FUNCTIONS OF A MANAGER

3. DEFINITION
Acc. To C.S George
“the management process is not
a series of separate functions
which can be performed
independently, it is a complete
process made up of these
ingredients”.

4. Many management experts
have mentioned functions of
management by studying
different organisations from
different angles. But there is
no uniform of the functions of
management.

5. Henry Fayol POCCC
Planning,organising,commanding,coordinating,contro
lling.
Luther Gulik POSDCORB
Planning,organising,staffing,directing,coordinating,reporting,
budgeting
Lyndall Urwick POCCCFI
Planning,organising,commanding,coordinating,communicating,forecastin
g,investigating.
Ralph Davis POC
Planning, organising, controlling
E.F.L.Brech POMCC
Planning, organising, motivating, coordinating,
controlling
Koontz&’o’Donnell POSL/DC
Planning,organising,staffing,leading/directing,contr
olling

6. 1)PLANNING
According to KOONTZ,
”Planning is deciding in advance what
is to be done in future, plan bridges
the gap between where we are and
where we want to go”.

7. Planning is a future course of action, thus it includes determination of
specific objectives, projects, and programmes, setting policies,
strategies, rules, procedures and preparing budgets. Based on the future
involved in the planning process, plans may be prepared for long-term
period 5yrs, intermediate term 2-5yrs and short-term period for one
year.
Thus planning implies, deciding in advance
What to do?
When to do?
Where to do? and
How to do?
Planning is a continuous process. It is required to ensure effective
utilisation of human and non-human resources to accomplish the
desired goals.

8. for example
that the organization’s goal is to improve
company sales. The manager first needs to
decide which steps are necessary to
accomplish that goal. These steps may
include increasing advertising, inventory,
and sales staff. These necessary steps are
developed into a plan. When the plan is in
place, the manager can follow it to
accomplish the goal of improving company
sales.

9. 2)ORGANISING
Acc. To Argyris
“organisations are usually formed to
satisfy objectives, “that can best be
met collectively”.
James D. Mooney and Alan C. Reiley
“organisation is the form of every
human association for the attainment
of common purpose”.

10. Organising is concerned with the
arrangement of an organisation’s
resources - people, materials,
technology and finance in order to
achieve enterprise objectives.
It involves decisions about the division
of work, allocation of authority and
responsibility and the coordination of
tasks.

11. organising refers to certain dynamic
aspects:
What tasks are to be done?
Who is to do them?
How the tasks are to be grouped?
Who is to report to whom?
Where the decisions have to be made?

12. 3)STAFFING
ACC. TO KOONTZ&’O’DONNELL
“it is an executive functions and
management function which involves
recruitment, selection, compensating,
training, promotion and retirement of
subordinate managers”.
“placing the right person in right place.
Staffing is defined as filling and keeping
filled positions in organisational
structure”.

13. Staffing is the function of employing
suitable persons for the enterprise. It may
be defined as an activity where people
are recruited, selected, trained,
developed, motivated and compensated
for manning various positions. It includes
not only the movement of individuals into
an organisation, but also their movement
through (promotion, job rotation,
transfer) and out (termination,
retirement) of the organisation.

14. Staffing involves:
1. Manpower Planning (estimating
man power in terms of searching,
choose the person and giving the right
place).
2. Recruitment, selection & placement.
3. Training & development.
4. Remuneration.
5. Performance appraisal.
6. Promotions & transfer.

15. Notes Staffing involves selection of the right man
for the right job. It has four important elements:
1. Recruitment may be defined as the process of
attracting the maximum number of applications for
a particular job.
2. Selection is the process of screening the
candidates and choosing the best ones out of
them.
3. Training involves imparting the necessary
knowledge and skills required for the performance
of a particular job.
4. Compensation is the price paid to the workers
for the services rendered to the organisation.

16. 4) DIRECTING/LEADING
“KOONTZ&’O’DONNELL”
“direction is the impersonal aspect of
managing by which subordinates or lead to
understand and contribute effectively and
efficiently to the attainment of enterprise
objectives”.
----koontz---
“leadership is the ability of a manager to
exert interpersonal influence by means of
communication towards the achievement
of a goal”.

17. ----william g scott------
“Motivation can be defined as
willingness to expand energy, to
achieve a goal or reward” .
------koontz & ‘o’ Donnell-----
“communication is a transfer of
information from one person to
another whether or not it elicits
confidence”.

18. Direction has following
elements:
A. Supervision
B. Motivation
C. Leadership
D. Communication

19. a)Leadership:
Leadership is the process of
influencing the actions of a person
or a group to attain desired
objectives. A manager has to get the
work done with and through people.
The success of an organisation
depends upon the quality of
leadership shown by its managers.

20. (b)Motivation:
Motivation is the work a manager
performs to inspire, encourage and
impel people to take required
action. It is the process of
stimulating people to take desired
courses of action. In order to
motivate employees, manager must
provide a congenial working
atmosphere coupled with attractive
incentives.

21. (c)Communication:
Communication is the transfer of
information and understanding from
one person to another. It is a way of
reaching others with ideas, facts, and
thoughts. Significantly,
communication always involves two
people: a sender and a receiver.
Effective communication is important
in organisations because managers
can accomplish very little without it.

22. (d) Supervision:
In getting the work done it is not
enough for managers to tell the
subordinates what they are required
to do. They have also to watch and
control the activities of the
subordinates. Supervision is seeing
that subordinates do their work and
do it as directed. It involves
overseeing employees at work.

23. 5)CONTROLLING
 koontz &’o’Donnell-----
“control is measurement and correction of
the performance of activities of
subordinates in order to make sure those
enterprise objectives and planned device
to attain them or being accomplished”.
 According to Theo Haimann
“Controlling is the process of checking
whether or not proper progress is being
made towards the objectives and goals
and acting if necessary, to correct any
deviation”.

24. controlling
The process of monitoring performance against goals, intervening when goals are not met, and taking corrective action.

25. The process of controlling thus involves
the following steps
1.Establishing standards.
2.Measuring actual performance.
3.Compare actual performance with
standard performance.
4.Finding differences between them.
5.Taking corrective action. (if not
satisfied)/Taking no action (if
satisfied).
6. Following up on corrective action.

26. Reporting:
Reporting involves regularly updating the superior about the
progress or the work related activities. The information
dissemination can be through records or inspection.
Budgeting:
Budgeting involves all the activities that under Auditing,
Accounting, Fiscal Planning and Control.
Coordinating:
it is the process of synchronising activities of various persons in
the organisation for the accomplishment of objectives. In other
words, coordination is the harmonious blending of the activities of
different departments for the attainment of desired goals.
Commanding:
give instructions to subordinates to carry out the task. Delegate
authority to subordinates so that they can command others.