workload
Assessment Workers vs. Required Skills and
Abilities
Quantity and Quality of
Personnel Needed
Directing involves putting your plans into effect. How to influence your
subordinates who have distinct needs and a unique personality, to
contribute to the attainment of the firm’s objectives is the principal
concern of directing.
Understanding certain principles will help you direct the actions of
your subordinates towards the successful implementation of your plans.
Directing includes the following;
 
Motivation is the process of encouraging the subordinates to act in a
desired manner. When an employee joins a company they bring with
them certain needs which they hope to be able to satisfy.
 
• Physiological needs these are needs for air, food, water, for
survival
• Safety needs to be protected from danger, threat, or deprivation
• Esteem needs such as those for self-confidence, achievement,
competence, knowledge, self-respect freedom and
independence. It also includes the needs for status, recognition,
importance, and respect.
• Self- realization needs represent the needs for full development
of potentials and of being creative.
Leadership is the ability of an individual to
persuade the subordinates to follow. As a leader
you need a mixture of skills to be effective. These
skills may be required in varying degrees by
managers in different situations. These skills
include the following;
 
a. Conceptual skills refer to the mental capacity of
an individual to grasp the relationship of different
parts into an integrated whole. They need these
skills in planning, and analyzing. 
b. Human relation skills is the ability to deal
effectively with people 
c. Technical skills incorporate the capabilities to
perform the mechanics of a certain job which the
operative employees perform, like producing
goods that the company manufactures.
 Directing
Directing involves putting
your plans into effect.

BEHAVIORAL APPROACH
(Ex. Maslow’s Hierarchy of Needs)

MOTIVATION LEADERSHIP SKILL

upward

Communication lateral

downward
 CONTROLLING
Making sure that what is done in the enterprise
conforms with what has been planned.
•Proper Activities
•Timely
•Cost – effective
•Accurate
CHARACTERISTICS
OF CONTROLLING

Compare
Performance
Measure Actual
Performance
Set Performance
Measurement
Establish
Standard
CONTROLLING
 The function of controlling is to make sure that what is done in the
enterprise conforms to what has been planned. The two main activities
involved here are comparing actual performance with desired
performance and making necessary connections where there is
deviation from the plans.

Steps in the controlling process:

 
Establish standards. Standards are sets of measurements against which
you can evaluate actual results.
 
Three common types of standards:
 
Physical standards include quantity of products or services, number of
customers or clients, and quantity of clients or services.
Monetary standards are indicated in terms of peso values and include
labor cost, selling cost, material cost, sales revenue, and gross profit.
Time standards refer to the speed with which job should be done or the
deadlines for their completion.
Set performance measurements. It is also necessary to
determine how often should you measure performance,
who will do the measurement, and what form will the
measurement take. An important consideration in
determining appraisal is that it must be easy to do and easy
to explain to your people.
 
Measure actual performance. This step can be easy for you
if the standards are spelled out clearly and if what your
personnel are doing can be determined clearly. It Includes
observation, oral and written reports, automatic methods,
inspections, tests, and samples.
 
Compare performance with standards and analyze deviations.
Control does not stop after measuring performance. Data
about actual performance can be meaningless unless they are
compared with desired performance. Then you should analyze
the reasons for the failure to meet the standards so that you
can deal with the roots of the performance problems.
Depending on the nature of the shortfalls in performance, you
may correct these shortfalls by resorting to any of the
following remedies.
 
Revising your plans
Modifying your goals
Reassigning workers
Clarifying duties and responsibilities
Hiring additional staff
Firing problems workers
Stronger leadership
Controls can be classified as either organizational or operational. Organizational
controls are those that measure the over all performance of the organization.
Operational controls evaluate day to day activities and spot areas where you may need
to take corrective actions.
 
Effective controls have the following characteristics
 
They control the proper activities. People will naturally be conscious about meeting
standards if they are aware that those activities will be monitored. However, you should
take care not to cause an imbalance but concentrating to much control on one group of
activities and easing up on another.
Control should be timely. “A stitch in time saves nine” a popular saying goes. Control
must report deviation in time to enable you to deal with the problem before it is too
late.
Controls should be cost effective. Controlling entails costs. You pay for the processing
and monitoring that you use, like registers and computers, you pay for the personnel
like the inspector, accountants, and inventory controllers. You also pay for the line
personnel who work on the data on scrap, production costs, and personnel report. But
are all these practical and economical?
Controls must be accurate. Control measures must be accurate to have a good basis for
corrective actions.
Controls must be accepted. It is important that your people understand the purpose
and benefits of control so that they will not feel that you have installed controls just
because you don’t trust your men.