CHAPTER I

PROCESS MANAGEMENT

1.1 Process of Management

As a process, management refers to a series of inter - related functions. It is the

process by which management creates, operates and directs purposive
organization through systematic, coordinated and co - operated human efforts,
according to George R. Terry, “Management is a distinct process consisting of
planning, organizing, actuating and controlling, performed to determine and
accomplish stated objective by the use of human beings and other resources”.

As a process, management consists of three aspects:

Management is a social process - Since human factor is most important among the
other factors, therefore management is concerned with developing relationship
among people. It is the duty of management to make interaction between people -
productive and useful for obtaining organizational goals.

Management is an integrating process - Management undertakes the job of

bringing together human physical and financial resources so as to achieve
organizational purpose. Therefore, it is an important function to bring harmony
between various factors.

Management is a continuous process -It is a never ending process. It is concerned

with constantly identifying the problem and solving them by taking adequate
steps. It is an on - going process. (Richard Daft,2000)

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1.2 Process of management (POAC) consists of :

Planning

Definition of Planning

Koontz- O’Donell, dalam Principles of Management: An Analysis of

Managerial Functions, “Planning is the most basic of all management
functions since it involves selection from among alternative courses of
action.”

Steps In Planning

Most planning work is characterized by certain basic steps, which

are enumerated and discussed as follows:

Clarify the Problem

Visualize the problem clearly. State it concisely. See vividly the

present condition that requires improvement and for which the planning is
being undertaken. Don't attempt to formulate a plan until this step is
completely mastered.

2) Obtain Complete Information about the Activities Involved Knowledge of

the activities to be planned is essential, and their

effect upon other activities both internal and external to the enterprise is
necessary for intelligent planning. Remember that in most caresses action to
be effective, it must be based on knowledge. Experience, past solutions to
problems, practices of other enterprises, observation, looking over records,
and data secured from research and experiments constituents popular sources
of usable information.

3) Analyze and Classify the Information

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Each component of information is examined separately and also in relation
to the whole of the information. Causal relationships are revealed, and
pertinent data to the planning at hand are discovered and evaluated.
Information pertaining to similar subjects is classified so that like data are
together.

4) Establish Planning Premises and Constraints

From the data pertinent to the problem as well as beliefs deemed important
in the determination of the plan, certain assumptions upon which the
planning will be predicted are now made. These premised and constrain
will point out the background assumed to exist or take place to validate the
plan. They are the backdrops on the stage of planning and should be
carefully noted so that the plan can be thoroughly understood.

5) Determine Alternate Plans

Usually several alternate plans exist to achieve the work to be done, and
the various possibilities are evolved in this step. Ingenuity and creativeness
frequently are required to arrive at several possible plans.

6) Choose Proposed Plan

The decision is now reached regarding which plan to adopt. Adequate

consideration for expediency, adaptability, and cost must be made. The
decision may be made either by an individual or by a group. In this step
the choice among alternates includes that of doing

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nothing. When this is the decision, the planning operations terminate, of
course, at this step.

7) Arrange Detailed Sequence and Timing for the Proposed

The translation of the plan and its relation to all activities affected by it are
now worked out. The detailed of where the planned action should be done,
by whom, and when are put in proper order for the intended purpose. The
approach to be followed as well as the timing of the application of the
proposed plan is vital and should be included as a part of the plan it self.

8) Provide Progress Checkup to Proposed Plan

Success of the plan is measured by the result obtained. Therefore provision

for adequate follow-up determine compliance and results should be included
in the planning work. Normally, of course, this is included in the
fundamental function of controlling.

Conclusion: The basic steps of planning consist of Clarify the Problem,

Analyze and Classify the Information, Establish Planning Premises and
Constraints, Determine Alternate Plans, Choose Proposed Plan, Arrange
Detailed Sequence and Timing for the Proposed, Provide Progress Checkup
to Proposed Plan.

Type of Planning

Strategic Management

Strategic management is that set of managerial decision and actions that

determines the long-run term of a corporation. The

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study of strategic management therefore emphasizes the monitoring and
evaluating of environmental opportunities and constraint in light of a
corporation’s strengths and weaknesses

(Thomas L.W and J. David H, 1987).

Operational Management

Operations management is about how organization produce or deliver the

goods and services that provide the reason for their existence. The operation
function can be described as that part of

the organization devoted to the production or delivery of good and services.

(Porter and Ventus, 2009)

Conclusion: Type of planning consist of strategic management and

operational management.

Planning consist of Budgetting

The process of budgeting based on Finkler, 2008 :

Programing

The first part of the budget process is programing. The programming

process can be viewed as consisting of two major phases. The first phase
provides the foundations for all budget preparations. The second phase is
concerned with strategic planning.

1). Budget foundation

The foundations of the budgeting process consist of a scan of

environtmental position, a statement of general goals, objectives, and
policies, a list of organization-wide assumptions, spesification of

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program priorities, and finally, a set of spesific, measurable operating
objectives.

2). Strategic planning

Programming represents a total organizational review. This includes

reviewing the programs the organizations uses to carry out its missions. It
requires establishing certain foundation for the budget process, as
described earlier. Once these foundations have been laid, the
organizations can employ a strategic planning process to establish a long
range plan or budget, deciding on the direction that the organization
should be taking over the next 3, 5, 0r 10 years. This long range plan will
focus on the types of major programmatic changes the organizations
must undertake to continue to meet its mission.

Developing the operating budget

The operating budget has two part the expense budget and the revenue
budget. The expense budget, the type with which we are most familiar,
lists the anticipated expenses of the faccility for the coming year and is
prepared largely by the department heads. The second sections of the
operating budget is the revenue budget, which projects the monthly
income for the next fiscal year. The revenue budget need not be prepared
on a departmental basis, fewer department are involved in determining
revenues than in determining expenses, and nonoperating revenues are
generally under the control of the administrator.

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The cash budget

The next step in the budgeting process is preparations of the cash budget.
As its name implies, it is prepared on the cash basis of accounting,
although it is based on the revenues and expenses from the operating
budget. projected revenues are based on the income earned in the time
period, not on the amounts of cash received for services during the
month.

Capital Budget

The capital budget is a summarization of all anticipated capital (items

with a life of more than 12 months) expenditures in the budget year.

Negotiating and revising budget

The managers revise and resubmit the budgets with explanations of why
the requested expenses should be allowed. This process of negotiation
over the operating and capital budgets may occur several times.

Budget approval and implementation

Once all budget negotiations and revisions have been completed, the
budget must be approved. In most organizations, management must take
the budget to a board of trustees or directors, who formally vote on
whether to adopt it. Even after extensive revisions by management, the
board may change the budget before finally approving it. The final
approved budget must then be implemented.

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Management must actively take steps to carry out the budget as

approved and achieve all its revenue and expense targets.

Feedback

Information about actual result that is used to improve future plans is

called feedback. A critical elements of the budgets process is to provide
such informations or feedback. During the year, many things will not
happen according to budgeted plans.

Conclusion: Planning consist of budgetting, the proses of budgetting are

Programming process can be viewed as consisting of foundations budget
and strategic planning, Developing the operating budget, The cash budget,
Capital Budget, Negotiating and revising budget, Budget approval and
implementation and Feedback.

Organizing

A. Definition of Organizing

According to Theo Hainmann “Organizing is the process of defining and

grouping activities of the enterprise and establishing

the authority relationships among them.”

According to Louis Allen, ”Organizing is the process of identifying and

grouping the work to be performed, defining and delegating responsibility,
authority and establishing relationships for the purpose of enabling people
to work most effectively together in accomplishing objectives.”

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Steps In The Process Of Organizing

The process of organizing consists of the following steps:

Determing the activities to be performed to achieve the objectives of the

organization

Business organizations undertake economic activities with a view to

earning profit. They may perform manufacturing, trading or service
activity. In a manufacturing organization, production and sales are the
two major activities. In a trading organization, purchases and sales are the
two main activities. Service organizations provide services such as
transportation to their customers. In carrying out these major activities,
business units have to perform a number of other activities such as
producing, financing, marketing, accounting, recruiting employees, etc.
Since the objectives of different organizations are different, it is therefore,
necessary to determine the activities of each organization separately.

Identification of major functions to which these activities relate

The next step is to identify the major functions to which these activities
relate. In a manufacturing organization, production, selling, finance and
personnel are the major functions. If the amount of work to be done in
connection with each of these functions is large, separate departments
may be created for each of these functions. Managerial positions will
have to be created to supervise the activities of these departments. At this
stage, a list

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of activities relating to each function must be prepared.

3) Grouping and sub-dividing the work within each function

In this step, it is decided how best the activities can be grouped on the
basis of similarity or relatedness. The activities of a production
department. Besides, separate sections may be created for such
production related activities as quality control and repairs. The activities
of other departments can similarly be sub-divided. This division and
sub- division of activities goes on till individual positions have been
created for performing all types of work in an organization. The reasons
of dividing and sub-dividing functions and activities are as follows:

The total work may be so large that it cannot be done by a single

individual or by a few persons.

If the work is divided into smaller units, it becomes easy to assign work
to individuals who have the necessary skill and knowledge to perform
the work efficiently.

4) Establishing relationship among individuals and groups

Managers divide activities to increase efficiency and to ensure that work

is properly done. The activities which are performed by persons holding
different positions must be related. The responsibility, authority and
accountability of each person must be well defined. This is necessary to
avoid conflict and confusion and to ensure that work is performed as
planned. Establishing relationships among individuals and groups is,
therefore, an important aspect of the organizing process.

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Responsibility: Responsibility is the obligation of a subordinate to
perform the assigned duties. When a subordinate accepts duties, he has
to perform those duties in the manner desired by the superior. Duties
are assigned to subordinates when a manager has to share the work
with them.

Authority: When a person is given certain duties to perform, he must

be given necessary authority also. Otherwise, he will not be able to do
the work. Authority includes the right to take decision, right to issue
orders and the right to take action if orders are not carried out.
Authority should always follow responsibility.

Accountability: After assigning duties and granting authority, one more

relationship becomes necessary. This is the relationship of
accountability. That is, each person has to report to his superior how
the work has been done and how authority has been used.
Accountability is always upward. Each subordinate is accountable to
his superior who in turn is accountable to his own superior.

Conclusion: The Process of Organizing consist of Determing the

activities to be performed to achieve the objectives of the organization,
Identification of major functions to which these activities relate,
Process of organizing consist of Grouping and sub-dividing the work
within each function, Establishing relationship among individuals and
groups.

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Organizing consist Staffing

1. Staffing Process

According to Koontz & O'Donnell, “Managerial function of staffing

involves manning the organization structure through proper and effective
selection; appraisal & development of personnel to fill the roles designed
on the structure.”

The various step in the staffing process are as follows:

Man power Planning (estimating man power in terms of searching, choose

the person and giving the right place). It is the determination of the future
require-ment of personnel.

Job analysis

In the context of recruitment, one must be conversant with another

important aspect of manpower planning, job analysis, which is a pre-
requisite for any recruitment exercise. The job analysis helps in
determining the qualifications, skills and experience required for various
categories of employees. It involves:

Identification of each job in terms of duties and responsibilities, (called job

description)

Determining the abilities and skills that are required for performing the job
(called job specification).

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3) Recruitment, selection & placement

Recruitment is concerned with developing a large pool of job for

candidates in line in view of the needs of the organization.

Training & development

Every organization has some special jobs that need certain

specialized skill. The process of training and development aims at
increasing the knowledge and skills of the employees along with
attitudinal changes. The overall aim is to increase organization’s
productivity and employee’s level of job satisfaction.

Compensation or remuneration

It is concerned with developing a system of adequate and equitable

remuneration of personnel commensu-rate with their contribution to
the objectives of the organization.

Performance appraisal

Performance appraisal aims at judging the performance of the

employee’s and his/her contribution to the organization. Performance
appraisal has to be done on the basis of objective standards and not
on the whims and fancies of the superior officer.

Promotions & transfer

When an employee is assigned a job involving greater

responsibilities, more pay, higher status and prestige than his/her
present job, it is known as promotion. Thus, promotion refers to the
advancement of an employee to a higher level or position.

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Conclusion: Organizing process consist of staffing. The staffing process are
Man power Planning (estimating man power in terms of searching, choose the
person and giving the right place), Job analysis, Recruitment, selection &
placement, Training & development, Compensation or remuneration,
Performance appraisal, and Promotions & transfer.

1.2.3 Actuating

A. Definition

After plans have been made and the organization has been established and
staffed, the next step is to move toward its defined objectives. This function
can be called by various names, : “leading;, ‘directing’,’actuating’,and so on.

But whatever the name used to identify it, in carrying out this function the
manager explains to his people what they have to do and helps them do it to
the best of their ability.

Actuating thus involves three sub-functions They are as follows

Communication is the process of passing informationfrom one person to

another.

Leadership is the process by which a manager guides and influences the work
of his subordinates.

Motivation means arrousing desire in the minds of workers to give their best to
the enterprise. It is the act of stimulating or inspiring workers. If the workers
of an enterprise are properly motivated they will pull their weight effectively ,
give their loyalty to the enterprise, and carry out their task effectively.

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According to George R Terry, Directing means moving to action and supplying
stimulateive power to the group.” Directing thus involves issuing instructions (or
communication) to subordinates, guiding, motivating and supervising.

According to Gulick, “Directing is the continuous task of making decisions and

embodying them in specific and general orders and instructions and serving as
the leader of the enterprise.”

Koontz and O’Donnell, in their book Principles of Management, An Analysis of

Managerial Function state that “Directing is a complex function that includes all
those activities which are designed to encourage

subordinates to work effectively and efficiently in both the short and the long run.
Directing involves guiding and supervising subordinates.”

Conclusion : from our group perspective, Actuating have the same meaning as
Directing which involved communicating, leading, motivating workers to achieve
the goals that have been set.

B. Principle

Directing principle according to Koontz and O'Donnell

Principle of Harmony of Objectives

Directing effectiveness depends on the extent to which the goal of each individual
in the organization is aligned with the objectives of the group. A manager must try
to align personal goals subordinate to the entire staff in the organization. This is
done in order to form harmony among pesonalia in an organization.

Principle of Unity of Command

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Members must receive orders and instructions only from the fixed boss and report
performance results to the same boss. The principle of unity of command is very
important for the entire organization. Violations against this principle can create
indiscipline and conflicts within the organization.

Principle of Direct Supervision

Each manager or supervisor should maintain direct personal contact with

subordinates. Guidance from managers made directly without going through a
middleman. Managers must be able to maintain good relations with subordinates,
by always doing direct personal contact.

Principle of Supervisory Techniques

Engineering supervision is not already defined and made provisions. This

technique can not be implemented in all organizations. Surveillance techniques in
the organization and can vary according to the type, purpose, and environmental
organizations.

Conclusion: According to our group, Principle of directing/Actuating are Principle

of Harmony of Objectives,Unity of command, Direct supervision, Supervisory

Techniques.

Actuating consist of Coordinating

Coordinating

1) Techniques of Coordination:

Clearly Defined Goals

Unity of purpose is essential for achieving effective coordination. Therefore the

goals of enterprise and various departments should be

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clearly defined. Every individual must understand the overall abjectives

and the contribution of his job to these objectives.

Comprehensive Policies and Programmes

Proper policies and programme help to create uniformity of action and

coordination. Plans and policies should be in harmony withthe objectives and
resources of the organisation.

Clear Lines of Authority

Clear authority relationships faciliate mutual cooperation which is essential for

effective coordination. Lines of authority and responsibility should , therefore,
be clearly specified at each level.

Effective Communication

Sound communication is the key to coordination. In addition to formal

channels of communication, informal contacts between members of the
organisation should be encouraged. Committees are also very useful in
coordination. There must be effective channels of communication at all levels.

Leadership and Supervision

Inspiring leadership can ensure effective coordination both at the planning and
implementing stages. Effective supervision also helps in unity of action by
guiding the efforts of individuals.

Voluntary Cooperation

Coordination becomes easier when the individuals working together are

willling to help each other and cooperate with management for achieving

the organisation goals.

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Controlling

Definition

Stonner:592 “Management control is a systematic effort to set

performance standarts with planning objectives to design information

feedback system, to compare actual performance with these predetermined
standards, to determine whether there are any deviations and to measure
their significance and to take any actions required to assure that all
corporate resources are being used in the most effective and effecient way
possible in achieving corporate objectives.”

B. The control process

According to Stonner, the control process is: 1) Establish a standard or

goal and target

Control begins by setting standards, these standards are typically expressed

in term of money, time, quantity, or quality. This step might involve
standards and measurement for everything from sales and productions
targets to worker attendance and safety records. For this step to be
effective, the standards must be specified in meaningfull terms and
accepted by the individuals involved.

Measure actual performance against this standard

Like all aspects of control, this is an ongoing, repetitive process, with the
actual frequency dependent on the type of activity being measured. Now it
is a matter of comparing measured result with the terget or

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standard previously set. It performance matches standards, managers

may assume that everything is under control.

Identify deviations and take corrective action

Once you have compared actual with planned performance, the next step is to
identify important deviations, and take corrective actions. The final step is to take
corrective actions if performance falls short of standards and the analysis indicates
actions is required. This corrective actions may involve a change in one or more
activities of the organization’s operations or it may involve a change in the
standards originally established.

Conclusion : According to our group, Process of controlling consist of 1) Establish

a standard or goal and target, 2) Measure actual performance against this standard,
3) Identify deviations and take corrective action

Principles of effective control

Effective controls are timely, they permit timely remidial actions

The control standards should encourage compliance, and be fair observable and
measurable, specific, difficult, relevant, complete, and where appropriate,
participativelly set.

Use management by exeption

Do not over rely on control reports

It the amount of control to the task

D. Controlling consist of Reporting and Evaluating

Reporting

The Reporting Process

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Establish means by which reporting is done

Keep a time period within which the report is done

It should be decided as to whom the report should go and in what form

Reporting also includes action to be taken on the report

Conclusion : according to our group, process reporting is establish means of

reporting, keep a time period of reporting, whom to report, action to be taken
on report.

2) Essentials of good Reporting System

The following are the essentials of a good management reporting system:

Proper Form : A good report should have a comprehensive form with

suggestive title,heading, sub heading and number of paragrephs as and where
necessary for esy and quick reference.

Contents : Simplicity is one of the requisites of reporting in relation to the

contents of a report. Futher the contents should follow a logical sequence.
Wherever necessary the contents should be represented in the form of visul
aids such as charts and diagrams etc.

Promptnees : it means that the system should ensure the preparation and
submission of report at the proper time, it facilitates business executives to
make suitable decisions based on quick reports without delay

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Accuracy : Information conveyed should be accurate. This means that
the person responsible for reporting should have sufficient care in
preparing the report as correctly as possible within the parameters of
possible accuracy in this regard.

Comparability: In order to ensure that the furnished information is

useful, it is essential that reports are also meant for comparison. The
report should provide information about both the actual and the
budgeted performance of the budget period.

Consistency : In order to make a meaningful and useful comparison,

uniform accounting principles and procedures should be followed on
consistent basis over a period of time for collection, classification and
presentation of accounting information.

Relevancy : The report should be presented with relevant data to

disclose the fact in unambiguous terms. Because, inclusion of both the
relevant and the irrelevant data in the management reports may result
in faulty decisions.

Simplicity : The report should be as far as possible in simple form. In

other words, the report should avoid technical jargons, duplication of
work and presented in a simple style.

Flexibility : The system should be capable of being adjusted according

to the requirement of the users.

Cost-benefit Analysis: cost-benefit Analysis should be made and the

cost of reporting should commensurate with the expenditure involved.

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Principle of Exception : since the time and effort of managerial personel are
precious, the principle if management by exception has become the rule of the day
instead of exception. It is necessary therefore to draw the attention of
management, through reports, only towards exceptional matters.

Controllability : it is necessary that every report should be addressed to a

responsibility centre and analysed the factors into controllable and uncontrollable
separately. So that the head of the responsibility centre can be held responsible
only for controllable bvariance but not for variances which are beyond his control.

Futher, in order to assist the management to imitate remedial measures, probable

reasons for the factors of uncontrollable should also be incorporated in the reports.

Conclusion : According to our group, essential of good management reporting

consist Proper Form, Contents, Promptnees , Accuracy, Comparability,
Consistency, Relevancy, Simplicit, Flexibility, Cost-benefit Analysis, Principle of
Exception , Controllability.

2. Evaluating

1) Type of Evaluation

There are several types of evaluations that can be conducted. Some of them
include the following:

• Formative evaluation ensures that a program or program activity is feasible,

appropriate, and acceptable before it is fully implemented. It is

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usually conducted when a new program or activity is being developed or when an
existing one is being adapted or modified.

• Process/implementation evaluation determines whether program activities have

been implemented as intended.

Outcome/effectiveness evaluation measures program effects in the target

population by assessing the progress in the outcomes or outcome objectives that
the program is to achieve.

Impact evaluation assesses program effectiveness in achieving its

ultimate goals.

2) The Evaluating Process

Process Evaluation determines whether program activities have been implemented

as intended and resulted in certain outputs. You may conduct process evaluation
periodically throughout the life of your program and start by reviewing the
activities and output components of the logic model (i.e., the left side).

3) Outcome Evaluation

Outcome Evaluation measures program effects in the target population by

assessing the progress in the outcomes that the program is to address. To design an
outcome evaluation, begin with a review of the outcome components of your logic
model (i.e., the right side).

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24
CHAPTER II

FUNCTION OF MANAGEMENT

Function Of Management

Managerial functions provide a useful framework for organizing management

knowledge. There have been no new ideas, research findings, or techniques that
cannot readily be placed in the classifications of planning, organizing, staffing,
directing, coordinating, reporting, budgeting and evaluation.

Planning

A. Definition of Planning

Planning defining goals, establishing stategy, and developing subplans to

coordinate activities. Planning involves choosing tasks that must be performed to
attain organizational goals, outlining how the tasks must be performed. Planning
activity focuses on attaining goals. Managers, through plans, outline exactly what
organizations must do to be sucessful. They are concerned with organizational
sucess in the near future or short run as well as success in the more distant future
or lung run (Sthephen P. Robbins, Mary Coulter).

Planning is the selecting and relating of facts and the making and using of
assumptions regarding the future in the visualization and formulation of proposed
activities believed necessary to achieve desired result (George R. Terry).

Planning is a fundamental function of management. Planning is vital in

management. For a new project, it is the logical managerial

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starting area, and it is important for any activity. What we plan affects how
we organize and vice versa. As a matter of fact, planning for organizing,
planning for actuating, and planning for controlling are requisites of
effective management. It can be reasoned that planning is basic to other
fundamental management functions. Without the activities determined by
planning, thewe would be nothing to organize, no one to actuate, and no
need to control.

Importance of Planning :

Planning provides directions

Planning is important for several reactions, but probably the main reason is
that it provides direction and a sense of purpose for the enterprise. For
example, an organization’s five-year plan typically shows what the
organization wants to accomplish the next five years as well as how it
intends to accomplish it.

Planning provides a unifying framework

Planning also provides a unifying framework for decision making

throughout the organization. This is important because in organizations the
lack of a plan may mean a lack of direction or worse. The reason is every
organization consist of various departements, such as production, sales,
research, and develpoment and personnel. Usually managers in each of these
units have their own values, goals, ambitions, and ways of looking at the
world.

Each of these units, therefore usually develops its own ‘functional strategy’
or departmental direction.

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Planning facilitates control

Control means ensuring that activities conform to plans, it involves a three

steps cycle in which standards are set, performance is measured relative to
these standards, and deviations are identified and corrected. Planning is
involved with the first part of this cycle with specifying what is to be
accomplished. For example, an organization’s five year plan may specify
that its profits will double within five years. This goal can then become a
standard against which the president’s performance is measured and
controlled.

Advantages of planning:

Makes for purposeful and orderly activities

All efforts arepointed toward desired results and an aeffective sequence of

efforts is accomplisshed. Unproductive work is minimized. Usefulness of
the echievement is stressed. As far as effort is concerned, a man running in
circles can be working as hard as aman running down the street. The
difference is in the usefulness of the achievements. Planning distinguishes
between action and accomplishment.

Points out need for future change

Planning helps to visualize future possibilities and to appraise new key

future fields for possible participation. It enables the manager to avoid
entropy or the tendency to let things “run down” and to

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see things as they might be, not as they are. A manager can be

awakened to oppurtunities through planning.

Answers “what if” questions

Such answers permit a manager to see through a complexity of

variables that affect what action he decides to take.

Provides a basis for control

The twin of planning is controlling which performed to make sure the

planning is bringing about the result sought. Quite a number of new
techniques combine the planning-controlling functions, as illustrated by
budgeting. By means of planning, deadlines are determined for the
starting and completing of each activity, the setting of standards of
performance is promoted, and maximum expenditures are set. These
serve as bases for controlling. A plan must establish such help for
controlling. If it is demonstrated that a certain plan cannot be
implemeneted, then the plan must be modified to provide one which
can be implemented.

Encourages achievement

The act of putting thoughts down on paperand evolving a plan provides

the planner with guidance and drive to achieve. Spelling out desired
result and how to achieve them are of themselves positive forces toward
good management. Planning reduces random activity, needless
overlapping efforts, and irrelevant actions.

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Compels visualization of entirety

This overall comprehension is valuable, for it enables the manager to

see important relationships, gain a fuller understanding of each activity,
and appreciate the basis upon which his managerial actions are
supported. Isolation confusion are reduced. Through planning, a
constructive identification with the problems and the potentialities of
the enterprise as a whole is gained.

Increases and balances utilization of facilities

Many managers point out that planning provides for a greater utilization
of available facilities of an enterprise. For any given period of time the
best use is made of what is available. Also, activities are balanced both
in amount and in timing, thus ensuring needed support among them.
The result is that the best possible use is made of available facilities.

Assist managering gaining status

Proper planning helps a manager to provide confident and agressive

leadership. It enables him to manage his affairs at hand rather than
allow the affairs to dilute and negate his efforts. In the viewpoint of
some managers, planning is an organized approach to future problems.
Thinking out things ahead of time provides long-term, stable guides. To
do otherwise is to manage as a result of events rather than by
managerial foresight, influence and action.

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Disadvantages of Planning

Planning is limited by the accuracy of information and future past The

usefulness of a plan is affected by both the current and the subsequent
correctness of the assumptions regarding the future which were used in
formulating the plan. No manager can predict completely and acurately the
events of the future. If conditions under which the plan was formulated or
must be implemented change significantly from those assumed by the
planner, much of the value of the plan may be lost. Plan should be evaluated
in light of current operating conditions, and the usefulness of any plan based
on unreliable forecasts is open to question.

Planning costs too much

There are those who argue against planning, saying that the cost of planning
work is in excess of its actual contribution. They believe that the money
could better be spent in actually performing the physical work to be done.
Planning expenditures can be high, but like all functions, planning must
justify its existence, and the amount and extent of planning activities must
be in keeping with the individual circumstances.

Planning has psychological barriers

A prevalent barriers is that people have more regard for the present than for
the future. The present is more desirable and has certainty. The future means
change and adjustments to new situations and conditions. the feeling by
some, oddly and errouneously, is that if

30
planning is soft-pedaled, the changes and the possible dangers of

the future will in some way or other be minimized.

Planning stifles initiative

Where every last detail is carefully planned and spelled out, the
situation may be such that minute planning was deemed necessary.

Planning delays actions

Emergencies and sudden uprisings of unusual and difficult situations

demand on the spot decisions. Action is required now, spending
valuable time thinking over the situation and designing a plan cannot be
followed. That such conditions do arise is without questions.

Planning is overdone by planners

Some critics state that those performing planning tend to overdo their
contribution. This is evidenced by the preparation of elaborate reports
and instructions beyond any practical need and the refusal to take risks
mandatory for his managerial work, attempting instead, through
planning, to eliminate all risks.

Planning has limited practical value

Some contend planning is not only too theoritical, but other means are
more practical. For example, they believe effective result are obtained
by a muddling through type of operation in which each situation is
tackled when and if it appears partinent to the immediate problem. In
this way, opportunism can be utilized to full

31
advantages. Also, they note that planning results in few plans that are followed
consistently and exclusively to spesific ends.

Conclusion : According to our group, planning is fundamental function of

management. Planning is something that will be planned on what will be
achieved. Without the activities determined by planning there would be nothing to
organize, no one to actuate and no need to control.

Organizing

A. Definition of Organizing

Organizing is the act of rearranging elements following one or moret Anything is

commonly considered organized when it looks like everything has a correct order
or placement. But it’s only ultimately organized if any element has no difference
on time taken to find it. In that sense, organizing can also be defined as to place
different objects in logical arrangement for better searching. Organizations are
groups of people organized for some purpose, such as business or political
activities. It has been applied to more than one aspect of the working environment.

Organizing means establishing effective behavioural relationship among persons

so that they may work together efficiently and gain personal satisfaction in doing
selected tasks under given environmental condition for the purpose of achieving
some goal or objective.

The need for an organisation emerges when one individual cannot perform all the
necessary tasks. As number of individuals increase, they

32
are further divided into groups each of which are given a specific set of
tasks to perform. How and on what basis these tasks are divided among
individuals and group is the role of ‘organising’ in management.

Purpose of organizing is to create a framework for the performance of the

activities of an organisation in a systematic manner. It is important to note
that the term organisation should not be used in the same sense as
organising. Organising is a function of management, while organisation
refers to a group of persons who have come together to achieve some
common objectives.

Need for Organizing

Clear-cut lines of authority and responsibility in an organisation are created

which help in controlling and leading the organisation.

There are lesser opportunities for organisation conflicts if organisational

responsibilities are clearly defined.

Organised groups and organisations are more likely to give satisfaction to

the employees and thereby positive results for the organisation.

Elements of Organizing

There are four important elements in organising – division of labour, degree

of centralization and decentralization, departmentalization and span of
control. Division of labour means that the total work of the organisation is
divided into smaller units and distributed among the employees. Work is
allotted to person most

33
suited to do it. It allows the employers to attain proficiency in their
work and thereby increase the efficiency of the organisation.

Centralization and decentralization refers to the degree to which

authority is distributed among the various levels of the organisation. If
authority is distributed in such a way that majority of the decisions are
taken by the top managers then the organisation is called centralized.
On the other hand, if the lower levels of the organisations have
authority to make decision—without seeking approval from the top
level managers than the organisation is called decentralized. Important
decisions include those related to financial matters, programme
schedules, administrative matters, staff problems, etc. The degree of
centralization and decentralization depends on a number of factors like
organisational history, level of trust in the organisation, subordinate’s
staff competence, technology available etc. Excessive centralization is
likely to reduce employee’s motivation and discourage initiative. It is
also time consuming when every decision has to be referred to the top
and approval obtained for the same. The quality of decisions making
may also suffer, as often it is the lower level staff that know the local
conditions better. On the other hand, too much decentralization is also
harmful. Decentralization may result in declining control of the top
management. Consequently employees at the lower levels may engage
in empire building at the cost of neglecting organisational objectives.
Coordination in the organisation may suffer as each part may chart its
own course. Chaos and indiscipline will be the result.

34
Departmentalization refers to the formal structure of the organisation
composed of various departmental and managerial positions and their
relationship to each other. Departments are formed on the following
basis – function, product, territory, clients and process.

Some examples are provided here of departments based on these

factors.

Function based departments – Marketing department, Personnel

department. Planning department, etc.

Product based departments – Micro-credit department, water and

sanitation department etc

Territory based departments – Northern Railways, Southern Railways,

Eastern Railways.

Client-based departments – Women and child department, Welfare of

SC/ST.

Process-based departments – Marketing, Planning, administration etc.

There are at least three departments which will almost inevitably be

present in every organisation. They are namely administration, accounts
and services. Most of the large organisations have departments based on
more than one factors.

Span of control refers to the number of subordinates an individual can

supervise and control. Control is not to be seen as something narrow
and negative.It refers to the superior’s guidance, encouragement and
appreciation provided to the subordinates. Management experts

35
recommend that no superior can control more than five or six subordinates
without decline in the quality of supervision.

D. Importance Of Organizing

Organizing has always been important to man. He has dealt with the
recurring issue of organizational and its implications throughout all history.
Organization has been pervasive in many forms of human activity because
human collaboration the dependency of people on each other and protection
against threats and antisocial behavior have encoutaged intense organization
activity by all mankind over the centuries. Goverments, armies, businesses
and institutions of all kinds have studied organizing with the intent too
improve it or to utilize it better in their particular managerial endeavors. Of
all the basic management fuctions, organizing has been the most intensively
studied, and contributions to this area are abundant.

Of great significance, however, is that organizing results in an organization

structure which can be thought of as a framework which holds the various
fuctions together according to a pattern suggesting order, logical
arrangement, and harmonious relationships. Vital is the concept that
organizing supplies the nucleus around which human beings can unite their
efforts effectively. In other words, an important part of the task of
organizing is to harmonize a group of different personalities, to fuse various
interests, and to utilize abilities all toward a given direction

36
Conclusion: According to our group, organizing is designing a formal structure
with coordinating the cooperative relationship between people efficiently and
effective in accomplishing the goals set organization. There are four essential
elements in organizing is the division of labor, the degree of centralization and
decentralization, departmentalization and span of control.

Staffing

A. Definition of Staffing

The staffing function pertains to the recruitment, selection, development, training,

and compensation of subordinate managers. (Theo Haimann)

The managerial function of staffing involves the filling and keeping filled,
position in the organization structure. (welhrich and koontz)

Staffing is the management function that deals with the recruitment, placement,
training and development of organization members. Any organization is as good
as it’s employees’ performance shows. Staff of the organization should be
selected, retained and promoted based on the needs of the organization and their
performance. It is the function of manning the organization structure and keeping
it manned. Staffing has assumed greater importance in the recent years due to
advancement of technology, increase in size of business, complexity of human
behavior etc. The main purpose staffing is to put right man on right job.

37
Staffing is the process of acquiring, deploying, and retaining a workforce of
sufficient quantity and quality to create positive impacts on the
organization’s effectiveness.

B. Importance Staffing

Since efficient managers are an asset in every enterprise, the need for them
is increase day-by-day. Several reasons which have increased the
importance of the staffing function of management are as follows:

Better performance. Since performance of an organization depends on the

quality of the persons employed, the function of staffing is very significant.

Use of technology. With technological changes taking place every day, the
right type of persons are required to make use of the technology.

Development of manpower, in order to avoid a sudden disruption in the

enterprise activities, the manpower requirement should be decided
beforehand.

Optimum use of manpower. Although every concern spends some money on

its personnel by way of recruitment, selection, training wages, and salaries,
it can enjoy optimum results only thought efficiency staffing.

Recognition of human relations. Human factor determines the success of a

business enterprise to a great extent. Thus, the morale of the employees
should be kept high though various financial and non-financial incentives
and the right kind of working conditions.

38
Advantages And Disadvantages

Advantages

It enable a multinational to develop an international executive team which

assists in developing a global perpective and internbal pool of labor for
deployment throughout the global organization.

It overcomes the ‘federation’ drawback of the polycentric approach

It supports cooperation and resource sharing across units.

Disadvantages

It limits the promotion opportunities of recruit locally, which may lead to

reduced productivity and increased turnover among that group.

The adaptation of expatriate managers to host countries often takes a long

time, during which managed by staff from the country often make mistakes
and poor decision.

Many western countries require companies to provide extensive

documentation if they wish to hire a foreign national instead of local nation.
Providing this documentation can be time-consuming, expensive and at time
futile. Of course, the same drawback applies to an ethnocentric policy. A
related issue, that will be discussed later, is the difficulty of obtaining a work
permit for the accompanying spouse or partner.

39
A geometric policy can be expensive to implement because of increased training
and relocation costs. A related factor is the need to have compensation structure
with standardized

international base pay. Which may be higher than national levels in many
countries.

Conclusion: According to our group, staffing is the management function that

deals with the effective recruitment, placement, training and development of
organization members, appraisal & development of personnel to put right man on
right job.

Directing

A. Definition of Directing

According to Gulick, “Directing is the continuous task of making decisions and

embodying them in specific and general orders and instructions and serving as the
leader of the enterprise.”

Koontz and O’Donnell, in their book Principles of Management, An Analysis of

Managerial Function state that “Directing is a complex function that includes all
those activities which are designed to encourage subordinates to work effectively
and efficiently in both the short and the long run. Directing involves guiding and
supervising subordinates.”

40
Elements of Directing

Motivation

Dubin : "Motivation is the complex force starting and keeping a person at

work in an organization. Motivation is something that moves the person to
action, and continues him in the course of action already initiates.”

Motivation means arousing desire or wish in the minds of workers to give

their greatest to the enterprise. It is the act of inspiring or rousing workers. If
the workers of an organization are appropriately motivated they will pull
their weight efficiently, give their loyalty to the enterprise, and perform their
duty effectively. Motivation is classified under two broad categories;
financial and non-financial. Financial motivation takes the form of bonus,
profit-sharing, distribution of company share etc. whereas non-financial
motivation takes the form of opportunity of advancement, job security,
recognition, praise, etc

Leadership

George R. Terry "Leadership is essentially a continuous process of

influencing behavior A leader breathes life into the group and motivates it
towards goals. The lukewarm desires for achievement are transformed into
burning passion for accomplishment”.

Leadership is the process of influencing the behavior of others to work

willingly and enthusiastically for achieving predetermined goals. It is an
essential ingredient for successful organization. The

41
successful organization has one major attribute that sets it apart

from unsuccessful organization that is dynamic and effective

leadership.

Communication

Newstrom and Davis. "Communication is the transfer of information from one

person to another person. It is a way of reaching others by transmitting ideas,
facts, thoughts, feeling sand values."

Communication is regarded as basic to the functioning of the organization, in its

absence, the organization would cease to exist.

It is the process through which two or more persons come to exchange ideas and
understanding among themselves.

Conclusion: According to our group, directing means giving instructions, guiding,

counselling, motivating and leading the staff in an organization in doing work to
achieve organizational goals. Directing is a continuous process initiated at top
level and flows to the bottom through organizational hierarchy.

Coordinating

A. Definition of Coordinating

Coordination is the process of integrating the objectives and activities of the

separate units (departments or functional areas) of an organization in order to
achieve organizational goals efficiently. (James Mooney 1947)

42
According to Koontz and O’Donnell “coordination is the essence of
management for the achievement of harmoy of individual efforts towards
the accomplishment of group goals.”

B. Coordination is the essence of management

Coordination is not a seperate function but the very essence of management.

It is because achievement of harmony between individual efforts towards
the accomplishment of group goals is the very purpose of management .
Coordination permeates the entire process of managing . Like the thread in a
garland, coordination has to be a part of all managerial function. Every
managerial function is an exercise in coordination . According to George
Terry, “Coordination deals with the task of binding efforts in order to ensure
succesful attainment of an objective. It is accomplished by means of
planning, orginising, actuating, and controlling.

Coordination is the result which can be achieved through the proper

performance of managerial functions.

In ‘Planning’ , coordination is required between the master plan of the

enterprise and the plans of different departments or divisions. There should
also be coordination between the objectives and the available resources.

During orgininsing there be coordination between the authority and

responsibility of every individual. Same work should not be assigned twice.
Organisation would be ineffective if there is lack of unity between different
departments and divisions.

43
While “staffing” coordination is achieved by balancing the skills and
abilities of employees with the job assigned to them.

While ‘directing’ supervision, motivation and leadership are used to ensure

harmonious working of the organisation.

During ‘controlling’ coordination is achieved by ensuring that the actual

results conform to plans as closely as possible.

Thus, coordination is the essence of management.

Advantages of Coordination:

Efficiency and effectiveness

Coordination helps to improve the efficiency of operations by avoiding

overlapping efforts and duplication of work. Integration of individual efforts
leads to teamwork. Coordination makes a productive enterprise out of
diverse activities. It produces the total result which is greater than the sum
of individual contributions. This is called synergy. The quality of
coordination determines the effectiveness of organised efforts. Therefore,
coordination is known as the first principle of organisation.

Unity of Direction

Coordination helps to ensure unity of action in the face of disruptive forces.

By welding together different work groups it facilities the stability and
growth of an organisation. It provides unity of action and helps to avoid
conflicts between line and staff elements.

44
Human Relations

Coordination helps to improve team spirit and morale of employees. In

a well-coordinated organisation, organisational goals and personal goals
of people are reconciled. As a result employees derive a sense of
security and job satisfaction.

Quintessence of Management. Coordination is all-inclusive concept and

the end result of management process. According to Mary

Parker Follet,”the first test of effective administration should be wether

you have a bussiness with all its parts so coordinated, so moving
together in their closely knit and adjusting activities, so interlocking
that make a working unit that is not a convergence of seperate pieces
but a functional whole or integrated unit.”

Thus, coordination helps in the accomplishment of organisational goals.

Conclusion : According to our group, coordination is the essence of

management. It is because achievement of harmony between individual
efforts towards the accomplishment of group goals is the very purpose
of management . in all aspect of process management need coordination
to achieve goals. Advantage of coordination are efficiency and
effectiveness, untiy of direction, huma relations, Quintessence of
Management.

45
Reporting

A. Definition of Management Reporting

According to kohler reporing refer to “ A body of information organized for

presentation or transmission to others. It often includes interpretations,
recommendations and findings with supporting evidence in the form of other
reports.”

‘Management Reporting’ may be defined as “A system of communication,

normally in the written form, of facts which should be brought to the attention of
various levels of management who use them to take suitable action.” In other
words the process of providing information to the management is known as
Management Repoverting.

The word “Information” refer to the data processed or evaluated for a specific
purpose.

Dr. Maheshwari has also defined Management reporting system as

“an organized method of providing each manager with all the data and only those
data which he needs for his decissions, when he needs them and in a formwhich
aids his understanding and stimulate his action.”

Objectives of Management Reporting

To Obtain the required information relating to the business to discharge its

managerial fuctions of planing, organizing, controling, directing, and decision
making rtc. Efficiently and effectively.

To ensure the operational efficiency of the concern

To facilitate the maximum of resourseces.

46
To secure industrial understanding among people who are enggaged in various
aspects of work of enterprise.

To enable to motivating improving discipline and morale.

To help the management for effective decision making

Conclusion : According to our group, reporting is keeping those to whom the

executive is responsible as well as subordinates informed through records,
research and inspections.

Budgeting

A. Definition Of Budgeting

Budgeting has been defined as the formulation of plans for a given future period
in numerical terms (Herkimer, 1988).

Budgeting is a process whereby plans are made and then an effort is made to meet
or exced the goals of the plans(finkler, 2007)

Benefit Of Budgeting

It places everyone on the management team.

It helps to create cost awareness.

It help to measure individual and departemental productivity and provit ability

It can produce savings and help to reduce waste

It helps to minimize the number of operational surprises ex cash sort ages,

operating losses

It provides all levels of management with a set of predetermined operating

standards with wich to evaluate operating performances

47
7) It serves as an excelent means of educating and developing managers

Conclusion: According to our group, budgeting is a cyclical decision-making

process for allocating limited fiscal resources to achieve organizational priorities
and objectives over a specific time period

Evaluating

A. Definition Of Evaluating

According the Joint Committee on Standards for Educational Evaluation (1994)

holds that evaluating is “systematic investigation of the worth or merit of an
object.”

According to the Web Center for Social Research, evaluating is a sytematic

acquisition and assesment of information with the generic goal of providing useful
feedback to a specific of audience.

In terms of the evolution of the human race, evaluation is possibly the most
important activity that has allowed us to evolve, develop, improve things, and
survive in an ever-changing environment

Usefull of Evaluating

To address the inefficiencies in the implementation of the program

To give an idea to the outside of the operational programs (eg, for replication
elsewhere)

To meet the program objectives in terms of recruitment of program participants

evaluation results

48
A process that focuses on changes in knowledge, attitudes, behaviors, and
practices resulting from the activities of the program. Also includes the
results of short-term and long-term.

Conclusion: According to our group,evaluation is a methode and

assessment process and the implementation of the tasks of a person or
group of people or work units within a company or organization in
accordance with the standard of performance or the goals set in advance.
49
CHAPTER III

MATRIX OF FUNCTION AND PROCESS MANAGEMENT

Proc

C
ess

Planning

Organizing

Actuating

Controlling
Fun

ctio

P
 Make a plan and

In organizing

Implementing

In process
Plan

goals.

(divide the task

the plan

controlling we
ning

Example :

based on

Example:

need to make a

Puskesmas want

competence)

Implementing

plan such as

to give health

need to make a

the plan of

alternative if

service that cover

plan

“puskesmas

theres problem
secluded

Example :

keliling”

happen.

place,and make a

In program


Example:

program

“puskesmas

In “puskesmas

called“puskesmas

keliling”we

keiling” we

keliling”.

make a plan

prepare more

how the task of

medicine for

doctor,

anticipation if

adimintrator,

there’s more

apoteker.

people to check

up.

O

Planning the

Arrange the

Perform

To Control the
Org

grouping of

task/job for

mobilization

performancoes
aniz

tasks and

each health

towards the

of each
ing

resources in the

worker that

implementatio

departments if

most effective

involved.

n of the

its correspond

use.

Example:

employee's

with each task


Example: The

Arrange the task
duties

as planned.

Head of

of each

Example: The

Example: The

puskesmas

department for

Head Unit of

Head Unit of

make a plan on

puskesmas

“Puskesmas

“Puskesmas

how the

keliling.

Keliling”

Keliling”

structure of

perform

performance

work in
periodic

monitoring if

“puskesmas

briefing before

the

keliling”

the officer fell

performance of

to the ground

each

“Puskesmas

departments is

Keliling”

correspond
with the task or

not.
S
 Planning of
 Dividing duty
 Implementation

Controlling the

50
Staff
employees
based on their
of employees in
placement and
ing
position based in
competence
the departments
duty of division

their ability.
 Example: divide
appropriate with
“puskesmas

 Example:
the duty in the
their
keliling”

Plan the position

“puskesmas
competences.
employees

of doctor,
keliling” program
 Example:
which is

nutrisionist,
based on their
Implementing
appropriate with

midwife in
competence, for
the employees
the competence.

“puskesmas
example, the
appropriate with
 Example:

keliling”. (Doctor
placement of a
their competence
make sure
do the treatment,
midwife at KIA
as like midwife
midwife checks

Apoteker give
checkup in
checks within
within the scope

drugs)
“puskesmas
the scope of
of maternal and

keliling” program.
maternal and
child health.

child health.
Doctors provide

Doctors provide
treatment,

treatment, nurses
nurses give the

give the basic

basic checks.

checks.

D
-Planning for
In organize the
- Give
- Disclipine the
Dire
an effective
task it should
direction to
worker
ctin
direction for
be directed.
employees.
performance.
g
workers
Example:
-Give
Example: :

Example:
To divide the
direction to
Oversee and

Head of
task of doctor,
the
make sure the

Puskesmas
administrator,
distribution
health worker

directs his staff

lead by head of
of resources.
do the task as

to get involved
puskesmas.
Ex: Give
directed in

in Puskesmas

direction to
plan of

Keliling

the staffs
“puskesmas

(ask doctors,

involved in
keliling”.

nurses,
“Puskesmas

medical

Keliling”

records staff,

etc. to be

involved in the

“Puskesmas

Keliling “

Co
- In process
- In Organizing,
- Keep good
- Oversee the
Co-
planning, it need
(divide the task
communication,
coordination
ordi
coordination.
based on their
motivate each
between each
nati
- Example:
competence) it
other to make
department and
ng
To make a plan
need coordination
good
make sure there

for ‘puskesmas
- Example:
coordination.
is good

keliling’ it need
To divide the task
- Example :
coordination

coordination
for program
Make good
with each

between doctor,
puskesmas
communication
department.

administrator,
keliling, it need
between doctor,
- Example:

51
apoteker.

coordination
nutritionist and
Oversee and

between doctor,
midwife to make
make sure

administrator,
good
coordinaton

apoteker.
coordination in
between doctor,

“puskesmas
midwife,

keliling
nutritinist in

“puskesmas
keliling”

R
- In planning the
-
In conducting the
- In
oversee program
Rec
program to be

structure and
implementing,
should make

ordi
implemented

distribution of
need
record and report
ng
should make a

tasks within a
communication
about anything
and
report and

program should
(receive and
that being

Rep
recording

make the
give feed back)
control.

orti

reporting and
of what reported
ng
- Example:

recording
and recorded.
examples:

At the “puskesmas

in controlling

Keliling” program
-
Examples:
Example:
process

planning process
-
In the program
In
‘puskesmas

should make a

"Puskesmas the
implementation
keliling” it need

report and

division of the
of program
report and record

program

task should be
“puskesmas
if the program

recording what

report and record.

keliling” there’s
achieve the goal

will be done (to

reporting about

report

how thing going

immunization

on and there is

program planning,

communication

etc.)

between doctor,

administrator dll.

B
In planning
In the process
Using the
Do budgetary
Bud
need to make a

of organizing
budget
control,
so
geti
budgeting

the funds are

according to
that
the
ng
Example :

allocated fairly
the plan
budget
not

Planning to

in each sub-
Example:
beyond
the

make

unit.
Implementin
budget limit.

budgeting

Example:
g a program
Example:

for“puskesmas

Allocating fun
“puskesling”
comparing the

keliling”.
ds for
using the
plan of

“puskesmas
budget
activities

keliling” such
acording to
“puskesmas

as the
the plan
keliling” and

vehicle, the

budget use.

officer's

salary, purchas

e
of medicines,et

52
c.

E
- Make a plan need
- Organizing
- In process
- Measure the
Eval
evaluation
by
division of task
actuating there
result that
uati
made a
standar
according to each
should be
already achieved
ng
minimum
of
competence need
evaluation
with the standar

organization
to be evaluated.
- Example:
that already

achevement.
- Example:
Evaluate the
made.

- Example:

Doctor give
process
- Example:

“puskesmas
treatment,
“puskesmas
- “puskesmas
keliling”
can
nutrisionist
keliling” is there
keliling” can

reach
every
responsible for
a problem or
reach every

secluded place.
nutrition and
not?”
secluded place to

Apoteker give

give health

medicine in

service.

“puskesmas

keliling”
53
CHAPTER IV

CONCLUSION

The difference between management function POSDCoRBE and process POAC

are that function is identified as a role to play, while process is an activity which
running as a cyclic. In every management process there’s always be the
management function in it.

Planning is working out in broad outline the things that need to be done and the
methods for doing them to accomplish the purpose set for the enterprise.

Organizing is setting the job which has to be done, grouping the assignment and
delegating the job to each worker, and setting the department. The aim of
organizing is to determine the international role structure hence the people may
able to know the task and objectives. The characteristic of organizing are span of
management, decentralization, departmentalization, and line, staff, and functional
authority.

Staffing is a process of acquisition, deployment, and maintenance of adequate

labor force for the quantity and quality to create a positive influence
organizational effectiveness.

Directing is a continuation of the work or process of decision making and

organizing it into commands which is specific or general. Directing has 3 parts:
motivation, communication, and leadership.

Coordinating is the duty of inter-relating the various parts of the work and making
sure that necessary resources are available. Coordinating mechanism are about the
managerial hierarchy, rules and procedures, and planning and setting goals.

54
Reporting is keeping both supervisors and subordinates informed about what is
going on. This includes keeping adequate records, research and inspections.

Budgeting is the form of fiscal planning, accounting, and control. It is assessing

alternative investments and policies, programming consequences of investment
decisions and policy commitments, target setting.

Evaluating is defined as a reflection process where the value from the action that
do was related to project, program, or an obligation policy.
55
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