2. Planning
-the most basic management
function that tells you where to go
and how to get there. It is like
preparing a blueprint of what is to be
done, when, how, and by whom it
should be done.
4. Single-used or single-purpose
plans. These plans are essentially
one-shot or non repetitious. This is
used within a relatively short period of
time, they comprise programs, projects,
and budgets.
5. Another way to classify plans is
according to whether they are short,
(to be from a day to a year),
intermediate range plans (to be from a
few months to three years); and
long-range plans (to be up to 25 years
6. Steps Involved in the Strategic Planning
• Formulate organization
objectives. This serve as
the basis where the efforts
and services will be used.
7. Steps Involved in the Strategic Planning
•Analyze present resources.
This refers to the availability of
money, staff, machines,
materials, space and time to
help you realize your plans
8. Steps Involved in the Strategic Planning
•Determine alternative courses
of action. Reduce number of
alternatives. Remove those do not
look promising, and retain those
sound ones for further analysis.
9. Steps Involved in the Strategic Planning
•Examine the alternatives.
You need to do some
statistical and quantitative
analysis of factors involved in
each alternative.
10. Steps Involved in the Strategic Planning
• Select the best course of
action. Choosing alternative
most likely to be effective in
achieving your objectives.
11. Steps Involved in the Strategic Planning
• Develop support plans. Smaller
plans aims to establish
coordination among other levels
of the organization so that the
enterprise goal can be easily
achieve.
12. Steps Involved in the Strategic Planning
• Implement the plan. Plans only come
into reality when it is implemented. In
implementing the plans, it require the
exercise of other management functions,
such as organizing, staffing, directing, and
controlling.
13. Organizing
- involves identifying 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.
14. EXAMPLES OF ORGANIZATION
DIAGRAM
A. LINE ORGANIZATION
The manager has direct command
over workers who accomplish the tasks.
Below is an example of a line
organization
15.
16. B. LINE AND STAFF
ORGANIZATION
Any activities that a line officer can
not do are delegated to a staff
officer to render these services.
17.
18. C. FUNCTIONAL STAFF
ORGANIZATION
In this setup, the worker has more than
one immediate superior or as many as
the types of activities assigned to him.
19.
20. STAFFING
-This process involves proper
and effective selection,
appraisal and development of
personnel to do the jobs and
fulfill the roles in the structure.
21. • Assess your workload. The
officers manning the operating
units can determine what
exactly they are responsible
for
22. •Study jobs in the company.
This refers to the process of
determining the duties,
responsibilities of each job.
23. • Examine your present
personnel. Assess the
skills, strengths,
weaknesses, and potentials
24. •Design an improvement plan. If
you find out that there is a
problem in quantity or quality of
skills among your present
personnel, you may adopt any of
the following solutions:
25. a) If your workers are not enough, consider
recruiting from inside or outside the
organization.
b) If your workers do not possess the
required skills, you may resort to training
and development.
26. 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.
27. Directing includes the following;
•Motivation is the process
of encouraging the
subordinates to act in a
desired manner.
28.
29. Directing includes the following;
• Leadership is the ability
of an individual to persuade
the subordinates to follow.
30. 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.
31. b. Human relation skills
is the ability to deal
effectively with people
32. 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.
33. controlling
-The function of controlling is to
make sure that what is done in
the enterprise conforms to what
has been planned.
34. The two main activities involved here
are comparing actual performance
with desired performance and
making necessary connections
where there is deviation from the
plans.
37. Three common types of standards:
Physical standards include
quantity of products or services,
number of customers or clients,
and quantity of clients or services.
38. Three common types of standards:
Monetary standards are
indicated in terms of peso values
and include labor cost, selling cost,
material cost, sales revenue, and
gross profit.
39. Three common types of standards:
Time standards refer to the
speed with which job should be
done or the deadlines for their
completion.
40. B. 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.
41. C. 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.
42. D. Compare performance with
standards and analyze
deviations
Data about actual performance can be
meaningless unless they are compared
with desired performance.
43. •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.
44. Depending on the nature of the
shortfalls in performance, you may
correct these shortfalls by resorting
to any of the following remedies.
45. a) Revising your plans
b) Modifying your goals
c) Reassigning workers
d) Clarifying duties and responsibilities
e) Hiring additional staff
f) Firing problems workers
g) Stronger leadership
46. 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.
47. CHARACTERISTICS OF EFFECTIVE
CONTROLLING
a) They control the proper
activities. People will naturally be
conscious about meeting standards
if they are aware that those
activities will be monitored.
48. CHARACTERISTICS OF EFFECTIVE
CONTROLLING
b) 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.
51. CHARACTERISTICS OF EFFECTIVE
CONTROLLING
e) 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.
