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There are four main functions of management.
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1. Planning.
2. Organizing.
3. Leading.
4. Controlling.
Planning.
Planning is an important managerial function. It provides the invent of a desired hereafter state and the means of bringing about that hereafter state to perform the organization's objectives. In other words, planning is the process of reasoning before doing. To solve the problems and take the advantages of the opportunities created by rapid change, managers must invent formal long- and short-range plans so that organizations can move toward their objectives.
It is the foundation area of management. It is the base upon which the all the areas of management should be built. Planning requires management to assess; where the enterprise is presently set, and where it would be in the upcoming. From there an accepted procedure of operation is carefully and implemented to attain the company's goals and objectives
Planning is unending procedure of action. There may be sudden strategies where fellowships have to face. Sometimes they are uncontrollable. You can say that they are external factors that constantly work on a enterprise both optimistically and pessimistically. Depending on the conditions, a enterprise may have to alter its procedure of operation in accomplishing positive goals. This kind of preparation, arrangement is known as strategic planning. In strategic planning, management analyzes inside and exterior factors that may work on the enterprise and so objectives and goals. Here they should have a study of strengths and weaknesses, opportunities and threats. For management to do this efficiently, it has to be very practical and ample.
Characteristics of planning.
Ø Goal oriented.
Ø Primacy.
Ø Pervasive.
Ø Flexible.
Ø Continuous.
Ø Involves choice.
Ø Futuristic.
Ø reasoning exercise.
Ø Planning premises.
Importance of planning.
* Make objectives clear and specific.
* Make activities meaningful.
* cut the risk of uncertainty.
* Facilitators coordination.
* Facilitators decision making.
* Promotes creativity.
* Provides basis of control.
* Leads to cheaper and efficiency.
* Improves adoptive behavior.
* Facilitates integration.
Formal and informal planning.
Formal planning normally troops managers to consider all the important factors and focus upon both short- and long-range consequences. Formal planning is a systematic planning process during which plans are coordinated throughout the organization and are normally recorded in writing. There are some advantages informal planning. First, formalized planning troops managers to plan because they are required to do so by their classic or by organizational rules. Second, managers are forced to search for all areas of the organization. Third, the formalization it self provides a set of common assumptions on which all managers can base their plans.
Planning that is unsystematic, lacks coordination, and involves only parts of the organizations called informal planning. It has three dangerous deficiencies. First, it may not list for all the important factors. Second, it frequency focuses only on short range consequences. Third, without coordination, plans in dissimilar parts of the organization may conflict.
Stages in planning.
The sequential nature of planning means that each stage must be completed before the following stage is begun. A systematic planning enlarge is a series of sequential activities that lead to the implementation of organizational plans.
The first step in planning is to invent organizational objectives.
Second, planning specialists and top management invent a strategic plan and quote it to middle managers.
Third, use the strategic plans to coordinate the improvement of intermediate plans by middle managers.
Fourth, agency managers and supervisors invent operating plans that are consistent with the intermediate plans.
Fifth, implementation involves making decisions and initiating actions to carry out the plans.
Sixth, the final stage, follow-up and control, which is critical.
The organizational planning system.
A coordinated organizational planning theory requires that strategic, intermediate, and operating plans be industrialized in order of their importance to the organization. All three plans are interdependent with intermediate plans based on strategic plans and operating planes based on intermediate plans. Strategic plans are the first to be industrialized because they set the hereafter direction of the organization and are crucial to the organization's survival. Thus, strategic plans lay the foundation for the improvement of intermediate and operating plans. The next plans to be industrialized are the intermediate plans; intermediate plans cover major functional areas within an organization and are the steppingstones to operating plans. Last come operating plans; these furnish specific guidelines for the activities within each department.
Organizing.
The second function of the management is getting prepared, getting organized. management must invent all its resources well before in hand to put into institution the procedure of operation to settle that has been planned in the base function. Straight through this process, management will now settle the inside directorial configuration; invent and avow relationships, and also assign required resources.
While determining the inside directorial configuration, management ought to look at the dissimilar divisions or departments. They also see to the harmonization of staff, and try to find out the best way to deal with the important tasks and expenditure of data within the company. management determines the agency of work agreeing to its need. It also has to settle for convenient departments to hand over authority and responsibilities.
Importance of the organization process and organization structure.
Promote specialization.
Defines jobs.
Classifies authority and power.
Facilitators' coordination.
Act as a source of withhold security satisfaction.
Facilitators' adaptation.
Facilitators' growth.
Stimulators creativity.
Directing (Leading).
Directing is the third function of the management. Working under this function helps the management to operate and supervise the actions of the staff. This helps them to sustain the staff in achieving the company's goals and also accomplishing their personal or vocation goals which can be powered by motivation, communication, agency dynamics, and agency leadership.
Employees those which are extremely provoked ordinarily surpass in their job carrying out and also play important role in achieving the company's goal. And here lies the presume why managers focus on motivating their employees. They come about with prize and incentive programs based on job carrying out and geared in the direction of the employees requirements.
It is very important to avow a effective working environment, construction positive interpersonal relationships, and question solving. And this can be done only with effective communication. Comprehension the transportation process and working on area that need improvement, help managers to come to be more effective communicators. The finest technique of looking the areas that requires revising is to ask themselves and others at quarterly intervals, how well they are doing. This leads to better connection and helps the managers for better directing plans.
Controlling.
Managerial operate is the follow-up process of examining performance, comparing actual against planned actions, and taking healthful operation as necessary. It is continual; it does not occur only at the end of specified periods. Even though owners or managers of small shop may value carrying out at the end of the year, they also monitor carrying out throughout the year.
Types of managerial control:
* Preventive control.
Preventive controls are designed to prevent undesired carrying out before it occurs.
* healthful control.
Corrective controls are designed to adjust situations in which actual carrying out has already deviated from planned performance.
Stages in the managerial operate process.
The managerial operate process is composed of some stages. These stages includes
Determining carrying out standards.
Measuring actual performance.
Comparing actual carrying out against desired carrying out (performance standards) to settle deviations.
Evaluating the deviations.
Implementing healthful actions.
2) quote how this each function leads to attain the organizational objectives.
Planning
Whether the theory is an organization, department, business, project, etc., the process of planning includes planners working backwards Straight through the system. They start from the results (outcomes and outputs) they prefer and work backwards Straight through the theory to identify the processes needed to produce the results. Then they identify what inputs (or resources) are needed to carry out the processes.
* Quick Look at Some Basic Terms:
Planning typically includes use of the following basic terms.
Note: It is not requisite to grasp wholly definite definitions of each of the following terms. It is more important for planners to have a basic sense for the difference between goals/objectives (results) and strategies/tasks (methods to perform the results).
Goals
Goals are specific accomplishments that must be accomplished in total, or in some combination, in order to perform some larger, widespread effect favorite from the system, for example, the mission of an organization. (Going back to our reference to systems, goals are outputs from the system.)
Strategies or Activities
These are the methods or processes required in total, or in some combination, to perform the goals. (Going back to our reference to systems, strategies are processes in the system.)
Objectives
Objectives are specific accomplishments that must be accomplished in total, or in some combination, to perform the goals in the plan. Objectives are normally "milestones" along the way when implementing the strategies.
Tasks
Particularly in small organizations, population are assigned discrete tasks required to implement the plan. If the scope of the plan is very small, tasks and activities are often essentially the same.
Resources (and Budgets)
Resources contain the people, materials, technologies, money, etc., required to implement the strategies or processes. The costs of these resources are often depicted in the form of a budget. (Going back to our reference to systems, resources are input to the system.)
Basic summary of Typical Phases in Planning
Whether the theory is an organization, department, business, project, etc., the basic planning process typically includes similar nature of activities carried out in similar sequence. The phases are carried out carefully or -- in some cases -- intuitively, for example, when planning a very small, uncomplicated effort. The complexity of the discrete phases (and their duplication throughout the system) depends on the scope of the system. For example, in a large corporation, the following phases would be carried out in the corporate offices, in each division, in each department, in each group, etc.
1. Reference widespread particular Purpose ("Mission") or Desired effect from System.
During planning, planners have in mind (consciously or unconsciously) some widespread purpose or effect that the plan is to achieve. For example, during strategic planning, it is requisite to reference the mission, or widespread purpose, of the organization.
2. Take Stock exterior and Inside the System.
This "taking stock" is all the time done to some extent, whether consciously or unconsciously. For example, during strategic planning, it is important to guide an environmental scan. This scan normally involves inspecting discrete driving forces, or major influences, that might effect the organization.
3. Analyze the Situation.
For example, during strategic planning, planners often guide a "Swot analysis". (Swot is an acronym for inspecting the organization's strengths and weaknesses, and the opportunities and threats faced by the organization.) during this analysis, planners also can use a variety of assessments, or methods to "measure" the health of systems.
4. invent Goals.
Based on the diagnosis and alignment to the widespread mission of the system, planners invent a set of goals that build on strengths to take advantage of opportunities, while construction up weaknesses and warding off threats.
5. invent Strategies to Reach Goals.
The particular strategies (or methods to reach the goals) chosen depend on matters of affordability, practicality and efficiency.
6. invent Objectives Along the Way to Achieving Goals.
Objectives are excellent to be timely and indicative of enlarge toward goals.
7. Join together Responsibilities and Time Lines with Each Objective.
Responsibilities are assigned, together with for implementation of the plan, and for achieving discrete goals and objectives. Ideally, deadlines are set for meeting each responsibility.
8. Write and quote a Plan Document.
The above data is organized and written in a document which is distributed colse to the system.
9. Write back Completion and Celebrate Success.
This requisite step is often ignored -- which can eventually undermine the success of many of your hereafter planning efforts. The purpose of a plan is to address a current question or pursue a improvement goal. It seems simplistic to avow that you should Write back if the question was solved or the goal met. However, this step in the planning process is often ignored in lieu of bright on the next question to solve or goal to pursue. Skipping this step can cultivate apathy and skepticism -- even cynicism -- in your organization. Do not skip this step.
To Ensure thriving Planning and Implementation:
A common failure in many kinds of planning is that the plan is never in effect implemented. Instead, all focus is on writing a plan document. Too often, the plan sits collecting dust on a shelf. Therefore, most of the following guidelines help to ensure that the planning process is carried out wholly and is implemented wholly -- or, deviations from the intended plan are recognized and managed accordingly.
Involve the Right population in the Planning Process
Going back to the reference to systems, it is requisite that all parts of the theory continue to change feedback in order to function effectively. This is true no matter what type of system. When planning, get input from everyone who will responsible to carry out parts of the plan, along with representative from groups who will be effected by the plan. Of course, population also should be complex in they will be responsible to quote and authorize the plan.
Write Down the Planning data and quote it Widely
New managers, in particular, often forget that others do not know what these managers know. Even if managers do quote their intentions and plans verbally, chances are great that others will not wholly hear or understand what the boss wants done. Also, as plans change, it is extremely difficult to remember who is supposed to be doing what and agreeing to which version of the plan. Key stakeholders (employees, management, board members, founders, investor, customers, clients, etc.) may invite copies of discrete types of plans. Therefore, it is requisite to write plans down and quote them widely.
Goals and Objectives Should Be Smarter
Smarter is an acronym, that is, a word composed by joining letters from dissimilar words in a phrase or set of words. In this case, a Smarter goal or objective is:
Specific:
For example, it is difficult to know what someone should be doing if they are to pursue the goal to "work harder". It is easier to identify "Write a paper".
Measurable:
It is difficult to know what the scope of "Writing a paper" in effect is. It is easier to appreciate that effort if the goal is "Write a 30-page paper".
Acceptable:
If I am to take responsibility for chase of a goal, the goal should be accepted to me. For example, I am not likely to effect the directions of someone telling me to write a 30-page paper when I also have to five other papers to write. However, if you involve me in setting the goal so I can change my other commitments or modify the goal, I am much more likely to accept chase of the goal as well.
Realistic:
Even if I do accept responsibility to pursue a goal that is specific and measurable, the goal will not be beneficial to me or others if, for example, the goal is to "Write a 30-page paper in the next 10 seconds".
Time frame:
It may mean more to others if I commit to a realistic goal to "Write a 30-page paper in one week". However, it will mean more to others (particularly if they are planning to help me or guide me to reach the goal) if I specify that I will write one page a day for 30 days, rather than together with the possibility that I will write all 30 pages in last day of the 30-day period.
Extending:
The goal should stretch the performer's capabilities. For example, I might be more interested in writing a 30-page paper if the topic of the paper or the way that I write it will increase my capabilities.
Rewarding:
I am more inclined to write the paper if the paper will conduce to an effort in such a way that I might be rewarded for my effort.
Build in responsibility (Regularly quote Who is Doing What and By When?)
Plans should specify who is responsible for achieving each result, together with goals and objectives. Dates should be set for completion of each result, as well. Responsible parties should normally quote status of the plan. Be sure to have someone of authority "sign off" on the plan, together with putting their signature on the plan to indicate they agree with and withhold its contents. contain responsibilities in policies, procedures, job descriptions, carrying out quote processes, etc.
Note Deviations from the Plan and Replan Accordingly
It is Ok to deviate from the plan. The plan is not a set of rules. It is an widespread guideline. As important as following the plan is noticing deviations and adjusting the plan accordingly.
Evaluate Planning Process and the Plan
During the planning process, normally procure feedback from participants. Do they agree with the planning process? If not, what do not they like and how could it be done better? In large, ongoing planning processes (such as strategic planning, enterprise planning, task planning, etc.), it is requisite to procure this kind of feedback regularly.
During quarterly reviews of implementation of the plan, collate if goals are being achieved or not. If not, were goals realistic? Do responsible parties have the resources requisite to perform the goals and objectives? Should goals be changed? Should more priority be settled on achieving the goals? What needs to be done?
Finally, take 10 minutes to write down how the planning process could have been done better. File it away and read it the next time you guide the planning process.
Recurring Planning Process is at Least as important as Plan Document
Far too often, customary emphasis is settled on the plan document. This is extremely unfortunate because the real treasure of planning is the planning process itself. during planning, planners learn a great deal from ongoing analysis, reflection, discussion, debates and dialogue colse to issues and goals in the system. Maybe there is no better example of misplaced priorities in planning than in enterprise ethics. Far too often, population put emphasis on written codes of ethics and codes of conduct. While these documents in effect are important, at least as important is conducting ongoing communications colse to these documents. The ongoing communications are what sensitize population to Comprehension and following the values and behaviors suggested in the codes.
Nature of the Process Should Be Compatible to Nature of Planners
A important example of this type of inherent question is when planners do not prefer the "top down" or "bottom up", "linear" type of planning (for example, going from normal to specific along the process of an environmental scan, Swot analysis, mission/vision/values, issues and goals, strategies, objectives, timelines, etc.) There are other ways to guide planning. For an summary of discrete methods, see (in the following, the models are applied to the strategic planning process, but ordinarily are eligible for use elsewhere).
Critical -- But frequently Missing Step -- Acknowledgement and Celebration of Results
It's easy for planners to come to be tired and even cynical about the planning process. One of the reasons for this question is very likely that far too often, emphasis is settled on achieving the results. Once the desired results are achieved, new ones are speedily established. The process can seem like having to solve one question after another, with no real end in sight. Yet when one in effect thinks about it, it is a major accomplishment to carefully analyze a situation, involve others in a plan to do something about it, work together to carry out the plan and in effect see some results.
Organizing.
Organizing can be viewed as the activities to procure and configure resources in order to implement plans in a extremely effective and effective fashion. Organizing is a broad set of activities, and often carefully one of the major functions of management. Therefore, there are a wide variety of topics in organizing. The following are some of the major types of organizing required in a enterprise organization.
A key issue in the invent of organizations is the coordination of activities within the organization.
Coordination
Coordinating the activities of a wide range of population performing specialized jobs is requisite if we wish avoid mass confusion. Likewise, discrete departments as grouping of specialized tasks must be coordinated. If the sales agency sells on prestige to anyone who wished it, sales are likely to growth but bad-debt losses may also increase. If the prestige agency approves sales only to customers with excellent prestige records, sales may be lower. Thus there is a need to link or coordinate the activities of both departments (credits and sales) for the good of the total organization.
Coordination is the process of reasoning some activities to perform a functioning whole.
Leading
Leading is an operation that consists of influencing other people's behavior, individually and as a group, toward the achievement of desired objectives. A estimate of factors work on leadership. To furnish a better Comprehension of the connection of these factors to leadership, a normal model of leadership is presented.
The degree of leader's work on on individuals and group effectiveness is affected by some energizing forces:
Individual factors.
Organizational factors.
The interaction (match or conflict) between individual and organizational factors.
A leader's work on over subordinates also affects and is affected by the effectiveness of the group.
* Group effectiveness.
The purpose of leadership is to improve the group's achievement. The energizing troops may directly work on the group's effectiveness. The leader skills, the nature of the task, and the skills of each worker are all direct inputs into group achievement. If, for example, one member of the group is unskilled, the group will perform less. If the task is poorly designed, the group will perform less.
These troops are also combined and modified by leader's influence. The leader's work on over subordinates acts as a catalyst to the task accomplishment by the group. And as the group becomes more effective, the leader's work on over subordinates becomes greater.
There are times when the effectiveness of a group depends on the leader's quality to exercise power over subordinates. A leader's behavior may be motivating because it affects the way a subordinate views task goals and personal goals. The leader's behavior also clarifies the paths by which the subordinate may reach those goals. Accordingly, some managerial strategies may be used.
First, the leader may partially settle which rewards (pay, promotion, recognition) to Join together with a given task goal accomplishment. Then the leader uses the rewards that have the highest value for the employee. Giving sales representatives bonuses and commissions is an example of linking rewards to tasks. These bonuses and commissions ordinarily are associated to sales goals.
Second, the leader's interaction with the subordinate can growth the subordinate's expectations of receiving the rewards for achievement.
Third, by matching worker skills with task requirements and providing requisite support, the leader can growth the employee's hope that effort will lead to good performance. The supervisor can whether take qualified employees or furnish training for new employees. In some instances, providing other types of support, such as accepted tools, may growth the probability that worker effort leads to task goal accomplishment.
Fourth, the leader may growth the subordinate's personal pleasure associated with doing a job and accomplishing job goals by
Assigning meaningful tasks;
Delegating further authority;
Setting meaningful goals;
Allowing subordinates to help set goals;
Reducing frustrating barriers;
Being considerate of subordinates' need.
With a leader who can motivate subordinates, a group is more likely to perform goals; and therefore it is more likely to be affective.
Controlling.
Control, the last of four functions of management, includes establishing carrying out standards which are of procedure based on the company's objectives. It also involves evaluating and reporting of actual job performance. When these points are studied by the management then it is requisite to collate both the things. This study on comparison of both decides further healthful and preventive actions.
In an effort of solving carrying out problems, management should higher standards. They should straightforwardly speak to the worker or agency having problem. On the contrary, if there are inadequate resources or disallow other external factors standards from being attained, management had to lower their standards as per requirement. The controlling processes as in comparison with other three, is unending process or say continuous process. With this management can make out any probable problems. It helps them in taking requisite preventive measures against the consequences. management can also identify any further developing problems that need healthful actions.
Although the operate process is an operation oriented, some situations may require no healthful action. When the carrying out accepted is accepted and actual carrying out meets that standard, no changes are necessary. But when operate actions are necessary, they must be carefully formulated.
An effective operate theory is one that accomplishes the purposes for which it was designed.
Controls are designed to work on individual actions in an organization. Therefore operate systems have implications for worker behavior. Managers must identify some behavioral implications and avoid behavior detrimental to the organization.
It is common for individuals to resist positive controls. Some controls are designed to constrain and restrict positive types of behavior. For example, Dress codes often evoke resistance.
Controls also carry positive status and power implications in organizations. Those responsible for controls settled on important carrying out areas frequently have more power to implement healthful actions.
operate actions may generate intergroup or interpersonal conflict within organizations. As stated earlier, coordination is required for effective controls. No quantitative carrying out standards may be interpreted differently by individuals, introducing the possibility of conflict.
An excessive estimate of controls may limit flexibility and creativity. The lack of flexibility and creativity may lead to low levels of worker pleasure and personal development, thus impairing the organization's quality to adapt to a changing environment.
Managers can overcome most of these consequences Straight through transportation and allowable implementation of operate actions. All carrying out standards should be communicated and understood.
Control systems must be implemented with concern for their effect on people's behavior in order to be in accord with organizational objectives. The operate process ordinarily focuses on addition an organization's quality to perform its objectives.
Effective and effective management leads to success, the success where it attains the objectives and goals of the organizations. Of procedure for achieving the greatest goal and aim management need to work creatively in question solving in all the four functions. management not only has to see the needs of accomplishing the goals but also has to look in to the process that their way is feasible for the company.
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