MANAGEMENT PROCESS/FUNCTION

Management process is a process of setting goals, planning and/or controlling the organizing
and leading the execution of any type of activity, such as: a project (project management
process) or; a process (process management process, sometimes referred to as
the process performance measurement and management system).
https://en.wikipedia.org/wiki/Management_process
Management as a Process:
As a process, management refers to a series of inter-related functions. It is the process by which
management creates, operates and directs purposive organization through systematic,
coordinated and co-operated human efforts, according to George R. Terry, “Management is a
distinct process consisting of planning, organizing, actuating and controlling, performed to
determine and accomplish stated objective by the use of human beings and other resources”. As a
process, management consists of three aspects:
Management is a social process - Since human factor is most important among the other
factors, therefore management is concerned with developing relationship among people. It is the
duty of management to make interaction between people - productive and useful for obtaining
organizational goals.
Management is an integrating process - Management undertakes the job of bringing together
human physical and financial resources so as to achieve organizational purpose. Therefore, is an
important function to bring harmony between various factors.
Management is a continuous process - It is a never ending process. It is concerned with
constantly identifying the problem and solving them by taking adequate steps. It is an on-going
process. https://www.managementstudyguide.com/management_process.html
The Management Process: Management Function

The planning function of management

Planning controls all the planning that allows the organization to run smoothly. Planning
involves defining a goal and determining the most effective course of action to achieve that goal.

Planning involves flexibility, the planner must coordinate with all levels of management and
leadership in the organization. It involves knowledge of the company’s resources and the future
objectives of the business.
Planning is considered to be the central function of management because it sets the pattern for
the other activities to follow.
It means defining goals for future organizational performance and deciding on the tasks and use
of resources needed to attain them Richard Daft).
Planning encompasses four elements:
1. Evaluating environmental forces and organizational resources.
2. Establishing a set of organizational goals.
3. Developing strategies and plans to achieve the stated goals.
4. Formulating a decision-making process.
These elements are concerned with organizational success in the near future as well as success in
the more distant future. Planning to the future, the manager develops a strategy for getting there.
This process is referred to as strategic planning.
There are many different types of plans and planning.
Strategic planning involves analyzing competitive opportunities and threats, as well as the
strengths and weaknesses of the organization, and then determining how to position the
organization to compete effectively in their environment. Strategic planning has a long time
frame, often three years or more. Strategic planning generally includes the entire organization
and includes formulation of objectives. Strategic planning is often based on the organization’s
mission, which is its fundamental reason for existence. An organization’s top management most
often conducts strategic planning.
Tactical planning is intermediate-range (one to three years) planning that is designed to develop
relatively concrete and specific means to implement the strategic plan. Middle-level managers
often engage in tactical planning.
Operational planning generally assumes the existence of organization-wide or subunit goals and
objectives and specifies ways to achieve them. Operational planning is short-range (less than a
year) planning that is designed to develop specific action steps that support the strategic and
tactical plans.

ORGANIZING

2. Organizing as a function of management

 Organizing controls the overall structure of the company. It involves developing
the organizational structure and chain of command within the company. The
organizational structure is the foundation of a company which is the basis of daily
operation of the business to be successful. It involves designating of task and
responsibilities to employee with the specific skill sets needed to complete the
tasks.
  Organizing is the managerial function of making sure there are available
resources to carry out a plan.
 It involves the assignment of tasks, the grouping of tasks into departments, and
the allocation of resources to departments (Richard Daft).
 Managers must bring together individuals and tasks to make effective use of
people and resources.
 The structure is usually represented by an organization chart, which provides a
graphic representation of the chain of command within an organization. Decisions
made about the structure of an organization are generally referred to
as organizational design decisions.

Three elements are essential to organizing:

1. Developing the structure of the organization.
2. Acquiring and training human resources.
3. Establishing communication patterns and networks.
Determining the method of grouping these activities and resources is the organizing process.

DIRECTING
 3. Directing/ Leading as a function of management.

DIRECTING is said to be a process in which the managers instruct, guide and oversee the
performance of the workers to achieve predetermined goals. Directing is said to be the heart of
management process. 
 Directing initiates action and it is from here actual work starts. Direction is said to be
consisting of human factors.
 It can be described as providing guidance to workers is doing work. In field of
management, direction is said to be all those activities which are designed to encourage
the subordinates to work effectively and efficiently. According to Human, “Directing
consists of process or technique by which instruction can be issued and operations can be
carried out as originally planned” Therefore, Directing is the function of guiding,
inspiring, overseeing and instructing people towards accomplishment of organizational
goals.

Direction has got following characteristics:

Pervasive Function - Directing is required at all levels of organization. Every manager provides
guidance and inspiration to his subordinates.
Continuous Activity - Direction is a continuous activity as it continuous throughout the life of
organization.
Human Factor - Directing function is related to subordinates and therefore it is related to human
factor. Since human factor is complex and behavior is unpredictable, direction function becomes
important.
Creative Activity - Direction function helps in converting plans into performance. Without this
function, people become inactive and physical resources are meaningless.
Executive Function - Direction function is carried out by all managers and executives at all
levels throughout the working of an enterprise, a subordinate receives instructions from his
superior only.
Delegate Function - Direction is supposed to be a function dealing with human beings. Human
behavior is unpredictable by nature and conditioning the people’s behavior towards the goals of
the enterprise is what the executive does in this function. Therefore, it is termed as having
delicacy in it to tackle human behavior.
Importance of Directing Function:
It Initiates Actions
It Ingrates Efforts
Means of Motivation
It Provides Stability 
Coping up with the changes
Efficient Utilization of Resources

CONTROLLING

Controlling Function of Management

 Controlling consists of verifying whether everything occurs in conformities with the
plans adopted, instructions issued and principles established. Controlling ensures that
there is effective and efficient utilization of organizational resources so as to achieve the
planned goals. Controlling measures the deviation of actual performance from the
standard performance, discovers the causes of such deviations and helps in taking
corrective actions.
  According to Brech, “Controlling is a systematic exercise which is called as a process of
checking actual performance against the standards or plans with a view to ensure
adequate progress and also recording such experience as is gained as a contribution to
possible future needs.”
 According to Donnell, “Just as a navigator continually takes reading to ensure whether he
is relative to a planned action, so should a business manager continually take reading to
assure himself that his enterprise is on right course.”

Features of Controlling Function

1. Controlling is an end function- A function which comes once the performances are
made in conformities with plans.
2. Controlling is a pervasive function- which means it is performed by managers at all
levels and in all type of concerns.
3. Controlling is forward looking- because effective control is not possible without past
being controlled. Controlling always look to future so that follow-up can be made
whenever required.
4. Controlling is a dynamic process- since controlling requires taking reviewable methods,
changes have to be made wherever possible.
5. Controlling is related with planning- Planning and Controlling are two inseparable
functions of management. Without planning, controlling is a meaningless exercise and
without controlling, planning is useless. Planning presupposes controlling and
controlling succeeds planning.

Controlling has got two basic purposes

It facilitates co-ordination
It helps in planning
References:
https://en.wikipedia.org/wiki/Management_process

hhttps://www.managementstudyguide.com/management_process.htm
https://introduction-to-management.24xls.com/en109
https://www.managementstudyguide.com/management_functions.htm
https://iedunote.com/function-of-management-process
https://courses.lumenlearning.com/suny-principlesmanagement/chapter/primary-functions-of-
management/
https://introduction-to-management.24xls.com/en107
https://www.marketing91.com/four-functions-of-management/
https://www.hrmorning.com/articles/performance-management-trends-2019/

Article on Function of Management:

The Role Of The Successful Manager In Four Simple Functions

By: Jay Steven Leven From monk to media COO/Pres, Jay leverages behavioral, operational and emotional
intelligence to amplify client winning. WinThinking.com

Apr 17, 2019

When I ask leaders and teams to concisely summarize their company’s management approach,
the pause I get hangs in the air like a Frisbee tossed on a windy day. No one seems to know
which direction the answer is going to go.
When I ask what the primary functional areas within a manager’s role are, I actually see star
performers change right in front of my eyes. They morph their powerful selves into the shape of
a deer, standing dazed and confused by the directional headlights of my question.
I’ve asked myself how decisive, fast-thinking, highly verbal, critical thinkers can give me
answers that are as clear as my appearance is when looking into my bathroom mirror after a long,
hot shower. What’s causing the misty thinking?
A simple answer: There hasn't been enough analytical thinking on the issue. This is a symptom
of a "figure it out on your own because senior management is too busy doing more important
things" school of management.
The impact of fuzzy thinking on role performance is that we cannot clearly communicate what’s
needed by others, to others, if we can’t first articulate it for ourselves.
Eight questions can be asked here:
1. How well-defined are the functions of management in your business or unit?
2. How certain are you that your key people are managing across all of those functions?
3. When did you last review, assess and align the functions of your management team?
4. Can your leaders clearly state the management functions they function across?
5. Do your leaders manage across a similar function set or by a lone-wolf style?
6. Who is responsible for insuring aligned management functionality?
7. Do your people value and work across a common range of management operations?
8. How do you define the key management success functions?
To uncover existing gaps between what you and your top people think manager role functions
should include, try this exercise.
Draw a circle the size of your fist. It will represent essential management functions. It acts as the
hub of a wheel. Inside your circle, create and name a pie slice for each function. How many
functions will you have? Give yourself one to three minutes on this.

Now draw an outer, wider ring around your original one. This ring will represent the activities
each function needs for successful execution. Each activity will be like a spoke emanating from
the functional hub of the wheel. You could have three to seven activities per function. Give
yourself four to nine minutes on this. The total exercise should take you 5-12 minutes.
With your sketch done, ask each of your key people to create their sketch, reflecting the role of
a manager. Collect all views, and overlay each one on top of yours. See the gaps. See how your
people think about functionality. Note their clear or fuzzy thinking on the issue.

Integrate all views into a master role composite, and discuss with your top team. Revise the
role view as needed, and gain buy-in. Establish a commitment to improving how your managers
manage.

Want to jump start your brain with a view of what an ideal management function wheel should
look like?

The best I’ve found is the Allen Management Wheel, developed by Louis Allen, author of The
Management Profession, published by McGraw-Hill in 1964.

The composite has a hub of four management functions (planning, organizing, leading and
controlling) and 19 management activities, or "spokes" of the wheel. Here are the activities for
each function.

The Management Function Of Planning

1. Forecasting

2. Developing objectives

3. Programming

4. Scheduling

5. Budgeting

6. Developing policies

7. Developing procedures
The Management Function Of Organizing

1. Developing organizational structure

2. Delegating

3. Developing relationships

The Management Function Of Leading

1. Developing people

2. Selecting people

3. Motivating

4. Communicating

5. Decision making

The Management Function Of Controlling

1. Developing performance standards
2. Measuring performance
3. Evaluating performance
4. Correcting performance
5. Forecasting
You now have a smart, articulate view of what a manager’s role is. No one has to cipher what the
role should do. What’s expected is no longer a puzzle. Now, everyone can understand what the
role needs for success, and you have the beginnings of a smarter succession plan. Use this model
to sharpen the skills of your managers.
We value the practice of “getting on the same page.” We prize operational alignment to strategic
direction. We attach significance to tethering values to behaviors, behaviors to right actions and
right actions to desired results. Why, then, do we undervalue applying this orientation to
management?
Quality-driven manufacturing teams operate across defined roles, functions and processes. Sports
teams win because their players know exactly what their jobs are. There’s no ambiguity about
how each player must function, regardless of game-changing shifts.
Here are five questions to increase management role awareness.
1. Are your star managers focused enough on the right activities?
2. Are your company management processes designed for manufacturing success?
3. Have you defined the essential management functions of your leaders?
4. Does the role of your manager optimize or minimize their current value?
5. What skills are needed from whom, by when, to improve the role of management?
As a leader, role clarity is on you. You’re either involved or not, and you're either in it or in the
way of it. It’s on you to redefine, reinforce, re measure and readjust all areas required for optimal
management performance.
Eliminate fuzzy thinking. Articulate to yourself exactly what’s needed, and communicate it
clearly to others. Transform performance quality, and watch pride of work ownership flourish.
Reaction Paper:

The Role Of The Successful Manager In Four Simple Functions

From monk to media COO/Pres, Jay leverages behavioral, operational and emotional intelligence
to amplify client winning. WinThinking.com, a Forbes council member. I agree with his idea
that one can’t be a good leader/manager if we did not experience how to be an employee. A
successful manager is one who understand the behavior of the employee, know the philosophy
and priority of organization or business. Self- awareness is also important, having an Emotional
Intelligence will win your client. Some managers are not successful because they don’t know
really how to function systematically in an organization. Practicing the four simple functions of
management will make you a successful manager and organizational success. In my opinion the
success of the business or organization is depending on how the top manager, the middle and the
front liners manager communicate their common goal and objectives. Each manager should
function effectively on their specific specialization or department.

He introduces the wheel model of four functions of management, Planning, Organizing,

leading and controlling. The 19 management activities outside the wheel. These activities are as
follows: Planning activities are forecasting, developing objectives, programming, scheduling,
budgeting, developing policies and developing procedures. Organizing activities are developing
organizational structure, delegating and developing relationships. Leading activities includes
developing people, selecting people, motivating, communicating and decision making.
Controlling activities includes developing performance standards, measuring performance,
evaluating performance, correcting performance and forecasting. Having master this four
functions of management, a manager can sharpen the skill of application to every project in the
organization. This functions should be reviewed by the top manager if it is being applied by each
manager in the organization. In my personal experience formal organization can follows easily
the 4 functions of management as each manager have their defined and a clear function in an
organization as shown in an organizational chart. However, in informal organization
responsibilities and duties are not defined, overlapping of functions sometimes happened, the
order usually come to one manager who manage the whole organization.

In conclusion, the success of each organization is depending on the Management. The skill of the
manager to use the function of management and the choice of management and leadership style
to be used depending on the core culture and size of the organization makes a successful
manager.