In this article, we are gonna look at some few Things that goes into principle of management that is planning, directing, controlling, organizing
PLANNING
Planning involves setting objectives and determining a course of actions for achieving those objectives. It bridges the gap from where we are and where we want to go.
BENEFITS OF PLANNING
1. It provides direction
2. It reduce uncertainty
3. It minimize waste and redundancy
4. It establishes goals and standards for controlling
5. Planning improves employee's moral
6. Planning facilitates controlling
FEATURES OF PLANNING
1. It is flexible
2. Planning is undertaken at all levels of management
3. It involves selection of suitable course of action
4. Planning is a pervasive and continuous managerial function
5. It is concerned with looking ahead into the future.
NATURE AND SCOPE OF PLANNING
1. Rational approach
2. Open system approach
3. Flexibility
4. Pervasiveness of planning
5. Planning occurs at all levels of management
6. Every manager does some planning
7. Plans outline how the goals will be met
8. Goals or Objectives come before plans.
GOALS AND PLANS
Goals are desired outcomes or targets. Plans are documents that outline how goals are going to be met.
APPROACHES OF SETTING GOALS
1. Traditional approach
2. Management by Objectives (MBO)
TYPES OF GOALS
1. Stated goal
2. Real goal
TYPES OF PLANS
1. Standing plans
2. Single use plans
3. Specific plans
4. Directional plans
5. Functional plans
HIERARCHY OF PLANNING
1. Missions
2. Goals and objectives
3. Strategies
4. Policies
5. Procedures
6. Rules
7. Programs
8. Budgets
STEPS OF PLANNING
1. Establish goals and objectives
2. Establish planning premises
3. Decide planning period
4. Identify alternatives
5. Evaluate and select from the alternatives
6. Develop derivative or supporting plans
7. Measure and Control the purpose
DIRECTING
Directing is a function of management which is related with instructing, guiding and inspiring employees in the organisation to achieve organisational mission and objectives.
ELEMENTS OF DIRECTION
1. Leadership
2. Motivation
3. Communication
MAJOR FUNCTIONS OF DIRECTION
1. Giving orders to employees
2. Leading and motivating them
3. The orders should be clear and complete
4. Motivation arouses interest in the subordinates
5. Leading influences the efforts of the subordinates in the right direction.
PRINCIPLES OF DIRECTING
1. Harmony of objectives
2. Unity of direction or command
3. Direct supervision
4. Effective communication
5. Follow - through
6. Issuing orders
LEADER - Someone who can influence others and who has managerial authority.
LEADERSHIP - A process of influencing a group to achieve goals.
LEADERSHIP BEHAVIORS
BEHAVIORAL THEORIES - Leadership theories that identify behaviors that differentiate effective leaders from ineffective leaders.
AUTOCRATIC STYLE - A leader who dictates work methods, makes unilateral decisions, and limit employee participation.
DEMOCRATIC STYLE - A leader who involves employees in decision making, delegates authority, and uses feedback as an opportunity for coaching employees.
LAISSEZ-FAIRE STYLE - A leader who lets the group make decisions and complete the work in whatever way it sees fit.
FOUR LEADERSHIP BEHAVIORS
1. Directive leader
2. Supportive leader
3. Participate leader
4. Achievement - oriented leader
DIMENSIONS OF LEADERSHIP
1. Employee oriented
2. Production oriented
CHARISMATIC LEADER - Is an enthusiastic, self-confident leader whose personality and actions influence people to behave in certain ways.
TRANSACTIONAL LEADER - Is a leader who lead primarily by using social exchange (or transactions).
TRANSFORMATIONAL LEADER - Is a leader who stimulate and inspire(transform) followers to achieve extraordinary outcomes.
AUTHENTIC LEADERSHIP - Leaders who know they are, know what they believe in, and act on those values and beliefs openly and candidly.
ETHICAL LEADERSHIP - Is a leader who creates a culture in which emploees feel that they could and should do a better job.
CONTROLLING
Controlling is the process of monitoring, comparing and correcting work performance. (Robbin and Coulter)
IMPORTANCE OF CONTROLLING
1. Planning
2. Employee empowerment
3. Protection of organization and its assets.
4. Making efficient use of resources
5. Ensuring orders and discipline
6. Accomplishing organisational goals
STEPS IN CONTROLLING
1. Setting standards
2. Measuring actual performance
3. Compare actual performance against set standards
4. Take managerial action
SETTING STANDARD
1. Controlling actually begins with planning
2. Standards of performance are set, once goals or object are set.
3. Controlling standards are targets against which future performance will be compared.
MEASURING ACTUAL PERFORMANCE
How to measure
1. By observation
2. By statistical report
3. By written report
4. By self-monitoring computers
TAKING MANAGERIAL ACTION (Causes of action from which managers can choose)
1. Do nothing
2. Correct actual performance
3. Revise standard
CHARACTERISTICS OF EFFECTIVE CONTROL
1. Accuracy
2. Objectivity
3. Timeliness
4. Flexibility
SOURCES OF RESISTANCE TO CONTROL
1. Over-control
2. Inappropriate focus
3. Reward of inefficiency
4. Too much accountability
OVERCOMING RESISTANCE TO CONTROL
1. Create, flexible, accurate, timely and objective control
2. Avoid over control in implementation of control
3. Encourage employee participation in the planning
TRY QUESTIONS AND ANSWER
1. Technical skill is to …………………….. as conceptual skill is to ……………………
Select one:
a. Upper management; lower management.
b. Upper management; middle management.
c. First-line management; upper management.
d. Middle management; first-line management
Answer ''C''
2. Management is all of the following except
2. The general administrative duties that need to be carried out in virtually all productive organisations to achieve desired outcome is called
{~Managerial role. ~Managerial skills. =Managerial functions. ~Managerial work}
3. Technical skill is to …………………….. as conceptual skill is to ……………………
{~Upper management; lower management. ~Upper management; middle management. =First-line management; upper management. ~Middle management; first-line management}
4. All the following are part of the interpersonal role of managers except
{~Figurehead. =Spokesperson. ~Leader. ~laison}
5. The following are all managerial skills except
{~Technical skills. =Decisional skills. ~Conceptual skills. ~Human skills}
6. The role of the manager where she/he is expected to solve problems, create new ideas and implement them is called
{~Disturbance handler. ~Monitor. =Entrepreneur. ~leader}
7. Henry Minzberg classifies managerial roles into roles into three, they are
{=Decisional, interpersonal, and informational. ~Interpersonal, technical, and conceptual. ~Human, technical and conceptual. ~Decisional, informational and entrepreneurial}
8. As part of the orientation for her internship, Rebecca was informed that ________ are the people who direct the activities of others in an organization.
{~directors. =managers. ~subordinates. ~line workers}
Select one:
a. Pervasive.
b. Has universal approach
c. Decision-making.
d. Concerned with efficiency not effectiveness.
Answer ''D''
3. A policy that is formulated out of a solution to a subordinate’s problem is termed
Select one:
a. Implied policy
b. Appealed policy.
c. Originated policy.
d. Corporate policy.
Answer ''B''
4. Whereas ________ is concerned with the means of getting things done, ________ is concerned with the ends, or attainment of organizational goals.
Select one:
a. effectiveness; efficiency.
b. effort; efficiency.
c. efficiency; effectiveness.
d. efficiency; experience
Answer ''C''
5. All the following are classifications of plans except
Select one:
a. Directional plan.
b. Long-term plan.
c. Corporate plans.
d. Real plan
Answer ''D''
6. The fact that Monica's signature is required on all documents and her word is the last word on all decisions relating to her department suggests that her employer has a(n) ________.
Select one:
a. decentralized structure.
b. centralized structure.
c. organic structure
d. simple structure.
Answer ''B''
7. The emergence of management as a separate field of study was a solution to the problems of
Select one:
a. Inadequate system of wages and payments.
b. All of the above
c. Labour inefficiency.
d. Joint stock company.
Answer ''A''
8. The planning approach which requires the manager to take into account the dynamic features in an environment is called
Select one:
a. Rational approach
b. Open system approach.
c. Pervasiveness of planning.
d. Flexibility of planning.
Answer ''A''
9. The following are all managerial skills except
6. The role of the manager where she/he is expected to solve problems, create new ideas and implement them is called
{~Disturbance handler. ~Monitor. =Entrepreneur. ~leader}
7. Henry Minzberg classifies managerial roles into roles into three, they are
{=Decisional, interpersonal, and informational. ~Interpersonal, technical, and conceptual. ~Human, technical and conceptual. ~Decisional, informational and entrepreneurial}
8. As part of the orientation for her internship, Rebecca was informed that ________ are the people who direct the activities of others in an organization.
{~directors. =managers. ~subordinates. ~line workers}
Select one:
a. Human skills
b. Decisional skills.
c. Technical skills.
d. Conceptual skills.
Answer ''B''
10. A plan in which one step of performing a procedure is prescribed is called
Select one:
a. Budget.
b. Programme.
c. Method.
d. Policy
Answer ''C''
11. Frederick Taylor advocated which of the following management principles?
Select one:
a. Workers can be highly productive even if they are randomly selected for a job
b. Work and responsibility should be divided almost equally between managers and workers.
c. Managers should perform more work that workers, because managers are generally more skilled.
d. Workers should perform all work, while management should maintain responsibility for the work performed.
Answer ''B''
12. In the Wealth of Nations, Adam Smith described the breakdown of jobs into narrow and repetitive tasks and called this ________.
Select one:
a. division of labor.
b. greatest common factor of work
c. assembly lines.
d. work denomination.
Answer ''A''
13. Planning is concerned with establishing two things
Select one:
a. Goals and plans.
b. Mission and goals.
c. Objectives and strategies
d. Goals and objectives.
Answer ''D''
14. The general administrative duties that need to be carried out in virtually all productive organisations to achieve desired outcome is called
Select one:
a. Managerial skills.
b. Managerial functions.
c. Managerial work
d. Managerial role.
Answer ''B''
15. A system can best be defined as a(n)________.
Select one:
a. grouping of separate and independent parts.
b. set of connected but nonfunctional parts
c. set of interrelated and interdependent parts.
d. ordering of distinct and unrelated parts.
Answer ''C''
16. All the following are part of the interpersonal role of managers except
Select one:
a. Figurehead.
b. Leader.
c. Spokesperson.
d. laison
Answer ''C''
17. At Chemetron, all the accounting people share one large work area; all the quality control people are housed in a large office next to the production floor; and maintenance has its own space at the back of the building. Chemetron is using ________.
Select one:
a. functional departmentalization.
b. departmental specialization.
c. product specialization
d. process departmentalization.
Answer ''A''
18. Henry Minzberg classifies managerial roles into roles into three, they are
Select one:
a. Decisional, informational and entrepreneurial
b. Interpersonal, technical, and conceptual.
c. Decisional, interpersonal, and informational.
d. Human, technical and conceptual.
Answer ''C''
19. As part of the orientation for her internship, Rebecca was informed that ________ are the people who direct the activities of others in an organization.
Select one:
a. subordinates.
b. line workers
c. managers.
d. directors.
Answer ''C''
20. The role of the manager where she/he is expected to solve problems, create new ideas and implement them is called
Select one:
a. leader
b. Entrepreneur.
c. Monitor.
d. Disturbance handler.
Answer ''B''
21. Which of the following phrases is most associated with scientific management?
Select one:
a. management relations.
b. quality control
c. supply and demand.
d. one best way.
Answer ''D''
22. Which of the following is not a standing plan
Select one:
a. None of the above
b. Procedure.
c. Strategy.
d. Mission.
Answer '' C''
