The document discusses the P-O-L-C framework for management functions including planning, organizing, leading, and controlling. It then discusses the economic, social, and environmental performance of organizations. Planning involves setting goals and strategies. Organizing includes structuring roles and allocating resources. Leading focuses on influencing others. Controlling monitors performance against standards. High economic performance satisfies investors through profits. Social performance considers stakeholders like employees and communities. Environmental performance addresses impacts on the environment. Integrating these areas of performance can build up all aspects of the business.

1. PRINCIPLES OF
MANAGEMENT
P-O-L-C FRAMEWORK
&
ECONOMIC,SOCIAL&ENVIRONMENTAL
PERFORMANCE

2. Function of management
• A manager’s primary challenge is to solve problems creatively.
• While drawing from a variety of academic disciplines, and to
help managers respond to the challenge of creative problem
solving, principles of management have long been categorized
into the four major functions .

3. Function
Planning
Organizing
Leading
Controlling
P-O-L-C
FRAMEWORK

4. Planning
• Defining
Organization
Vision &
Mission
• Setting Goals &
Objectives
• Strategizing
• Plan of Action
to Achieve
Goals
Organizing
• Formulate
Organizational
Structure
• Resource
Allocation
• Job Design
Leading
• Leadership &
Direction
• Motivation
• Coordination &
Communication
Controlling
• Process &
Standards
• Review &
Evaluation
• Corrective
Action

5. Planning
“Successful managers deal with foreseen problems and unsuccessful
managers struggle with unforeseen problems”….Terry

6. What is Planning?
• That involves setting objectives
• Determining a course of action for achieving those objectives
• Be aware of environmental conditions facing their organization
• Forecast future conditions
• Be good decision makers

7. Planning
Managerial
function
Goal
oriented
Pervasive
Continuous
activity
Intellectual
process
Futuristic
Decision
Making
Characteristic of
Planning

8. improve future performance
minimises risk and uncertainty
facilitates the coordination of activities
direction for action
future opportunities and threats
sets out standards for controlling
IMPORTANCE

9. Analysing Opportunities
Setting Objective
Developing Premises
Identifying Alternatives
Evaluating alternatives
Selecting alternatives
Implementing action plan
Reviewing
STEPS INVOLVED IN PLANNING

10. Operational
Strategic
Tactical
Contingency
TYPES

11. ADVANTAGE OF PLANNING
• facilitates management by objectives
• minimizes uncertainties
• facilitates co-ordination
• improves employee’s moral
• helps in achieving economies
• facilitates controlling
• provides competitive edge
• encourages innovations

12. LIMITATION OF PLANNING
• Rigidity
• Misdirected Planning
• Time consuming
• Probability in planning
• False sense of security
• Expensive

13. Organizing
“Organizing is the process of defining and grouping the activities of the
enterprise and establishing the authority relationship among them.”-
Haimann

14. What is Organizing?
• formal association of two or more people who agree to seek a
common goal through efficient integration and implement of
plans, policies, rules and procedure
• collaborative efforts
• Good organization of health service provider help to support,
upgrade the health status of people
• Without harmony , its impossible to create sound health
services in the organization.

15. Organizing
Specialization
and division
of work
Orientation
towards goals
Composition
of individuals
and groups
Continuity
Flexibility
CHARACTERISTICS

16. Benefits of Specialization
Clarity in Working Relationships
Optimum Utilization of Resources
Adaptation to changes
Effective Administration
Development of Personnel
Expansion and Growth
IMPORTANCE

17. Coordination of
activity of people
Hierarchy of
authority
departmentalization
Division of work
PROCESS

18. Line Organization
Line and staff Organization
Formal and Informal Organization
TYPES

19. Line Organization

20. Line and Staff Organization

21. FORMAL INFORMAL

22. Advantages of organization
• Efficiency
• Tracking progress
• Better management skills
• Instilling trust
• Reduced stress

23. Leading
“A LEADER IS ONE WHO KNOWS THE WAY, GOES THE WAY, AND SHOWS THE
WAY.”

24. What is Leading?
Leading is that management function which involves influencing
others to engage in the work , behaviors necessary to reach
organizational goals.

25. Why leadership is important?
• Management requires utilization of various resources from the
human resources .
• This is the most important element in the management

26. How leaders influenced others?
• Maintain effective work force
• Required to perform leadership role
• To be able to influence others

27. POWER
• Power refers to ability of leader to exert force on another
Bases
of
power
Legitimate
expert
referent
Coercive
Reward

28. Nature of Leadership
• One cannot expect a unit or division to achieve objectives in the
absence of effective leadership.
• Even if a leader is present, but if he is not functioning properly,
no unit or division objectives can be expected to be achieved.

29. Traits Of Effective Leaders
• A high level of personal drive
• The desire to lead
• Personal integrity
• Self-confidence
• Analytical ability or judgment
• Knowledge of the company, industry or technology
• Creativity
• Flexibility

30. Controlling

31. What is Controlling?
• Control is a primary goal-oriented function of management in an
organization.
• It is a process of comparing the actual performance with the set
standards of the company to ensure that activities are performed
according to the plans and if not then taking corrective action.

32. Features of Controlling
• It helps in achieving organizational goals.
• Facilitates optimum utilization of resources.
• It evaluates the accuracy of the standard.
• It also sets discipline and order.
• Motivates the employees and boosts employee morale.
• Ensures future planning by revising standards.
• Improves overall performance of an organization.
• It also minimizes errors.

33. PROCESS

34. Types of Controlling
• Feedback Control
• Concurrent control
• Predictive/ feedforward control

35. Advantages of Controlling
• Allows managers to concentrate on important tasks. This allows
better utilization of the managerial resource.
• Helps in timely corrective action to be taken by the manager.
• Managers can delegate tasks so routinely chores can be
completed by subordinates

36. ECONOMIC , SOCIAL AND ENVIRONMENTAL
PERFORMANCE

37. What is performance?
• Webster’s dictionary defines performance as “the execution of an
action” and “something accomplished.”

38. Introduction
• Economic performance - very important - firm’s stakeholders-
investors or owners
• A stakeholder - approach - on the desire to satisfy multiple, often
competing, constituents - claim on an organization’s actions and
outcomes.
• Other stakeholders, like the firm’s employees and society at large, are
also deemed to benefit from such performance
• The notion of the triple bottom line refers to the measurement of
business performance along social, environmental , and economic
dimensions

39. Economic Performance
• Economic performance - firm - function - success in producing
benefits - owners in particular - product innovation , the
efficient use of resources - produce some form of profit
• important - customers play a big role - economic profits
• Profits accrue - firms because customers are willing to pay a
certain price for a product or service, as opposed to a
competitor’s product or service of a higher or lower price
• If customers are only willing to make purchases based on price,
then a firm, at least in the face of competition, will only be able
to generate profit if it keeps its costs under control

40. Social and Environmental Performance
• Corporate social responsibility (CSR) - concept - organizations -
interests - society - responsibility - for the impact of their
activities on customers, suppliers, employees, shareholders,
communities, and the environment – operations
• This obligation - extend beyond - statutory obligation to comply
with legislation and sees organizations voluntarily taking
further steps to improve the quality of life for employees and
their families, as well as for the local community and society at
large

41. Integrating economic, social and
environmental performance
• Managing a firm’s actions to achieve a triple bottom line in a
way that actually builds up all three factors of performance—
economic, social, and environmental—is challenging
• Advocates of CSR argue that achieving success in each type of
performance is possible, and consideration of all stakeholders
should be the way all firms are evaluated
• Increasingly, evidence is mounting that attention to a triple
bottom line is more than being “responsible”; instead, it’s just
good business