Business management

1. ARE-503
Farm Planning & Budgeting – Management Functions

2. Dynamics of management/Management
Functions
• Planning
• Organising
• Staffing
• Directing
• Coordinating
• Controlling

3. 1. Planning
• Determination of a course of action to achieve the desired result.
• Deciding in advance what to do, when to do, where to do, how to do
and who to do it.
• Mental process requiring the use of: Intellectual faculties, Foresight,
Sound judgement
• According to Koontz, O'Donnell and Weihrich,
• “Planning is an intellectually demanding process, it requires the
conscious determination of courses of action and the basing of
decisions on purpose, knowledge and considered estimates.”
• It bridges the gaps from where we are to where we want to go to.

4. Steps in Planning
• Determination of goals •
• Search for alternative courses of action •
• Evaluation of various alternatives and formulation of a plan
• Formulation of policies and procedures
• Preparation of schedules, programs, and budgets

5. Requirements of an effective plan
• Should be specific
• Should be logical
• Should be complete and integrated
• Should be flexible
• Should be capable of being controlled

6. 2. Organizing
Organisation is the backbone of management.
• An important managerial activity
• Brings together manpower and material resources.
• Process of establishing authority-responsibility relationships among the members of the
enterprise.
Organising involves:
• Breaking a plan into activities
• Grouping those activities
• Allocating resources to them
A. Carnegie, an American industrialist said, “Take away all our factories, trade, avenues
of transportation, money. Leave nothing but our organisation, and in 4 years we shall re-
establish ourselves.”

7. Steps in organising
• Identification of activities
• Grouping of activities
• Assignment of jobs to employees
• Delegation of authority
• Establishing authority-responsibility relationships

8. Advantages of a sound organisation
• Facilitates attainment of objectives
• Facilitates optimum use of resources technology
• Facilitates growth and diversification
• Stimulates creativity and innovation
• Encourages better relations
• Facilitates effective communication
• Increases employee satisfaction and decreases employee
turnover

9. 3. Staffing
• Is concerned with managing various positions in the organisation.
• Pertains to recruitment, selection, training, development and
appraisal of personnel.
• Involves determination of manpower requirements and providing
adequate competent people.
• Has a greater importance these days because of rapid advancement
of technology, increasing size of organisation and complex behaviour
of human beings.
• According to Koontz, O'Donnell and Weihrich, “the managerial
function of staffing involves manning the organisational structure
through proper and effective selection, appraisal and development of
personnel to fill the role designed into the structure”

10. Objectives of staffing
• Attain maximum individual development
• Establish desirable working relationship
• Mould effectively the human resources
• Ensure satisfaction of the workers
• Provide fair wages, good working conditions and service
benefits
• Ensure that every employee makes max contribution

11. 4. Directing” or “direction
• It is generally used in every walk of life.
• It has got a wider interpretation now; is no more restricted to
“commanding” as viewed by “Henry Fayol”.
• It relates to those activities which deal directly with influencing,
guiding, supervising and motivating subordinates in their jobs.
• Definitions: Marshall said, “Directing involves determining the
course of action, giving orders and instructions and providing
dynamic leadership”.
• According to GR Terry, “Directing means moving to action and
supplying stimulative power to group of persons”

12. Elements of directing
• Communication: Passing information and understanding • A two-way process.
- Making the subordinates understand what, how and when to do it
• Leadership: Process of guiding and influencing the behaviour of subordinates
- Encourage others to freely contribute to the project or company.
- Build up confidence and zeal to work among subordinates
- Taking everyone along
• Motivation: Inspiring the subordinates
- Different people are motivated differently
- Some with money, some with job security, some with freedom and some with
recognition
• Supervision: Overseeing the functioning of the subordinates •
- Necessary to ensure that the instructions are being followed properly

13. 5. Coordination
• Achievement of orderly group efforts and unity of action in the
pursuit of a common purpose.
• Unification, integration, synchronization of the efforts of group
members.
• Is all pervasive and encompasses every function.
• Is the essence of managing
• Henri Fayol considers coordination as a function of a manager.
• James D Mooney considers coordination as the “first principle
of organisation”.

14. Features of Coordination
• Orderly arrangement of group efforts
• Secure unity of action towards common objective
• Needed at all levels of management
• Essence of managing

15. 6. Controlling
• Deals with the measurement and correction of the performance
against pre-determined standards.
• Takes corrective action if the results do not conform to plans.
• Adjusts operations as needed to achieve the plan, or to maintain
variations from system objectives within allowable limits.
• Brech defined control as “the process of checking actual
performance against the agreed standards with a view to ensuring
satisfactory performance.”
• Fayol viewed control as verifying whether everything occurs in
conformity with the plan adopted, the instructions issued and
principles established.

16. Steps in Controlling
• Establishment of standards
• Performance measurement
• Performance appraisal
• Corrective action