The need for and the concept of management are associated with the phenomenon of group activity. Everywhere in modern society, we find groups of people working in all spheres of human activity. Wherever there is an economic activity or a social activity (Including religious and cultural activities) or political activity or any other type of activity undertaken by human beings to realize certain objectives, we find people working together in groups. A school, a college, a university, a business enterprise, a club, a hospital, a government administrative department, an army, a family, a sports association, etc., are examples of group activities.
1. Planning.
Planning might be defined as deciding in advance about the objectives to be pursued by the enterprise, selecting the best alternative courses of action to reach those objectives, and a specification of activities technical, financial, personnel, etc., required for the implementation of the pre-selected course of action.
An analysis of the above definition of planning brings to focus the following major parts of planning:-
Initial Planning; Which is concerned with the determination of the objectives.
Subsequent Planning; Which is concerned with selecting the best alternative courses of action, traveling through which the attainment of objectives is desired.
Final Planning; Wherein, the planner would analyze the technical, financial, personnel, and other aspects of implementing the pre-selected courses of action.
2. Organising:
Organizing is that managerial process that seeks to define the role of each individual (manager and operator) towards the attainment of enterprise objectives, with due regard to establishing authority responsibility relationships among all, and providing for coordination in the enterprise-as an in-built device for obtaining harmonious group action. To attain objectives set via the planning function, action is required to perform the organizing function.
Very specifically, the managerial function of organizing involves the following steps:-
Determination of the total workload is necessary for the attainment of the objective.
Classification of such workload into a grouping of activities to a distinct manager.
Establishment of clear-cut authority responsibility relationship among managers and subordinates-working in different capacities throughout the enterprise.
3. Staffing:
The personnel factor is variously called by other names like the human resource or the human asset or the workforce. When the personnel factor is called the human resource (or the asset), it implies that human beings are a great asset to the organization. The management of the enterprise can well capitalize on the strength of this asset. Again, when the personnel factor is named the workforce, it implies a ‘power’ associated with the personnel. Given proper motivation and a good climate for work, the personnel factor is capable of achieving miracles. Hence staffing function deserves special attention. The human factor can make good or bad utilization of the passive factors of production, depending exclusively on its “mood” to work.
4. Directing:
Directing might be defined as the interpersonal aspect of managing, which seeks to put human beings into action through outstanding leadership and adequate motivation ( in a background of a free flow of communication); and includes overseeing of subordinates- to ensure their most effective and efficient contribution towards the attainment of the common objectives of the enterprise.
5. Controlling:
As that managerial function seeks to ensure absolute conformity (i.e., agreement) of actual performance by organizational personnel with the planned standards; to facilitate the most effective and efficient attainment of the enterprise objectives.
Under management theory and philosophy, controlling as a function of management is always a process; involving the following sequential steps:
Determination of standards of performance for all phases of organizational activity.
Measurement of actual performance
Comparison of actual performance against standards; and locating deviations
Analyzing the causes of deviations.
Undertaking suitable remedial/corrective/feedback action; to bring performance on the right track.
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