FUNCTI

ONS
OF
MANAG

Management Functions
It should be pointed out that the manager
performs the management functions through
the chains of command of the organization.
Oftentimes, he has been provided with staff
support.
Every manager has the inherent
rights to perform in accordance
with his best judgment

Plannin
g

O
S
D
C

Controlli
ng

Function
s
of
Manage
ment

Organizi
ng

Directin
Staffing
g
Henry Fayol (18411925)

Plannin
g

Controlli
ng

Function
s
of
Manage
ment

Directin
g

Organizi
ng

Staffing

PLANNING

 It is the management process of deciding in

advance what is to be done and how.
Is the most basic of all management
functions.
The use of a rational design or pattern for
all organizational undertakings.

The successful management of an

organization is never an accident; it is
planned, a basic management
responsibility. It is the concern of the entire
organization, of both its line and staff.

 The responsibility for planning cannot be

completely separated from managerial
performance because all managers plans,
whether they are at the top, middle or
bottom of the organization structure.
-Koontz and ODonnell

Major Planning Principles

1. Principle of Contribution to Objectives
2. Principle of Efficiency of Plans
3. Principle of Primacy of Plans
4. Principle of Planning Premises
5. Principle of Strategy and Policy Framework
6. Principle of Timing
7. Principle of Limiting Factor
8. The Commitment principle
9. Principle of Flexibility
10.Principle of Navigational change

Hence, an effective plan must indicate

certain essential requirements. Some of
these are as follows:
a. Schedule of Implementation
b. Specification of People
c. An assessment of manpower
capability.

ORGANIZING

Organizing is essentially aimed at

developing an intentional structure for
effective performance, a network of
decision communications centers from
which to secure coordination of individual
effort toward group goals.
- Koontz and ODonnell

Principles of Effective Organizing

1. The management of the organization
decides how many subordinates a superior
can manage effectively.
2. Similar activities or functions are grouped
together when other consideration permit.
3.Organizational
functions are allocated
among the various
units of the
organization so as to
minimize the amount of
required coordination,
communication and

Four fundamental inputs must be

considered:
1. The structure must reflect objectives and plans,
because enterprise derive from these.
2. The structure must reflect the authority available
to enterprise management.
3. Organization structure, like any plan,
must reflect its environment
4. The organization must be manned with
people

STAFFING

Staffing
Connotes provision of the
different positions of the
organization structure with
competent and qualified
personnel.
involves manning and
keeping manned, the
positions provided for by
the organization structure
(Koontz and ODonnell)

 Primary objective of the manager for

the success of his organization.
It also relieves the manager in carrying
out his responsibilities

 For this reason, the use of

carefully-selected and
adequately-trained staff
personnel could greatly
facilitate the management of
the organizational

DIRECTING

Directing
Is the interpersonal aspect of
management by which people are
allowed to understand and contribute
efficiently and effectively to the
attainment of the objectives of the
organization.

Directing
Involves motivation, communication,
and leadership.
Thus, the management of the
organization is accomplished by
direction or the act of directing by the
manager.

 He should be superb in the arena of

overall strategy, as well as a good
tactician.
In short, he should be the
model of the art and skill of

Human Relations in
Directing

-because the organization is simply the

relationships of people with a common purpose.
-requires managers to treat their
subordinates with respect and
understanding, instead of dominating
them by fear, using harsh words or
actions.
-it can motivate people to perform over and
beyond their call of duty

CONTROLLING

Controlling
The measurement of
accomplishments against set
standards, and the corrective
measures to be applied so that
deviations from the standard are
minimized.

Three means to illustrate Controlling

process of Management:
1. Coordinating
-the essence of being a
manager for the
achievement of harmony
of individual effort in the
accomplishment of
organizational goals.
(Koontz and ODonnell)
.Best coordination occurs
when individuals see how
their jobs contribute to

2. Reporting
-the principal
device of the
manager for
retaining control of
delegated
responsibility and
authority to
subordinate
executives is the
systematized
reporting and
internal checking.

3. Budgeting
-primarily, budgeting is an instrument of
planning

-is also an instrument

of control; it governs the
rate of spending for
personnel, materials,
and supplies in
conformity with the
plans.

DO WE CONDUCT MEETINGS:
When we make our
plans?
When we organize?
When we do staffing
of jobs?
When we direct our
subordinates?
When we make
control measures like
coordinating,
reporting,

How to
condu
ct
meetin
gs