This document discusses key management functions including planning, organizing, staffing, coordinating, directing, and controlling. It provides details on each function, such as the importance of planning to reduce risks and waste. It also covers organizing techniques like subdivision of work and allocation of authority. Additional topics include characteristics of coordination, techniques of directing employees, and the importance of controlling to ensure goals are met. The document concludes with information on goal setting, including characteristics of effective goals and the process of management by objectives.

2. Presented by
 Ata-Ur-Rehman

3. MANAGEMENT FUNCTIONS

4. Functions of
management
Planning
Organizing
Staffing
Coordinating
Directing
Controlling

5. Planning
 Deciding in advance.
 Proper utilization of resources.
 Human
 Non-Human
 It is intellectual approach which reduces
 Risks
 Confusions
 Uncertainties
 Wastage of time. Planning

6. Models of Planning
● The Basics
● Issue- or Goal-Based
● Alignment
● Scenarios
● Organic (or Self-Organizing)
● Appreciative Inquiry

7. Organizing
● Organizing means:
 Assigning the planned task:
─ To various individual.
─ To groups.
 Cresting a mechanism.
 To provide everything:
─ Raw material.
─ Tools.
─ Capital.
─ Personnel.

8. Functions of Organizing
●Subdivision of main work into small groups.
●Based on principle of equality division of activities.
●Allotment of rights and authority.
●Determination of positions at different levels.

9. Importance of Organizing
● Makes the management simple and efficient
● Encourage specialization
● Improves techniques
● Increase productivity
● Accelerates the progress

10. Coordination is managerial Function it does
 Unification
 Integration
 Synchronization
 Hidden force combine all
management function
Coordinating

11. Features of Coordination
 Managerial responsibility
 Deliberate effort
 Continue Process
 System Concept

12. Techniques of Coordination
 Sound Planning
 Simplified Organization
 Coordination by Committees
 Effective Communication
 Effective Leadership and Supervision

13. Conclusion
A good coordinator is
Good leader
and
A good Leader is good
Manager

14.  Process in which the managers
 Instruct
 Guide
 Oversee the performance of the workers.
 Heart of management process
 Initiate Action
Directing

15. Characteristics of Direction
 Pervasive Function
 Continuous Activity
 Human Factor
 Creative Activity
 Executive Function

16. Controlling
 Controlling is the measurement and correction of
performance.
 Controlling is to ensure that everything occurs in
conformities with standard

17. Importance of Controlling
 Helps in achieving organisational goals
 Judging accuracy of standards
 Improving employee motivation
 Ensures order and discipline
 Controlling helps in improving the performance of
the employees

18. Determination Of Objective and
Goal

19. Approaches to Establishing Goals
 Goal provide direction to management.
 Organization member work according to goals.
 Goal establishing process
 Traditional goal setting
 Management by objectives

20. Characteristics of well designed goal
Specific
 Measurable
Attainable
Realistic
Timely

21. Specific
 Specific goals answer the following questions:
Who: Who is involved?
What: What do I want to accomplish?
Where: Identify a location.
When: Establish a time frame.
Which: Identify requirements/constraints.
Why: Specific reasons, purpose or
benefits of accomplishing the goal.

22. Measurable
 To determine if your goal is measurable, ask
questions such as
 How much?
 How many?
 How will I know when it is accomplished?

23. Attainable
 The goal is “do-able”
 It is action-oriented
 It is “within reach” of mortals!

24. Realistic
 The goal must be an objective toward which you
are both willing and able to work.
 Again, it must be “do-able”
 People must believe it can be accomplished

25. Timely
 You should establish a timeframe
 The timeframe must be realistic
 Everyone needs to know the timeframe…make it
public

26. Steps in Goal Setting
 Review the organization’s vision and mission.
 Evaluate available resources.
 Determine the goals individually or with input from
others.
 Review results and whether goals are being met.

27. Effective Goal Setting
 Goal
An observable and measurable
outcome to be achieved within a
fixed timeframe – the end result
toward which your efforts are
directed.
S
• Specific
M
• Measureable
A
• Achievable
R
• Result Focused
T
• Time Focused

28. Goal Selecting
• WHAT? Goal
• HOW? Action steps
• WHEN? Deadline for
completion
Priority
Matrix
Urgent &
Important
Not Urgent
& Important
Urgent & Not
Important
Not Urgent &
Not Important
 On a piece of paper, complete
the following sentence
Five years from now, I
will be…….

29. Achieving Goals
 Pictorial
representation
 Make a To do list
 SWOT Task

30. Management by Objective
 Comprehensive managerial system
 Integrates managerial activities systematically
 Measurable and participative set objectives
 Effective and efficient achievement of organizational
objectives

31. History and Background of MBO
 Peter Drueker gave birth of the concept in 1954 “The
Practice of Management”.
 Some say; it may be a
 Appraisal tool
 Motivational technique
 Planning and control device
 Or a combination

32. Benefits of MBO
 Control and systematic Evaluation
 Effective Feedback
 Improving Productivity
 Locating weak and Problem Areas
 Motivating the subordinates

33. Limitations of MBO
 Failure in goal setting
 Emphasis on short-run goals
 Danger of inflexibility

34. 4 Ingredients of MBO Program
Goal Specificity
Objective Should be
Concise , realistic , statements of
expected accomplishments
Participated Decision-
making
Manager & Employee set goals
and
agree on how they will be
achieved
An Explicit Time Period
Each object has a
concise time period
in which it must be complete
Performance Feedback
Continuous performance & goals
monitoring, feedback
and correct action
4 Ingredients
of MBO

35. 6 Stages of MBO Process
Define Organizational
Goal
Define Employees
Objective
Continuous
Monitoring of
Performance and
Progress
Performance
Evaluation
Providing Feedback
Performance
Appraisal

36. Stage-1: Organizational Goals
 Goals set on analysis &
judgment
 Managers and Employees
must be involved in setting
goals
 Goals should indicate What
needs to be accomplished

37. Stage-2:Employees Objectives
 Employees are well
informed
 Separate realistic objectives
to each Department(or
employee)

38. Stage-3: Monitoring Performance
 Essential part of MBO
Process
 Install Proper Control ,
Monitoring & Measuring
Systems
 Monitoring the Performance
and Progress of employees.

39. Stage-4: Performance Evaluation
 Analyze Findings
 Compare & Evaluate

40. Stage-5: Providing Feedback
 Feedback is
continuous
 Correct and improve
faults in activities
 Reduce Waste level
 Remove unproductive tasks

41. Stage-6: Performance Appraisal
 How effectively employees
fulfilling responsibilities
 After a proper feedback
and review
 Grade employees and
award accordingly

42. To Sum UP……. MBO
 Participative Goal Setting Management Approach.
 Measureable Actual Performance With Set Standard.
 Look For Ways To Improve Productivity , Efficiency
and Effectiveness.