A. Management Funcion
The 4 basic management functions that make up the management process are described
in the following sections:
1. PLANNING:
Planning involves choosing tasks that must be performed to attain organizational goals,
outlining how the tasks must be performed, and indicating when they should be
performed. Planning activity focuses on attaining goals. Managers outline exactly what
organizations should do to be successful. Planning is concerned with the success of the
organization in the short term as well as in the long term.
2. ORGANIZING:
Organizing can be thought of as assigning the tasks developed in the planning stages, to
various individuals or groups within the organization. Organizing is to create a
mechanism to put plans into action. People within the organization are given work
assignments that contribute to the company’s goals. Tasks are organized so that the
output of each individual contributes to the success of departments, which, in turn,
contributes to the success of divisions, which ultimately contributes to the success of the
organization.
3. INFLUENCING:
4. CONTROLLING:
authority. The President possesses the most authority; the first line supervisor the least.
Lower level managers should always keep upper level managers informed of their work
activities. The existence of a scalar chain and adherence to it are necessary if the
organization is to be successful.
10. ORDER: For the sake of efficiency and coordination, all materials and people related to a
specific kind of work should be treated as equally as possible.
11. EQUITY: All employees should be treated as equally as possible.
12. STABILITY OF TENURE OF PERSONNEL: Retaining productive employees should
always be a high priority of management. Recruitment and Selection Costs, as well as
increased product-reject rates are usually associated with hiring new workers.
13. INITIATIVE: Management should take steps to encourage worker initiative, which is
defined as new or additional work activity undertaken through self direction.
14. ESPIRIT DE CORPS: Management should encourage harmony and general good
feelings among employees.
C. Organizing Management
Organizing is the process of establishing orderly uses for all resources within the
management system. Here, Orderly signifies the emphasis on the attainment of management
system objectives and assist managers not only in making objectives apparent but in
clarifying which resources will be used to attain them.
1. Importance of organizing:
The organizing function is extremely important to the management system
because it is the primary mechanism mangers use to activate plans.
Organizing creates and maintains relationships between all organizational
resources by indicating which resources are to be used for specified activities and
when,where, and how they are to be used.
A thorough organizing efforts helps managers to minimize costly weaknesses,
such as duplication of effort and idle organizational resources.
If there were to be an organizing department, it’s responsibilities will include:
Reorganization plans that make the management system more effective and
efficient.
4 The Principle of Management
In any organizing effort, managers must choose an appropriate structure. Structure refers
to the designated relationships among resources of the management system. Its purpose is
to facilitate the use of each resource, individually and collectively, as the management
system attempts to attain its objectives.
2. ORGANIZATIONAL CHART:
An organizational chart is constructed in pyramid form, with individuals toward the top
of the pyramid having more authority and responsibility than those toward the bottom.
The relative positioning of individuals within boxes on the chart indicates broad working
relationships, and lines between boxes designate formal lines of communication between
individuals.
The dotted line is not part of the organization chart but has been added to emphasize the
chart’s pyramid shape. The locations of the positions also indicate broad working
relationships.
6. FUNCTIONAL DEPARTMENTALIZATION
The most widely used basis for establishing departments within the formal structure is the
type of work functions (activities) being performed within the management system.
Functions are typically divided into major categories like marketing, production and
finance, etc.,
7. PRODUCT DEPARTMENTALIZATION
Organizing on the lines of products and product groups permits the logical grouping of
resources across the organization.
8. GEOGRAPHICAL DEPARTMENTALIZATION
Structure based primarily on territory departmentalizes according to the places where the
work is being done or the geographic markets on which the management system is
focusing.
The physical distances can range from quite short (between 2 points in the same city) to
quite long ( between 2 points in the same state or different states or countries or
continents).
9. CUSTOMER DEPARTMENTALIZATION
This structure,of course, assumes that major customers can be identified and divided into
logical categories.
E. Forces Influencing
According to Shetty & Carlisle, the formal structure of a management system is
continually evolving. 4 Primary forces influences this evolution:
Manager
Task
Environment
Subordinates
The evolution of a particular organization is actually the result of a complex and dynamic
interaction among these forces.
1. Manager:
2. Task:
Task includes the degree of technology involved in performing the task and the task’s
complexity. As task activities change, a force is created to change the existing
organization.
3. Environment:
Environment include the customers and suppliers of the management system, along with
existing political and social structures.
4. Subordinates:
8 The Principle of Management
Sub ordinates include the needs and skill levels of subordinates. Changes in the
environment or subordinate dynamics can effect a change in the organization.
All sectors and Education and For Entrepreneurs and For Large Corporates and
Government & Not for Profit and SME Sector STRATEGY, strategy control, Strategy
Implementation, strategy implementation skills.
Strategy Implementation, the 4th step of the strategy management process, is putting
formulated strategies into action.
1. INTERACTING SKILL:
Interacting Skill is the ability to manager people during implementation. Managers who
are able to understand the fears and frustrations others feel during the implementation of a
new strategy tend to be the best implementers. These managers empathize with
organization members and bargain for the best way to put a strategy into action.
2. ALLOCATING SKILL:
3. MONITORING SKILL:
Monitoring skill is the ability to use information to determine whether a problem has
arisen that is blocking implementation. Good Strategy Implementers set up feedback
systems that continually tell them about the status of strategy implementation.
4. ORGANIZING SKILL :
9 The Principle of Management
Organizing skill is the ability to create throughout the organization a network of people
who can help solve implementation problems as they occur. Good implementers
customize this network to include individuals who can handle the special types of
problems anticipated in the implementation of a particular strategy.
5. STRATEGIC CONTROL:
Strategic Control, the last step of the Strategy Management Process, consists of
monitoring and evaluating the strategy management process as a whole to ensure that it
is operating properly.
http://managementinnovations.wordpress.com/2008/12/10/strategy-implementation-strategic-
control/
Strategic Planning is the long range planning that focuses on the organization as a
whole. In doing strategic planning, managers consider the organization as a total
unit and ask themselves what must be done in the long term( 3 to 5 years) to attain
organizational goals.
2. STRATEGY MANAGEMENT:
1. Environmental Analysis
2. Establishment of an Organizational Direction.
3. Strategy Formulation
4. Strategy Implementation
5. Strategic Control
CLOSING
Similarly, we can describe the material that is the subject of this paper, of course, there are still
many shortcomings and weaknesses, because they lack the knowledge and the lack of reference
or the reference has to do with the title of this proposal. Author much hope dear readers,
providing constructive criticism and suggestions for the perfect proposal to the author in the
writing of the proposal in the next opportunities.
Hopefully this paper is useful for writers in particular are also dear readers in general. Such
review this time, may be useful for you and also inspire.
11 The Principle of Management
REFERENCE
http://managementinnovations.wordpress.com/2008/12/09/fundamentals-of-strategic-planning/
http://managementinnovations.wordpress.com/2008/12/18/chain-of-command/
http://managementinnovations.wordpress.com/2008/12/16/organizing-16-general-guidelines-by-
henri-fayol/
http://managementinnovations.wordpress.com/2008/12/16/organizational-structure/