The Key Functions in the

Management Process

AMS 101: PRINCIPLES OF

MANAGEMENT

DR. ASIYANB OLA, T.A.

 Click icon to add picture

In the context of management, there are several key

functions that contribute to the effective operation
of an organization. Let’s explore these functions:
 Planning
Planning means setting goals and
objectives for the organisations
and mapping out strategies to
achieve them.

It involves the process of

defining performance goals for
the organization and determining
what actions and resources are
needed to achieve the goals.

Through planning, management

defines what the future of the
organisations should be and how This Photo by Unknown Author is licensed under CC BY-SA
to get there
Activitie
s
1. Goal Setting:
Defining clear and
specific objectives.
2. Strategy
Formulation:
Developing plans to
achieve those
objectives.
3. Resource
Allocation:
Allocating resources
(such as finances,
personnel, and
materials) effectively.
4. Risk Assessment:
Identifying potential
risks and devising
contingency plans.
This Photo by Unknown Author is licensed under CC BY
Forms of Planning
Strategic Plan
Usually long term plan, has to do with the plan on
what the organisation is and what it will become in
future. Plans are made by top level managers .

Tactical Plan
Medium term, translate strategic plans into specific
actions that need to be implemented by
departments throughout the organization. The
tactical plan defines what has to be done, who will
do it, and the resources needed to do it.
Forms of Planning Cont.
Operational Plan
Short term plan(s) often made by lower level
managers. They break the tactical plan into
details. E.g drawing up a schedule of activities
to be carried out daily or weekly. E.g drawing
up a time table, roster etc.
 Organising

Has to do with making decisions on how

best to implement the plan.
Organizing involves assigning authority
and responsibility to various
departments, structuring the
organisation, coordinating group
activities and allocating resources across
the organization
Organizing
Activities
1. Creating
Organizational
Structure: Designing
roles, responsibilities,
and reporting
relationships.
2. Establishing
Departments and
Teams: Grouping
tasks and people
logically.
3. Delegating
Authority: Assigning
decision-making
power to appropriate
levels.
4. Coordinating
Activities: Ensuring
smooth collaboration
among different units.
 Leading
Leading involves guiding and
motivating employees to achieve
organizational objectives.

Everything done in an
organisation is done by people,
managers are responsible for
people management,

For example, motivating and

influencing them to work
towards achieving the
organisational goal.
Leading
Activities
1. Communication:
Articulating goals,
expectations, and
feedback.
2. Motivation:
Inspiring and
energizing team
members.
3. Conflict
Resolution:
Addressing disputes
and maintaining a
positive work
environment.
4. Decision-
Making: Making
informed choices to
move forward.
Controlling

Controlling ensures that actual performance aligns with

planned objectives.

Controlling is the process of monitoring activities,

measuring performance, comparing results to objectives,
and making modifications and corrections when needed.

It provides the information that keeps the corporate goal

on track. This gets you to be conscious of the fact that
things might not always go as planned.
Activities
for
controllin
g
1. Monitoring
Performance:
Tracking progress
against goals.
2. Comparing
Actual vs. Planned
Results: Identifying
deviations.
3. Taking
Corrective
Actions: Adjusting
strategies as
needed.
4. Feedback Loop:
Providing
information for
continuous
improvement.
Henri Fayol’s five functions of management

He later developed the functions to 14 which is termed the 14

principles of management which has gained world wide fame
Henri Fayol’s 14
Principles
Division of work: dividing duties and
responsibilities amongst workers

Authority and responsibility: having the power

to give orders and directives to subordinate

Discipline: obedience, diligent and having

respect for constituted authority.

Unity if Command: workers receiving orders

from one superior only.

Unity of Direction: having one VISION, one

PLAN.
Henri Fayol’s 14
Principles Cont.
Subordination of interest: Iindividual interests
must be geared towards that of the organisation
that is, the general good.
Renumeration: workers are expected to be
rewarded for their effort, this comes in form of
salary and wages, benefits and bonuses.
Degree of Centralization: the concentration of control of
power or activity of an organization under a single
authority e.g the centralization of all financial power in
the hands of its leaders

Scalar chain:– a line or hierarchy of authority

Order:a place for everyone and everyone in their
place. Workers getting placed where they are
supposed to be and knowing what they are
expected to do
 Henri Fayol’s 14
Principles Cont.
S
Et • equal and fair treatment of employees. What you do for one,
q
a
u do for others including fair judgement during conflict
b
it
il
y
it • people need to stay in their jobs long enough to deliver, they
y
o should not be moved around too much
If
n
T • allowing employees to take decisions and think through a
it
e
Ei problem and implement a solution (which Fayol believed
n increases motivation).
sa
u
p
ti • keeping the team together, using harmony as a basis of
r
ri
v
e strength, speaking with one voice. Henri Fayol said -
t
e
d ‘Dividing enemy forces to weaken them is clever, but
e dividing one’s own team is a grave sin against the
C business.
o
r
Goals and Objectives
What Are Goals and Objectives?
Goals are outcome statements that define what an
organization is trying to accomplish e.g

Growing sales by 50%,

Increase revenue,
Maintaining financial sustainability etc.
Goals and Objectives
Contd.
In contrast to goals, objectives are very precise, time-
based, measurable actions that support the completion of
a goal. Objectives are of short term.
Characteristics of an objectives are:
1. It must be related directly to the goal
2. Must be clear, concise, and understandable
3. It should begin with an action verb
4. It must have a specific date for accomplishment
5. Must be measurable
Setting a SMART
Goal
Specific: simple, straight forward and
S understandable and not ambiguous, must be
clear to all employees
Measurable: It's important to have measurable
goals, so that you can track your progress and

M stay motivated. You must be able to assess

progress to help stay focused to meet deadlines
and feel the excitement of getting closer to
achieving your goal.
Achievable: it must be possible to achieve.
A Must be thought through and be sure its
possible.
Realistic: it should be sensible and not
R an unrealistic, set your goal considering
the current state of the organisation and
the resources
Time bound:available
must be timely or time
T limited eg. Short term, medium term
or long term