Leading Function of Management

Topics: Motivation, Maslow's hierarchy of needs, Management Pages: 48 (15649 words) Published: March 13, 2011
1 ORGANIZATION AND MANAGEMENT – Report on The LEADING Function of Management

FUNCTIONS OF MANAGEMENT
Management has been described as a social process involving responsibility for economical and effective planning & regulation of operation of an enterprise in the fulfillment of given purposes. It is a dynamic process consisting of various elements and activities. These activities are different from operative functions like marketing, finance, purchase etc. Rather these activities are common to each and every manger irrespective of his level or status. Different experts have classified functions of management. According to George & Jerry, “There are four fundamental functions of management i.e. planning, organizing, actuating and controlling”. According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i.e. Planning, Organizing, Staffing, Directing and Controlling. For theoretical purposes, it may be convenient to separate the function of management but practically these functions are overlapping in nature i.e. they are highly inseparable. Each function blends into the other & each affects the performance of others.

Reported by PO1 Bernadette T. Garcia and PO1 Nilda T. Galano – (QCPD) PHILIPPINE CHRISTIAN UNIVERSITY GRADUATE SCHOOL, MMPA SY 2010-2011

1. Planning
It is the basic function of management. It deals with chalking out a future course of action & deciding in advance the most appropriate course of actions for achievement of pre-determined goals. According to KOONTZ, “Planning is deciding in advance - what to do, when to do & how to do. It bridges the gap from where we are & where we want to be”. A plan is a future course of actions. It is an exercise in problem solving & decision making. Planning is determination of courses of action to achieve desired goals. Thus, planning is a systematic thinking about ways & means for accomplishment of pre-determined goals. Planning is necessary to ensure proper utilization of human & non-human resources. It is all pervasive, it is an intellectual activity and it also helps in avoiding confusion, uncertainties, risks, wastages etc.

2. Organizing
It is the process of bringing together physical, financial and human resources and developing productive relationship amongst them for achievement of organizational goals. According to Henry Fayol, “To organize a business is to provide it with everything useful or its functioning i.e. raw material, tools, capital and personnel’s”. To organize a business involves determining & providing human and non-human resources to the organizational structure. Organizing as a process involves:      Identification of activities. Classification of grouping of activities. Assignment of duties. Delegation of authority and creation of responsibility. Coordinating authority and responsibility relationships.

3. Staffing 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 o staffing is to put right man on right job i.e. square pegs in square holes and round pegs in round holes. According to Kootz & O’Donell, “Managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal & development of personnel to fill the roles designed un the structure”. Staffing involves:       Manpower Planning (estimating man power in terms of searching, choose the person and giving the right place). Recruitment, selection & placement. Training & development. Remuneration....

References: 1
Adapted from Harry Webne-Behrman, The Practice of Facilitation: Managing Group Process and Solving Problems, Quorum Books, Greenwood Publishing, 1998, by permission of the author. All rights reserved. Clement Greenberg (1909-1994), American art critic, in a conversation with Anthony Caro (1924-), British sculptor. "Let it be lost on no one that one of the most important jobs in this country is teaching. Teachers can influence and motivate an entire generation." Abigail Van Buren (pen name of Pauline Esther Friedman Phillips, 1918-), American syndicated advice-columnist.
Reported by PO1 Bernadette T. Garcia and PO1 Nilda T. Galano – (QCPD) PHILIPPINE CHRISTIAN UNIVERSITY GRADUATE SCHOOL, MMPA SY 2010-2011
"The desire to do something is the proof of our potential to do it." Eric Butterworth, contemporary writer, author of several self-help books. “Motivation is not only important because it is a necessary causal factor of learning, but because it mediates learning and is a consequence of learning as well.” R. J. Wlodkowski, Enhancing adult motivation to learn, 1985. San Francisco: Jossey-Bass, p. 4. “Many instructors consider the motivation level of learners the most important factor in successful instruction.” W. Dick & L. Carey, The systematic design of instruction , 4th ed., 1996. New York: Longman, p. 92. "I make art in order to give other people my problems." Mike Kelley (1954-), American artist, quoted by Jim Lewis in a review of Kelley 's work, "The Last Great 20th Century Artist," Slate, November 30, 2005. Anderson, P., and M. Pulich. "Managerial Competencies Necessary in Today 's Dynamic Health Care Environment." Health Care Manager 21, no. 2 (2002): 1–11. Carroll, Stephen J., and Dennis J. Gillen. "Are the Classical Management Functions Useful in Describing Managerial Work?" Academy of Management Review 12, no. 1 (1980): 38–51. Fayol, Henri. General and Industrial Administration. London: Sir Issac Pitman & Sons, Ltd., 1949. Koontz, Harold, and Cyril O 'Donnell. Principles of Management: An Analysis of Managerial Functions. New York: McGraw-Hill Book Co., 1955. Lamond, David. "A Matter of Style: Reconciling Henri and Henry." Management Decision 42, no. 2 (2004): 330–356. Mintzberg, Henry. The Nature of Managerial Work. New York: Harper & Row, 1973. Robbins, Stephen P. and Mary Coulter. Management. Upper Saddle River, NJ: Prentice Hall, 1999.
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