The document outlines the key functions of management, including planning, organizing, staffing, leading, and controlling, which are essential for achieving organizational objectives. It emphasizes the importance of strategic planning and utilizes tools like SWOT analysis to evaluate the internal and external environment of a business. Furthermore, it discusses the necessary skills for effective management, such as technical, human, and conceptual skills, while encouraging best practices for successful team dynamics.

1. MANAGEMENT
FUNCTIONS
CORNELIUS NZONZO

2. OBJECTIVES
Define and understand the managerial
functions
Relate the concepts of management
covered to different work situations

3. Plenary session
List down all your core duties and
responsibilities at the workplace

4. What is Management?
 Management is a series of actions
involving
 planning, organizing, leading, staffing
and controlling the…
 efforts of organizational members
 Use of organizational resources,
 to achieve stated organizational
objectives

5. Five Management functions
• Planning
• Organizing
• Staffing
• Directing
• Controlling

6. 1.
Planning

7. The planning function
• Ongoing process of developing the business'
objectives and determining how they will be
accomplished
• Planning process involves the following stages:
• Forecasting or determining what should be done –long /short
term
• Establishing objectives
• Determining how the set objectives will be achieved-activities
• Scheduling time for achievement of the objectives
• Determining the resources needed to achieve the set
objectives
• Establish standards for evaluation

8. Forecasting
• The process involves Deciding where to go
through:
• Creating a vision,
• selecting a mission

9. Forecasting
• A Vision: Nonspecific directional and
motivational guidance for the entire
organization.
• Mission An organization's reason for being.
• It is concerned with scope of the business and
what distinguishes this business from similar
businesses.

10. Forecasting
• Goal: Is a refined mission and address key
issues within the organization.
• It is expected to be general, observable,
challenging but untimed

11. Establishing objectives
• Objectives are specific statements of
anticipated results that further define the
organization's goals.
 Objectives (unlike goals) are Specific, Measurable,
Attainable, Realistic & time bound.
 They should be – SMART

12. Establishing objectives
In order for objectives to be smart, they should
identify:
 who will be reached;
 What change will be achieved;
 In what time period the change will be achieved
 Where ( location)

13. Strategic planning
 Determine how the set objectives
will be achieved-strategies
 In the process, three basic
questions are answered

14. Strategic planning
 1. Where are we now?
 2. Where do we want to be?
 3. How do we get there?

15. Strategic planning

Strategy formulation process:
 Perform internal and external
environmental analyses
through SWOT Analysis

16. SWOT Analysis
SWOT stands for:
 Strengths - the positive internal
attributes of the organisation
 Weaknesses - the negative internal
attributes of the organisation
 Opportunities - external factors which
could improve the organisation’s
prospects
 Threats - external factors which could
undermine the organisation’s prospects

17. SWOT analysis
 Strengths & Weakness are internal
 Strengths can be exploited, built upon
 Weaknesses may be so important that they
need to be addressed before any further
strategic planning steps are taken
 Opportunities and threats are
uncontrollable by management because
they are external to the firm

18. The last planning stage
• Select actions/activities to achieve
the objectives
• Establish standards for evaluation

19. 2.
The Organizing Function

20. The Organizing Function
• Organizing is establishing the internal
organizational structure of the
business.
• The focus is on division, coordination,
and control of tasks and the flow of
information within the organization.
• Managers distribute responsibility and
authority to job holders in this
function of management

21. The Organizing Function
 Ensures all tasks necessary are
accomplished by:
 Grouping activities in a logical
manner
 Identifying people who can best do
the tasks
 Create an environment for human
performance by:

22. The Organizing Function
 Assigning responsibilities to staff.
 Defining lines of authority and areas of
responsibility
 Clarifying communication
 Defining appropriate means of coordinating
activities with other units horizontally and
vertically
 Establishing the relationship between staff
 Mobilizing resources- both human and material
for achievement of the set objectives

23. 3.
The Staffing Function

24. The Staffing Function
• Staffing includes recruiting, selecting,
hiring and training of employees
• Staffing follows with the filling and
keeping filled all the positions
• This is achieved through:
 Determing numbers of people needed
 Their competencies and qualifications.
 Determing workload per person

25. 4.
Leading/Directing Function

26. Leading/Directing Function
• Directing is influencing people's behavior
through motivation, communication,
leadership and discipline
• The purpose is to channel the behavior of
all personnel to accomplish the
organization's mission and objectives
• while simultaneously helping them
accomplish their own career objectives.

27. Leading/Directing Function
 This function seeks to secure workers’
commitment through:
 Coaching and guiding/supervising staff
 Clearly communicating what is expected
of each staff member
 Motivating staff
 Periodically giving feedback
 Resolving conflict among staff
 Providing necessary resources

28. 5.
Controlling function

29. Controlling function
 Ensure the organisation is on the
right path towards attaining goals
 In case of any problems, managers
find out why and set things right

30. Controlling function
 Involves Establishing ways of comparing actual
performance to plans made earlier
 It involves:
 Setting very clear performance standards/benchmarks
 Determining methods of measuring performance
 Periodically evaluating peformance against set standards
 Identifying and correcting performance problems
 Taking corrective action when necessary & Reviewing
performance

31. Controlling process
 Step 1: Setting Performance Standards
 Step 2: Measure and compare actual
with planned results
 Step 3. Give feedback
 Step 4. Take corrective action

32. What managers do - They …
are responsible and accountable
balance competing goals and priorities
think analytically and conceptually
make difficult decisions
mediate
are symbols

33. Management Skills
 Conceptual
 Human Relations
 Technical

34. Management Skills
• TECHNICAL
• Technical skill is the ability to use tools,
techniques, and specialized knowledge to carry out
a method, process, or procedure
• HUMAN
• Human skills are used to build positive
interpersonal relationships, solve human relations
problems, build acceptance of one's co-workers,
and relate to them in a way that their behavior is
consistent with the needs of the organization

35. Management Skills
• CONCEPTUAL SKILLS
• Conceptual skills involve the ability to see
the organization as a whole and to solve
problems in a way that benefits the entire
organization.
• Analytical, creative and intuitive talents
make up the manager's conceptual skills.

36. PATHWAY TO SUCCESS
 Plan
 delegate, not dump
 encourage independent thinking;
 build a team
 listen
 set an example
 accept responsibility
 share the spotlight
 Trust

37. END OF PRESENTATION
 THANK YOU FOR YOUR
PARTICIPATION AND
INVOLVEMENT
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