Explanation of Management functions in sequence with examples.

1. MANAGEMENT
FUNCTIONS &
EFFECTIVE LEADERSHIP
PMBOK® Reference

2. Introduction
■ Management is the attainment of organizational
goals in an effective manner
■ The use of people and other resources to
accomplish objectives.
■ No project can be expected to be completed
within time and budget without using the tools
and techniques provided by Project
Management
■ Project management, then, is the application of
knowledge, skills, tools, and techniques to
project activities to meet the project
requirements.

3. Management – Schools of thought
■ The classical/traditional school
Management is the process of getting things done.
Emphasis is placed on the objective, with little regard for the
people involved.
■ The empirical school
Emphasis on studying the experiences of other managers,
whether or not the situations are similar.
■ The behavioral school
Emphasis on understanding human behavior in the
organization.

4. Schools of thought (cont’d)
■ The decision theory school
Management is a rational approach to decision making using a system of
mathematical models and processes, such as operations research and management
science.
■ The management systems school
The management systems school includes contingency theory, which stresses that
each situation is unique and must be optimized separately within the constraints of
the system.

5. ■ In a project environment, functional managers are
generally practitioners of the first three schools of
management, whereas project managers utilize the last
two.
– Functional managers are accountable to manage people within a
department.
– Project managers must bring people together from different functions and
specific skills to accomplish specialized tasks within a required time

7. What is planning?
■ Planning is the process of stating objectives
and then determining the most effective
activities or accomplishments necessary to
reach the objective
■ Devising and maintaining a workable
scheme to accomplish the business need that
the project was undertaken to address

8. Planning process
■ Scope planning
Developing a written scope statement as a basis for future project decisions
 Activity definition
Identifying the specific activities that must be performed to produce the various project
deliverables
 Activity sequencing
Identifying and documenting interactivity dependencies
 Activity duration estimating
Estimating the time period which will be needed to complete individual activities

9. Planning process (cont’d)
■ Schedule development
– Analyzing activity sequences, activity durations and
resource requirements to create the project schedule
■ Resource planning
– Determining what resources are needed and what
quantities
■ Cost estimating
– Developing an approximation of the costs of the
resources
– Cost budgeting
– Allocating the overall cost estimate to individual work
item

10. Planning process (cont’d)
■ Project plan development
– Taking the results of other planning processes and putting them into a
consistent and coherent document
■ Quality planning
– Identifying which quality standards are relevant to the project and
determining how to satisfy them
■ Risk analysis
– Determining which risks are likely to affect the project and documenting the
characteristics of each. Evaluating risks and risks interactions to assess the
range of possible project outcome. Defining steps for mitigation of risk
factors
– Procurement planning
– Determining what to procure, how much to procure and when to procure

11. Other Elements of a project plan
■ Financial plan
■ Facilities requirement plan
■ Market intelligence plan
■ Quality assurance plan
■ Configuration management
plan
■ Security plan
■ Production plan
■ Training plan
■ Contingency analysis
■ Logistics support plan

12. Failing to plan is planning to fail
- Alan Lakein

13. Organizing
Organizing in a general sense means systematic arrangement of
activities

14. ORGANISING IN MANAGEMENT
■ Organizing in management refers to the relationship between people,
work and resources used to achieve the common objectives.
■ THEO HAIMANN “Organizing is the process of defining and grouping
the activities of the entire process and establishing the authority and
relationship among them”

15. NATURE OF ORGANISING
■ Learning objectives
■ Identifying the task
■ Grouping the activities
■ Delegation of authority
■ Coordination

16. PROCESS OF ORGANIZING
■ Division of Work
■ Grouping of Work
■ Delegation of Authority
■ Coordination of Work

17. PRINCIPLES OF ORGANIZING
■ Exception
■ Unity of Objective
■ Specialization
■ Efficiency
■ Coordination
■ Authority and Responsibility
■ Balance
■ Homogeneity
■ Unity of Command
■ Scalar Chain
■ Continuity
■ Span of Control
■ Simplicity

18. Importance of Organizing

19. Example of Organizing
Mr. Usama has plan to meet the goals of his establishment he decide put
together all the records of purchases and sales in a special folder.

20. Staffing

21. Staffing Process

22. Types of Recruitment
Internal Recruitment- is a recruitment which takes place within the
concern or organization. Internal sources of recruitment are readily
available to an organization.
■ Transfers
■ Promotions
■ Re-employment of ex-employees

23. Employee Selection Process
■ Employee Selection is the process of putting right men on right job. It is a
procedure of matching organizational requirements with the skills and
qualifications of people.

24. Different Processes

25. Placement and orientation
■ Placement, Once the candidates are selected for the required job, they have to be fitted as per the
qualifications
■ Generally the information given during the orientation program includes:
■ Employee’s layout
■ Type of organizational structure
■ Departmental goals
■ Organizational layout
■ General rules and regulations
■ Standing Orders
■ Grievance system or procedure

26. Training & development,
Remuneration
Training process moulds the thinking of employees and leads to quality
performance of employees. It is continuous and never ending in nature
Employee Remuneration refers to the reward or compensation given to the
employees for their work performances. Remuneration provides basic
attraction to a employee to perform job efficiently and effectively.
 Time Rate Method
 Piece Rate Method

27. Controlling

28. Controlling
Controlling is a three-step process of measuring progress toward an
objective, evaluating what remains to be done, and taking the necessary
corrective action to achieve or exceed the objectives.

29. Three steps for controlling
■ Measuring:
Determining through formal and informal reports the degree to which progress toward
objectives is being made.
■ Evaluating:
Determining cause of and possible ways to act on significant deviations from planned
performance.
■ Correcting:
Taking control action to correct an unfavorable trend or to take advantage of an unusually
favorable trend.

30. DIRECTING:
■ Motivating and leading employees to achieve organizational objectives.
■ Directing is the implementation and carrying out process of those approved plans that
are necessary to achieve known as organization needs.
Directing involves such steps as:
■ Staffing
■ Training
■ Supervising
■ Motivating
■ Counseling
■ Coordinating

31. Project managers must motivate
subordinates:
■ By providing
■ A feeling of pride or satisfaction
■ Assurance of opportunity
■ Assurance of approval
■ Assurance of advancement, if possible
■ Assurance of promotion, if possible
■ Assurance of recognition
■ A means for doing a better job, not a means to keep a job

32. Guidelines for proper motivation:
■ Adopt a positive attitude
■ Do not criticize management
■ Do not make promises that cannot be kept
■ Circulate customer reports
■ Give each person the attention he requires
■ Incentives (pay raise, promotion)
■ Employee involvement (in cost reduction, customer service)
■ Recognition and appreciation

33. Effective ways of motivating project
personnel:
■ Giving assignments that provide challenges
■ Clearly defining performance expectations
■ Giving proper criticism as well as credit
■ Giving honest appraisals
■ Providing a good working atmosphere
■ Developing a team attitude
■ Providing a proper direction (even if Theory Y)

34. Leadership:
■ Leadership is a ability to develop a vision that motivates others to move
with a passion towards a common goal, So the leadership is a process by
which a person influences others to accomplish an objective and directs
the organization in a way that makes it more cohesive and coherent.

35. Effective leadership – Why?
■ Since good leadership is hard to define, it is also difficult
to directly measure.
■ Plain and simple, leadership is about getting others to
take action.
■ Exceptional leadership inspires the best effort in others

36. Ineffective Leadership
■ Inability to Motivate People
■ Difficulty Attracting/Retaining the Right People
■ Low Productivity
■ Poor Customer Orientation
■ High Stress
■ Isolation
■ Declining Profits

37. Ineffective Leadership
■ Ineffective Delegation
■ Lack of Creativity
■ Lack of Initiative
■ Ineffective Teams
■ Poor Communications
■ Lack of Vision
■ Diminishing Revenues
■ High Turnover

38. Effective Leadership – How?
■ Understanding the foundations of what makes
someone an effective leader.
■ What kind of organizational culture is
most effective.

39. Understanding Effective Leadership
■ Becoming Influential
■ Facilitating Teamwork & Collaboration
■ Being a Catalyst for Change
■ Managing Conflict
■ Developing Others
■ Having & Communicating a Compelling Vision

40. Understanding Effective Leadership
■ Break old habits/responses and form new ones
■ Know which areas to improve
■ Use a reliable assessment to identify areas of growth opportunity
– Develop a plan of development
– Having one or more people who can support you, give unbiased,
nonjudgmental feedback and help make course corrections.

41. Leadership in a project environment
Leadership is composed of several complex elements, the three most common being:
■ The person leading
■ The people being led
■ The situation (i.e., the project environment)
Leadership techniques
■ Human relations-oriented leadership techniques
■ Formal authority-oriented leadership techniques

42. LIFE-CYCLE THEORY OF LEADERSHIP
The model contends that leadership styles must change according to the readiness of the
employees, with readiness defined as job-related experience, willingness to accept job
responsibility, and desire to achieve.
Readiness is somewhat different from other behavioral management definitions, which
define readiness (and maturity) as age or emotional stability

43. Personality and situational factors that
influence effective leadership