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Top 8 Functions of Management

1. The document outlines the top 8 functions of management: planning, organizing, staffing, directing, motivating, controlling, coordinating, and communicating. 2. Planning involves setting objectives, forecasting the future, evaluating alternatives, and formulating plans of action. Organizing assembles resources to execute plans by grouping activities and assigning them. 3. Staffing involves filling positions with competent employees through recruitment and training. Directing and motivating get work done through people by managing employees and work using leadership, communication, and coordination.

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Dheeban Karunanidy

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0% found this document useful (0 votes)

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Top 8 Functions of Management

Uploaded by

Dheeban Karunanidy

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Download as PDF, TXT or read online on Scribd

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8/26/2019 Top 8 Functions of Management

 Business Management Ideas

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Top 8 Functions of
Management
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This article throws light upon the

top eight functions of
management. The functions are: 1.
Planning 2. Organising 3. Staffing
4. Directing 5. Motivating 6.
Controlling 7. Co-Ordination 8.
Communication.

Function # 1. Planning:
When management is reviewed as a
process, planning is the first function
performed by a manager. The work of a
manager begins with the setting of
objectives of the organisation and goals
in each area of the business.

This is done through planning. A

manager probes the present to find
where he is and he then forecasts future
objectives which will indicate where he
wants to be, i.e., the destination to be

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reached. The alternatives to achieve the

objectives are evaluated and the selected
alternative becomes the plan of action.

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Once the plan is formulated, the

manager has to indicate the objectives of
the plan and steps to be taken by his
subordinates. By communicating he
makes the objectives effective. In
practice, planning function is all-
pervading.

It is involved in all other managerial

functions. For example, budget is a part
of planning as well as an instrument of
control. Planning makes things happen
that would not otherwise occur.
Planning includes objectives, strategies,
policies, procedures, programmes, etc.,
as it involves making choices, decision
making is the heart of planning.

Function # 2. Organising:

Managing a business is not just

planning. It includes putting life into the
plan by bringing together the executive
personnel, workers, capital, machinery,
materials, physical facilities and other
things or services to execute the plans.
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enterprise comes to life.

Organising involves determining and

noting activities needed to fulfil the
objectives, grouping these activities into
manageable units or departments, and
assigning such groups of activities to
managers. Delegation of authority
creates an organisation. It determines
authority-responsibility relationship.
These relationships must be properly
co-ordinated to secure unity of
organisation.

Function # 3. Staffing:
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Staffing involves filling the positions

needed in the organisation structure by
appointing competent and qualified
persons for the jobs. This needs man-
power planning and man-power
management. We have scientific
selection and training of personnel.

We have to provide suitable methods of

remuneration and performance
appraisal. Much of the work relating to
human resource planning and
management is delegated to a personnel
manager. However, top management is
ultimately responsible for all activities
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Function # 4. Directing:
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Some management experts prefer

leading in place of directing particularly
under a democratic managerial set up.
The function of leading has been termed
motivating, directing, guiding,
stimulating and actuating. This
managerial function is directly
concerned with the human factors of an
organisation.

A manager by leadership and motivation

has to direct and guide all subordinates
and get the work done through people.
Direction involves managing managers,
managing workers and the work
through the means of motivation,
proper leadership, effective
communication as well as co-ordination.

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A manager must develop the ability to

command. He must know how to direct
others, i.e., how to issue orders and
instructions, without arousing
resentment or offence and he must be
able to secure willing obedience from his
subordinates without destroying their
initiative and creativity.

Function # 5. Motivating:
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reflected when we define management
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as the art of getting things done willingly

through and with other people.

Management is interested in two

primary elements:

(1) Things, i.e., material resources and

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(2) Men and women, i.e., human

resources.

Thing is subject to the laws of mechanics

and it is susceptible to scientific or
machine-like treatment. But human
beings cannot be subjected to scientific
or machinelike treatment. However,
through the power of leadership and the
science of co-operation, we can evolve a
suitable method of integrating the
interests of individuals and the
organisation.

The power of management exists with or

through people, but never over them, at
least in a democratic society. Authority
may be imposed from above but it must
be supported, nourished and recognised
from below, i.e., from the subordinates.
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The managerial power has its source in

the methods of leading, motivating,
appraising, teaching, influencing,
counseling, coaching, delegating and
setting an example. So the manager
plans, organises, directs, and motivates
the people working with him.
Motivation and leadership are the
master keys to successful management
of any enterprise.

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They are also responsible to ensure

productivity of human resources.
Motivation can set into motion a person
to carry out certain activity. Motivation
assumes unique importance in modern
business management. Democratic
leadership heavily relies on motivation
of employees, through financial and
non-financial incentives.

Human relations in industry have

accorded special emphasis to this
managerial function. Effective
communication and participation
enhance the power of motivation.
Feedback of information (upward
communication) is necessary for
effective motivation and direction.
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Function # 6. Controlling:
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Controlling is the last phase of the

management process. Control is the
process of measuring actual results or
present performance, comparing those
results to plans or some standard of
performance, finding the reason for
deviations of actual from desired result
and taking corrective action when
necessary.

The corrective action may lead to a

change in the method of
implementation of the plan or change in
the plan itself or even a change in the
objective. Usually our desired
performance standards are the
objectives, policies, programmes,
procedures and budgets.

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There are three important

elements in the total management
cycle or system:

(1) Planning,

(2) Implementation (action) of the plan

and

(3) Control.

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The entire planning-action-control

process in management is repetitive.
The control process generates
information for modification or even
creation of new plans.

Planning is followed by action, then by

review and control in order to achieve
the desired result.

Complete operating cycle or

planning control cycle includes:

(1) Objectives,

(2) Planning,

(3) Action,

(4) Accomplishment,

(5) Feedback of Information and

(6) Mechanism of Control. Good

management adopts this cycle and
assures not only survival but also
promotes growth.

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A manager must adopt the

following steps in controlling:

(1) Identify potential problems,

(2) Select mode of control,

(3) Audit, measure and evaluate

performance in terms of planning,

(4) Spot significant deviations.

(5) Ascertain causes of deviations,

(6) Take remedial measures,

(7) Ensure accomplishment of targets.

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Function # 7. Co-Ordination: Read Next Story

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Each managerial function is an exercise

in co-ordination. It is said that co-
ordination is the essence of
management. It is an integral plan of
direction. Coordination is concerned
with harmonious and unified action
directed toward a common objective. It
involves inter-relating various parts of
the work or organisation.

It is not a separate activity but a

condition that should diffuse itself
through all phases of the management
process. Co-ordination is an orderly
arrangement of group efforts to provide
unity of action.

It ensures that all groups and persons

work efficiently, economically and in
harmony. Co-ordination can be
accomplished automatically if we have
sound objectives, policies, procedures
and programmes and a sound
organisation structure.

Coordination is essential in a large

organisation because we have:

(1) Multiple and complex activities,

(2) Complex and elaborate organisation

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(3) Multiple levels of management due

to limited span of control, and

(4) Acute division of labour leading to

increasing use of specialists.

A manager must co-ordinate the work

for which he is accountable by
balancing, timing, and integrating the
work. Such efforts at co-ordination are
required at all levels of management.

Board of Directors, managing directors,

heads of divisions and/or departments
are the usual agencies of co-ordination
to develop an orderly and integrated
pattern of group efforts in proper
sequence and at proper time. Co-
ordination requires effective channels of
communication. Person-to-person
communication is most effective for co-
ordination.

Function # 8. Communication:

In its broadest sense, communication is

the transmission of meaning to others.
It means transfer of information and
understanding from person to person a
flow of information from the top to the
bottom and from the bottom to the top
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In formal communication we have

dissemination of information primarily.
In biter-personal communication
between two or more persons we have
transmission of information as well as
flow of understanding based on two-way
traffic of communication.

Personal or face-to-face communication

is the best form of communication.
Managerial leadership depends upon
upward communication to the leader in
the form of feedback so that he can
understand the feelings, emotions,
motives and problems of subordinates
and his power will have support and
acceptance from below.

Communication also leads to sharing of

information, ideas and knowledge.
Communication is the cement that
makes organisations. It enables a group
to think together, and act together.
Society’s very existence is dependent
upon communication, i.e., passing of
information and understanding from
one person to another.

Communication may be through:

(i) Actions, e.g., smile, frown, facial

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(ii) Spoken words, e.g. talk;

(iii) Written or printed words;

(iv) Graphs, diagrams, figures, models,

pictures, charts and tables;

(v) Silence can also communicate at

times.

The elements of management —

planning, organising, staffing, directing,
motivating and controlling — rare
universally applicable to all joint or
collective enterprises.

In short management involves:

(1) Managing the enterprise;

(2) Managing the managers, and

(3) Managing the workers and the work.

Central Framework of
Management system:

1. Top Bar — Organisation.

2. Right Bar — Communication.

3. Left Bar — Human Relation.

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Bicycle. A manager has to use the

central frame effectively.

Supporting Mechanism to
Management System:

(1) Rear Wheel:

It represents Technical know how —

administrative office, plant, personnel,
marketing, purchasing, finance,
planning and research

(2) Front Wheel:

It represents managerial function —

planning, organising, directing,
controlling, etc., the manager provides
the motive power to run the wheels of
business enterprise. He is also the
coordinating and controlling authority.

(3) The Head-lamp represents goals and

objectives to be achieved.

(4) On the carrier we have goods and

services required in the market.

(5) Roadway for business journey

indicates economic, social and political
factors.
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achieving objectives of an organisation.

Planning is the first management

function to be performed in the process
of management. It governs survival,
growth and prosperity of any
organisation in a competitive and ever-
changing environment the planning
function is performed by managers at
every level of management. It is
necessary for discharging all other
management functions also.