4 Functions of Management Process: Planning, Organizing, Leading, Controlling

Management tasks are a formal way to do things. Management is a method to demonstrate that in order to achieve their desired goals, all managers, irrespective of their aptitude or skill, participate in some interrelated functions.

The four management roles are planning, coordinating, guiding and controlling; which operates as a continuous process. First; managers should develop a plan, then coordinate resources according to the plan, direct employees to work towards the plan, and finally track everything through tracking and evaluating the plan's effectiveness.

Process / functions management includes 4 main activities;
  1. Planning and Decision Making – – Determining Courses of Action,
  2. Organizing – Coordinating Activities and Resources,
  3. Leading – Managing, Motivating and Directing People,
  4. Controlling – Monitoring and Evaluating activities.

1. Planning and Decision Making – Determining Courses of Action

Looking forward into the future and forecasting potential developments or incidents that are likely to affect the working situation is the most important value as well as a manager's role.

Planning means setting the goal of a company and determining how to best achieve it. Planning is making decisions about the priorities and choosing the possible course of action from a range of alternatives to achieving them.

The program helps to maintain operational productivity as it serves as a roadmap for potential plans for workers. This includes preparation to pick targets as well as the directions to achieve them.

Planning requires choosing tasks and objectives and activities to achieve them, including decision-making or selecting potential course of action among alternatives.

In short, planning involves assessing what the position and condition of the company should be in the future at some stage and deciding how to better bring this situation about.

Through directing planned operations, preparation helps to maintain organizational effectiveness.

Planning and decision-making for a director requires the ability to anticipate, imagine, and deliberately look ahead.

2. Organizing – Coordinating Activities and Resources

Organizing can be described as the process of moving the existing plans closer to fulfillment.

Once a director sets goals and plans, his next managerial role is to coordinate human resources and other resources that the project recognizes as necessary to achieve the objective.

Organizing involves deciding how to organize and manage tasks and services.

The organization can also be characterized as a deliberately formalized job structure or positions for individuals to fill an organization.

Organizing creates a partnership framework in a company and future plans are followed through these organized relationships.

Organizing, then, is the part of management that involves: setting up a deliberate roles system for people to fill the organization.

It is deliberate in the sense of ensuring that people who can do the best are given all the responsibilities necessary to achieve goals.

An organizational structure's purpose is to create the best human performance environment.

The design has to describe the function to be performed. The rules thus laid down must also be built in the light of the available people's abilities and motives.

Staffing is linked to scheduling, and the roles in the company system are filled and kept filled.

This can be achieved by defining the roles to be filled, identifying the workplace necessity, filling vacancies and training employees to effectively and efficiently execute the assigned tasks.

Promotion, demotion, discharge, termination, transfer, etc. management roles are also included in the large "staffing" role. Staffing ensures that the right person is put in the right position.

Organizing is simply determining where to make decisions, who is going to do what roles and activities, who is going to work for whom and how resources are going to be put together.

3. Leading – Managing, Motivating and Directing People

The third basic function of management is to lead it is the ability to influence people for a specific purpose or intention. Leading is considered by all managerial practices to be the most critical and demanding.

Leading drives and encourages the organization's leader to work with the organization's purpose.

It is called leadership to create a positive attitude towards the work and goals among the organization's members. It is important as it helps to achieve the purpose of efficiency and effectiveness by improving employee behaviour.

Leading requires and activates a number of processes of deferment.

Management, inspiration, interaction, and teamwork roles are considered part of the leading processor system.

Coordination in leadership is also important.

Most writers do not see it as a separate management feature.

Rather, we see teamwork as the nature of management to maintain unity between individual efforts to achieve team goals.

Motivating is a vital value for leadership. Motivating is the role of the management system of manipulating the actions of individuals based on the knowledge of what cause and medium is driving human behavior in a specific direction.

Good administrators must be effective leaders.

Because leadership involves fellowship and people tend to follow those who provide a way to fulfill their own needs, hopes and aspirations, it is understandable that leadership requires styles and approaches to motivation leadership and communication.

4. Controlling – Monitoring and Evaluating Activities

Controlling is called tracking the progress of the company towards achieving the goal. To ensure the achievement of the organizational objective, tracking progress is important.

Controlling is calculating, evaluating, identifying variance and correcting the organizational activities carried out to achieve the goals or targets. Controlling consists of activities such as; evaluating efficiency, comparing to the existing standard, identifying deviations, and correcting deviations.

Control tasks usually relate to calculating success or results of actions taken to achieve the goal.

Many methods of monitoring, such as spending schedules, reports of audit, and records of missed working hours, are commonly common. That indicator also shows that plans are being carried out.

If there are any anomalies, correction will be indicated. If outcomes are found to vary from the planned action, it is necessary to identify the responsible persons and to take the necessary steps to improve performance.

Consequently, outcomes are regulated by controlling what people are doing. Controlling is the last but not the least important method of handling functions.

It is right to say, "It is pointless to prepare without managing." In short, we may conclude that the regulation allows the project to be achieved.

All of its system ' control features are interrelated and can not be skipped.

The management system creates and manages an atmosphere in which the successfully defined priorities of workers working together in teams are accomplished.

The main management roles are performed by all managers; scheduling, arranging, hiring, leadership and command. But the time and effort spent in each role can differ depending on the expertise and place on an organizational level.

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