The document discusses management functions and the POSDCORB model. It defines POSDCORB as an acronym created by Luther Gulick comprising the main functions of management: Planning, Organizing, Staffing, Directing, Coordinating, Reporting, and Budgeting. It then explains each function in the POSDCORB model and the different levels of management, including their typical responsibilities.

1. Management Functions Cooperative Management & Governance SeminarNueva Segovia Consortium of CooperativeCaoayan, Ilocos SurOctober 5-7, 2011

2. POSDCORB is a word composed of the initials of the functions of the executives. POSDCORB is developed by Luther Gulick.POSDCORB lists the functions of the executives according to Luther Gulick who was a well known member of the classical school. POSDCORB includes seven functions.

3. POSDCORBPOSDCORB is an acronym created by Luther Gulick and LyndallUrwick in their “Papers on the Science of Administration” (1937). Developed as a means to structure and analyze management activities, it set a new paradigm in Public Administration.

4. Based on the theories of Henri Fayol’s 14 Principles of Management, Gulick and LyndallUrwick disputed the prevailing thinking that there was a dichotomy between politics and administration. Instead that it was impossible to separate the two. It has been called the “high noon of orthodoxy,” due to the assumption that it was the principles that were important and not where they were applied

5. The acronym which formulates the responsibility of a chief executive or administrator stands for: Planning, Organizing, Staffing, Direction, Coordinating, Reporting, and Budgeting.PlanningIs defining goals, establishing strategy to meet them, establish plans to coordinate activities, outline methods for doing them to accomplish purpose set by the cooperative.

6. OrganizingDetermining what tasks are to be done, establish the formal structure which work are arranged, defined and coordinated for the defined objective

7. StaffingStaffing is the whole personnel function of bringing in and training the staff and maintaining favorable conditions of work

8. DirectingMotivating, selecting most effective communication channels and resolving conflictsDirecting is the continuous task of making decisions and embodying them in specific and general orders and instructions and serving as the leader of the cooperative

9. CoordinatingCoordinating is the all-important duty of interrelating the various parts of the work

10. BudgetingBudgeting, with all that goes with budgeting in the form of fiscal planning, accounting and control. Referencehttp:// www.vectorstudy.com/management theories/POSDORB.htm

11. ReportingReporting is keeping those to whom the executive is responsible informed as to what is going on, which thus includes keeping himself and his subordinates informed through records, research and inspections

12. Manager SkillsConceptual TechnicalHumanDecision makingProblem Solving

13. Conceptual SkillsAbility to see the ‘big picture’, to recognize and understand significant elements in a situation.Creation Phase: Establish positive thinking Develop creative ideas Combine Refine Re-arrangeSimplify

14. Technical SkillsDevelopment of your technical skills as an integral part of your personal developmentStrong technical skills can save you time and increase incomeKnowledge of and proficiency in activities involving methods, processes and procedures.

15. Human SkillsAbility to work with people. Creation of an environment in which people feel secure and free to express their opinions. HR is most important career skill One’s ability to get along is the single most important factor affecting chances of success in the workplace

16. Decision Making SkillSimple tips: - get all the facts - weigh - decide - actAbility to solve problems that will benefit enterprise. Also ability to design a workable solution to the problems and to avoid them in futurePost Implementation: - monitor - verify results - document - celebrate success

17. Problem SolvingPrevention PrincipleSolve problem @ the source. Live by the 1 – 10 – 100 rulePractice Principle

18. Problem SolvingIf problem is not fixed when it occurs it will become costlier to fix later – money and time1 – 10 – 100Rule100CostFix Problem After it Goes to CustomerFix Problem Before it Reaches Customer101Prevent ProblemTime

19. Managerial Function1PlanningOrganizing

20. Staffing

21. Directing/Influencing

22. Coordinating

23. BudgetingLately in public administrationPOSDECoRBManagerial Function1 Planning Organizing

24. Staffing

25. Directing/Influencing

26. Coordinating/Reviewing

27. BudgetingLevel of Management3Top Level Management1Middle Level2First-LineWorkers4

28. Top Level ManagementMiddle LevelFirst-Line