Define Management and It’s Functions

Define Management and It’s Functions

Define Management and It’s Functions

Definition of Management

Management is an activity consisting of a distinct process – the management process – which is primarily concerned with the important task of goal achievement. Every business enterprise has certain pre-determined objectives. Just as in a football or hockey team, howsoever expert the players might be, they cannot defeat the rival team until and unless they make an integrated effort under the directions of an able Captain. Similarly, no business enterprise can achieve it’s objectives until and unless all the members of the unit make an integrated and planned effort under the directions of a central coordinating agency. 

In management terminology, this central coordinating agency is technically known as ‘M-A-N-A-G-E-M-E-N-T’ and the methodology of getting things done is known as ‘Management Process’. The process, in general, is defined as a series of actions or operations conducting to an end. The logic of the management process is that particular functions are performed in a sequence through time. In other words, whatever function are performed by a manager and the sequence in which they are performed, is designated as ‘Management Process’.

Management has been described as a social process involving responsibility for economical and effective planning and regulations of operation of an enterprise in the fulfillment of given purpose. 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 manager irrespective of his level or status.

Functions of Management Process:

The main functions of management process are as follows:

1. Planning: Planning is the conscious determination of a future course of action to achieve the desired results. Henry Fayol observes that management should chalk out a plan which is the result envisaged, the line of action to be followed, the stages to go through and the methods to use. Planning is the process of thinking before doing. It means the determination of what is to be done, how and where is to be done, who is to do it and how results are to be evaluated. This step involves mapping out exactly how to achieve a particular goal. Say, for example, that the organisation’s  goal is to improve company sales. The manager first needs to decide which steps are necessary to accomplish that goal. These steps may include increasing advertising, inventory, and sales staff. These necessary steps are developed into a plan. When the plan is in place, the manager can follow it to accomplish the goal of improving company sales.

2. Organising: It is the process of dividing work into convenient tasks or duties, of grouping such duties in the form of posts, of delegating authority to each so that work is carried out as planned. Organisation contributes to the efficiency of the enterprise. Through this process, all the activities necessary for goal achievement are performed and repetition and duplication of activities is avoided, thereby reducing operation cost in the organisation. The second function of the management is getting prepared, getting organised. Management must organise all its resources well before in hand to put into practice the course of action to decide that has been planned in the base function. Through this process, management will now determine the inside directorial configuration; establish and maintain relationships, and also assign required resources.

3. Staffing: It means manning the positions created by organisation process. This process includes the selection of the candidates for positions, fixing financial compensation, training and development, promotion, transfer, etc. After a manager discerns his area’s needs, he may decide to beef up his staffing by recruiting, selecting, training, and developing employees. A manager in a large organisation often works with the company’s human resources department to accomplish this goal.

4. Directing: Once subordinates are oriented, the superior has a continuous responsibility of guiding and leading them for better work performance and motivating them to work with zeal, confidence and enthusiasm. Direction is the key to the achievement of the desired result. It is that part of managerial function which actuates the organisational methods to work efficiently for achievement of organisational purposes. It is considered life-spark of the enterprise which sets it in motion the action of people because planning, organising and staffing are the mere preparations for doing the work. Direction is that inter-personnel aspect of management which deals directly with influencing, guiding, supervising, motivating sub-ordinate for the achievement of organisational goals.

5. Controlling:  After the other elements are in place, a manager’s job is not finished. He needs to continuously check results against goals and take any corrective actions necessary to make sure that his area’s plans remain on track. It involves the process of visualizing whether the activities have been or are being performed in the same way as contained in the plans because any deviation will result in inefficiency in the organisation. The controlling function brings to light the deviations if any, and assists the management in making the necessary changes in the plan or policies. This process measures the current performance and guides it towards some predetermined goal. It includes activities that managers undertake to assure that actual outcomes are consistent with planned outcomes.