3. To be successful,
management needs to follow
the four functions of
management in the proper
order.
There are four generally
accepted FUNCTIONS OF
MANAGEMENT:
4. In the planning stage, managers establish organizational goals and
create a course of action to achieve them.
During the planning phase, management makes strategic decisions
to set a direction for the organization.
While planning, managers taking into consideration its vision and
mission and evaluating what resources are available to meet organizational
objectives.
While planning, managers usually evaluate internal and external factors
that may affect the execution of the plan, such as economic growth,
customers and competitors.
1. PLANNING
5. They also establish a realistic timeline for achieving the goal or goals based
on the organization’s available finances, personnel and resources.
Managers may have to take additional steps, such as seeking approval from
other departments, executives or their board of directors before
proceeding with the plan.
PLANNING
6. 1. STRATEGIC PLANNING
This type of planning is often carried out by an organization’s top
management and usually creates goals for the entire organization.
It analyzes threats to the organization, evaluates the organization’s
strengths and weaknesses and creates a plan of how the
organization can best compete in its environment.
Usually has a long timeframe of three years or more.
SEVERAL APPROACHES TO
PLANNING
7. 2. TACTICAL PLANNING
It is usually carried out by an organization’s middle
management.
Usually aimed at a specific area or department of the
organization such as its facilities, production, finance,
marketing or personnel.
Tactical planning is the shorter-term planning of an
objective that will take a year or less to achieve.
SEVERAL APPROACHES TO
PLANNING
8. 3. OPERATIONAL PLANNING
the process of using tactical planning to achieve strategic planning and goals.
Operational planning creates a timeframe for putting a portion of the strategic
goal into practice operationally.
SEVERAL APPROACHES TO
PLANNING
9. The purpose of organizing is to distribute the resources and delegate tasks to
personnel to achieve the goals established in the planning stage.
Managers may need to work with other departments of the organization, such as
finance and human resources, to organize the budget and staffing.
Managers typically take employees’ motivation and aptitude into account to match
employees with roles and tasks that best fit their abilities.
Managers should explain and ensure that employees understand their individual
duties. To help employees feel engaged and productive, managers should
ensure that employees are assigned an appropriate amount of work and an
appropriate amount of time to complete their work.
2. ORGANIZING
10. Consists of motivating employees and influencing their behavior to achieve
organizational objectives.
focuses on managing people, such as individual employees, teams and groups
rather than tasks.
Though managers may direct team members by giving orders and directing to their team,
managers who are successful leaders usually connect with their employees by using
interpersonal skills to encourage, inspire and motivate team members to perform to the
best of their abilities.
Managers can foster a positive working environment by identifying moments when
employees need encouragement or direction and using positive reinforcement to
give praise when employees have done their jobs well.
Managers usually incorporate different leadership styles and change their management
style to adapt to different situations.
3. LEADING
11. Directing: The manager leads by deciding with little input from the
employee. This is an effective leadership style for new employees who
need a lot of initial direction and training.
Coaching: The manager is more receptive to input from employees.
They may pitch their ideas to employees to work cooperatively and
build trust with team members. This style of leadership is effective for
individuals who need managerial support to further develop their skills.
EXAMPLES OF SITUATIONAL
LEADERSHIP STYLES
12. Supporting: The manager decides with team members but focuses more on
building relationships within the team. This style of leadership is effective for
employees who have fully developed skills but are sometimes inconsistent in their
performance.
Delegating: The leader provides a minimum of guidance to employees and is
more concerned with the vision of the project than day-to-day operations. This
style of leadership is effective with employees able to work and perform tasks on
their own with little guidance. The leader can focus more on high-level goals than
on tasks.
EXAMPLES OF SITUATIONAL
LEADERSHIP STYLES
13. The process of evaluating the execution of the plan and making
adjustments to ensure that the organizational goal is achieved.
Managers perform tasks such as training employees as necessary
and managing deadlines.
Managers monitor employees and evaluate the quality of their work.
They can conduct performance appraisals and give employees
feedback, providing positive remarks on what they are doing well and
suggestions for improvement. They may also offer pay raise
incentives to high-performing employees.
4. CONTROLLING
14. Budget adjustments- Managers monitor the budget and resources
to ensure that they are using the resources available and not going over
budget.
Staffing adjustments- Managers may need to make challenging
decisions such as whether to reassign an employee who produces low-
quality work to a different task or dismiss them from a project. They may
also need to add additional team members to meet an organizational
goal if they conclude that the team is understaffed.
Managers may need to make adjustments
such as:
