Major managerial functions, management functions, planning , organizing, staffing, directing, controlling. Forecasting, Forecasting methods and technique, Decision making, Characteristics of decision making, Process of decision making, Direction, Characteristics of direction, Motivation

2. PLANNING
 Defination
 “Planning is deciding in the present what to in the future.it is the
process Where by company's reconcile there resources with
objectives and opportunities ”
 Philip Kotler

 “Planning is deciding in advance what to do, how to do and who is to
do it. Planning bridges the gap between where we are to, where we
want to go. It makes possible things to occur which would not
otherwise occur”.
 Koontz & O’Donell

3. FACTOR INFLUENCE
PLANNING
1. Competition
2. Economy
3. Managers
4. Information

4. NATURE OF PLANNING
Nature of
management
Purposef
ul
activity
Primary
function
Pervasive
function
Intellect
ual
process
Continuo
us
process
Forward
looking
activity
Planning
involve
choice
Integrate
d process

5. STEPS IN THE PLANNING
PROCESS
1. Classifying the problem
2. Determining the objectives
3. Collecting complete information & data
4. Analysing & classifying the data
5. Establishing planning premises
6. Determining alternative plans
7. Selecting operating plan & preparing derivative plans
8. Arranging timing and sequence of operations
9. Execution of plan
10.Follow up of the proposed plan

6. ADVANTAGES OF PLANNING
1. Quick achievment of objectives
2. Bring unity of purpose and direction
3. Ensures full utilisation of resources
4. Avoids inconsistency in efforts
5. Raises competitive capacity/strength
6. Promotes managerial functions

7. ADVANTAGES OF PLANNING
7. Avoids hasty decision and actions
8. Ensures effective control on the organization
9. Acts as an insurance against future uncertainties
10. Facilitators other managerial functions
11. Improves motivation

8. LIMITATIOMS OF
PLANNINNG
1. Time consuming and costly
2. Ineffective due to environmental changes
3. Dangers of unreliable data
4. Encroachment on individual freedom and
initiative
5. Delays actions
6. Unsuitable to small firms

9. LIMITATIOMS OF
PLANNINNG
7. Limited practical value
8. No guarantee of expected results
9. Generate frustration
10. Involves huge paper work
11. Danger of overdoing

10. IMPORTANCE OF
PLANNING
1. Planning Provides Direction
2. Planning Reduces Risks of Uncertainty
3. Planning Reduces Overlapping and Wasteful
Activities
4. Planning Promotes Innovative Ideas
5. Planning Facilitates Decision Making
6. Planning Establishes Standards for
Controlling

11. Types of
planning
On the basis
of nature
Strategic Plans
Contingency Plans
Tactical Plans
Operational Plans.
On the basis
of Hierarchy
Top Level Planning
Corporate Planning
Middle Level Planning or
Functional Planning
Lower Level Planning
On the basis
of time
Long Range Planning
Medium Term
Planning
Short Range
Planning

12. Types of
planning
on the basis
of challenges
Reactive
Planning
Proactive
Plans
on the basis
of formalities
Formal
Planning.
Informal
Planning
based on
utility
Single Use
Plans
Multi Use
Plans

13. FORECASTING
Forecasting is a process of predicting or estimating the
future based on past and present data.
Forecasting provides information about the potential
future events and their consequences for the organization
Forecasting is basis of premising.
Forecasting uses many statistical Techniques. Therefore
,it is called as 'statistical Analysis’

14. STEPS FOR FORECASTING
1. Analysis and understanding the problem
2. Developing sound foundation
3. Collecting and analysing data
4. Estimating future events
5. Comparing results
6. Follow up action

15. 1. Delphi technique
2. Scenario writing
3. Subjective approach
4. Time series forecasting
5. Brainstorming technique

16. 6.Goal oriented forecast technique
7.Graphic charting technique
8.Matrix technique
9. Normal group technique
10.Simple average technique

17. DECISION MAKING
Decision making is key part of Langer’s activity.
“A cource of action which is consciously chosen from
among a set of alternatives to achieve a desired result is
called as decision making”
Decision making is a continues process.

18. 1. Decision making implies choice
2. Continuous activity/process
3. Mental/intellectual activity
4. Based on reliable data/information/feedback
5. Goal oriented process
6. Means and not the end

19. 7. Related to specific problems
8. Time consuming activity
9. Need effective communication
10. Pervasive process
11. Responsible job

20. 1. Identifying the managerial problem
2. Analysis the problem
3. Collecting relevant data
4. Developing alternative solutions
5. Selecting best solution
6. Converting decision into action
7. Ensuring feedback

21. 1. Operation research-
2. Models
3. Simulation
4. Linear programming
5. Game theory
6. PERT & CPM
7. Probability Theory Analysis

22. 1. Programmed and non-programmed decision
2. Major and minor decision
3. Individual and group decision
4. Departmental and organisational decision

23. DIRECTION
 Meaning:-Directing refers to a process or technique of instructing, guiding,
inspiring, counselling, overseeing and leading people towards the accomplishment
of organizational goals. It is a continuous managerial process that goes on
throughout the life of the organisation.
 Defination:-“Direction is telling people what to do and seeing that they do it to the
best of their ability. It includes making assignments, corresponding procedures,
seeing that mistakes are corrected, providing on-the-job instruction and of course
issuing orders.”

24. 1. Directing is a pervasive function
2. Directing is a continuous activity
3. Directing has a human factor
4. Creative activity
5. Executive Function
6. Delegate function

25. 1. It initiates actions
2. It integrates efforts
3. Means of motivation
4. It provide stability
5. Coping up with the changes
6. Efficient utilisation of resources

26.  Principle of unity of command
 Principle of appropriateness of direction technique
 Principle of managerial communication
 Principle of comprehension
 Principle of use of informal organization
 Principle of leadership

27. ORGANIZING
 Meaning - Organizing is the second key management function, after planning,
which coordinates human efforts, arranges resources and incorporates the two in
such a way which helps in the achievement of objectives. It involves deciding the
ways and means with which the plans can be implemented.
 Definition - G.R. Terry, “Organizing is the establishing of effective behavioral
relationships among persons so that they may work together effectively and gain
personal satisfaction in doing selected tasks under given environmental conditions
for the purpose of achieving some goal or objective.”

28. 1. Division of work
2. Coordination
3. Common objective
4. Co-operative relationship
5. Well- defined authority- responsibility relationship

29. 1. Identification of activity
2. Departmentally organizing the activity
3. Classifying the authority
4. Coordination between authority and responsibility

30. 1. To help management
2. To increase production
3. Co-operation of employees

31. 1. Flat organizational structure
2. Functional organizational structure
3. Product organizational structure
4. Geographical organizational structure

32. MOTIVATION
The term ‘motivation’ has its origin in the latin word”mover”.
Which means to “move”.
‘Motivation’ is the process of inspiring people in order to
intensify their desire and willingness for executing their
duties effectively and for co-operating to achieve the common
objectives of an enterprise
 Motivation is psychological and sciological concept as it
relates to human behaviour and human relation.

33.  Intrinsic motivation:- Becoming and staying motivated is easy when
you have to do something that is interesting and enjoyable. It might
even be easy when you have to do something that you think is a
challenge.
 This type of motivation is called as “intrinsic motivation”.
 It helps you to develop and grow.
 Intrinsic motivation has the potential to influence your learning and
thinking.
 Intrinsic motivation means that individual’s motivational stimuli are
coming from within.

34.  Extrinsic Motivation:- it refers to doing something because it leads
to an outcome that will help you to achieve something other than the
task at hand.
 But not all of us can call upon intrinsic motivation all of the above time
as we don’t always find daily tasks fun, enjoyable or interesting.
 In these circumstances, we may need to look outside of ourselves in
order to get motivated. This is called as “Extrinsic Motivation”.
Ex:- Extrinsic motivation is where you might be motivated to complete a
task because you may get a reward or bonus of some sort.

35. 1. Importance of goals
2. Importance of motivation
3. How goals affect motivation
4. Motivation and goal attainment
5. Balance

36. 1. Motivation is personal & psychological concept
2. Motivation is a process
3. Motivation is a continuous process
4. Motivation is a complex subject
5. Motivation is goal oriented
6. Intrinsic & extrinsic motivation

37. 7. Motivation is behavior oriented
8. Motivation is Dynamic and situational
9. Motivation is an unending process
10. Art of stimulating someone or oneself
11. Produce goal-directed behavior
12. Positive and negetive
13. Motivation is system oriented
14. Motivation is different from satisfaction

38. 15. Initiative by manger
16. Broad concept
17. Essence of management process
18. Beneficial to employees & management
19. Vartied measure available for motivation

39. To management:-
 Increase in the efficiency & productivity of employee.
 Better co-operation from employees & labor management relations.
 Reduction in the rate of labor Absenteeism and turnover.
 Improvement in the morale of employee.
 Quick achievement of business objective & favorable corporate image.

40. To employee:-
1. Employee get monetary & Non-monitery facility which provides
better life & welfare to them.
2. Security of employment & other benefits due to cordial relation
with management
3. Job attractions & job satisfaction.
4. Higher status & opportunity of participation in management
5. Positive approach & outlook of employees towards company
6. Reduction in the labour turnover which is harmful to employee &
management
7. Better scope for improvement in knowledge & skills of employee

41. 1. Monetary or financial incentives
 Individual monetary incentives
 Group monetary incentives

42. 2. Non-monitery incentives:-
 Job security & job enrichment
 Fair treatment to employee
 Recognition of good work
 Encouragement to self development & career development
 Delegation of authority
 Congenial working conditions
 Helpful attitude of management
 Fair opportunity of promotion
 Labor participation in management
 Designation and status

43. Abraham Maslow’s Hierarchy of needs thoery :
 it was in 1943 a psychologist Mr. Abraham Maslow suggested his
Theory of Human Motivation.
 Maslow’s theory is based on hierarchy of human needs.
 In hierarchy of needs theory, Maslow identified five types of human
needs arrenged in a hierarchy of their importance and priority.
 These need in hierarchy can be compared to a pyramid.

44. Assumptions in Hierarchy of need thoery.
1. People’s behaviour is based on their needs. Satisfaction of such needs
influences their behaviour.
2. People’s needs are in hierarchical order, starting from basic needs to
other higher level needs.
3. A satisfied need can no longer motivate a person; only next higher level
need can motivate him.
4. A person moves to the next higher level of the hierarchy only when the
lower level need is satisfied.

45.  Maslow’s hierarchy need theory

46. HERZBERG’S MOTIVATION-
HYGIENE THEORY
 The two-factor motivation theory, otherwise known as
 Herzberg’s motivation-hygiene theory or
 dual-factor theory or
 hygiene /maintenance theory of motivation.
 Argues that there are separate sets of mutually exclusive factors in the workplace that
either cause job satisfaction or dissatisfaction

48. HYGIENE FACTORS
1. Pay scale .
2. Company Policies and administrative policies
3. Fringe benefits
4. Physical Working conditions.
5. Status.
6. Interpersonal relations
7. Job Security
8. Supervision
9. Personal life

49. 1. Recognition
2. Sense of achievement
3. Growth and promotional opportunities
4. Responsibility
5. Meaningfulness of the work

50.  Meaning - Role of the management of an organization is to make sure that
the goals of the organization are achieved as planned and on time. Out of the
many functions of management, control is one of the most important functions of
the organization. Controlling means giving instructions to employees and making
sure that the instructions are being followed as desired by the management.
 Definition - Control is a primary goal-oriented function of management in an
organization. It is a process of comparing the actual performance with the set
standards of the company to ensure that activities are performed according to the
plans and if not then taking corrective action

51. 1. Controlling is a continuous process.
2. Controlling is a management process.
3. Controlling is embedded in each level of organizational hierarchy.
4. Controlling is forward-looking.
5. Controlling is closely linked with planning.
6. Controlling is a tool for achieving organizational activities.
7. Controlling is an end process.

52. Fixing the control standard/objectives/target
Measuring the actual performance
Comparison
Corrective plan
Follow-up

53. 1. Direct supervision and observation
2. Financial statement
3. Budgetary control
4. Break even analysis
5. Return on investment (ROI)
6. Management by objective (MBO)
7. Management audit
8. Management information system (MIS)
9. PERT and CPM
10. Self-control

54.  A manager alone cannot perform all the tasks assigned to him. In order to meet
the targets, the manager should delegate authority.
 Delegation of Authority means division of authority and powers downwards to the
subordinate.
 Delegation is about entrusting someone else to do parts of your job.
 Delegation of authority can be defined as subdivision and sub-allocation of powers
to the subordinates in order to achieve effective results

55. ELEMENTS OF
DELEGATION OF
AUTHORITY
1. AUTHORITY
2. RESPONSIBILITY
3. ACCOUNTABILITY

56. IMPORTANCE OF
DELEGATION OF AUTHORITY
1. INCREASED PRODUCTIVITY
2. PERSONAL DEVELOPMENT
3. CONTINUITY
4. EMPLOYEE MOTIVATION
5. CAREER GROWTH

57. WHAT IS
DECENTRALIZATION?
 In a lot of organisations, decision making power rests at the apex i.e. with the
higher authority. This means as we move down the structure the decision making
power reduces exponentially. Such an organisation is termed as centralised.
 On the other hand in some organisations, a big share of the decision-making cake is
kept for the members at the lower levels of the hierarchy. Simply this is a
decentralised structure. Further, decentralization emphasizes on placing authority
near the points of actions. In other words, it pushes the authority down the chain of
command. One key point to remember is that here the decision maker is given a fair
amount of autonomy and responsibility.

58.  Decentralization is the process of shifting control from one main group to several
smaller ones. The decentralization of government, for example, gives more power
to the individual states, rather than concentrating it at the federal level.
 In business, decentralization describes a structure that distributes control among
many smaller groups or locations, rather than giving that power to a single,
central organization.
 Franchises are one example of decentralization, giving individual owners of each
store the ability to make decisions. In government, decentralization is often
thought of as a way to move power into the hands of individual citizens.