1. PLANNING ❖ STAFFING / PERSONNEL MANAGEMENT ❖ ORGANISING ❖ DIRECTING / LEADING ❖ CONTROLLING

1 PLANNING
It is the primary function of mgt. it involves determining the objectives and selecting a
course of action to achieve them it implies looking ahead and deciding in advance what is
to be done when and where it is to be done, how and by whom it is done.
It is a mental process requiring the use of intellectual faculties, Foresight imagination and
sound judgment it consist of forecaster decision making and problem solving
A plan is a predetermined future course of action it is today design for tomorrow and an
outline of steps to be taken in future
The process of planning consist of
1
Determination of objectives
2
Forecasting and choice of a course of action
3
Formulation of policies programmers budgets schedules etc to achieve the
objectives
4
Laying down of procedures and standards of performance
Planning may be long-term or short term. It is a pervasive function and managers at all
levels have to prepare plans. It is a continuous or an ongoing process. It enables us to do
things in an orderly and efficient manner. It is helpful in achieving the goals and facing
uncertainly and change.
2. ORGANIZING
It is the process of establishing harmonious authority – responsibility, relationships
among the members and the enterprise. It is the function f creating a structure of duties
and responsibilities. The organization structure serves as the framework within which
people can work together effectively for accomplishment of common objectives. It is an important element of management because it is through organizing that a manager brings
together the material and human resources required for the achievement of goals.
The process of organizing consists of the following steps:
1. Determining and defining the activities required for the achievement of planned
goals
2. Grouping the activities into logical and convenient units
3. Delegating authority to these positions and people
4. Defining and fixing responsibility for performance
5. Assigning the duties and activities to specific positions and people
6. Establishing horizontal and vertical authority relationships throughout the
organization.
3. STAFFING
It is the process of filling all positions in the organization with adequate and qualified
personnel
According to Koonts and O. Donnel the management function of staffing involves
managing organizational structure through proper and effective selection, appraisal and
development of personnel to fit the roles designated in the structure.
Staffing consists of:
a) Manpower
b) Recruitment
c) Selection
d) Training
e) Compensation
f) Integration and maintenance of employees
5. DIRECTING
It is the managerial function of guiding, supervising, motivating and leading people
towards the attainment of planned targets of performance. It is concerned with execution
of plans and policies. It initiates organized actions and sets the whole organizational
machinery into action. It is therefore, the life spark of an organization.
Directing embraces the following activities:
a) Issuing orders and instructions
Williamkamau14@gmail.com fb:William kamaub) Supervising people at work
c) Motivating i.e. creating willingness to work for certain objective.
d) Communication i.e. establishing understanding with employees regarding plans
and their implementation.
e) Leadership or influencing the behavior of employees.
6. CONTROLLING
It is the process of ensuring that the organization is moving in the desired direction and
that progress is being made towards the achievement of goals.
The process of controlling involve the following steps:
a) Establishing standards for measuring work performance
b) Measurement of actual performance and comparing it with the standards
c) Finding variances between the two and the reasons thereof
d) Taking corrective action for deviations so as to ensure attainment of objectives
LEVELS OF MANAGEMENT
The different levels of management are explained as below:
1. Top management (strategic level management)
2. Middle level management (tactical level management)
3. Lower level management (supervisory or operating management)
1. TOP MANAGEMENT
In case of a company it consist of the BOD and Chief Executives such as general
managers, MDs, president, chairman cum M.D
It is the ultimate source of management and it’s the accountable for overall management
to the shareholders of the company.
Main functions of top management
a) To analyze, evaluate and deal with the environmental forces
b) To establish overall long term goals and policies of the company including the
master budget
c) To represent the company to the outside world, e.g. trade associations,
government, trade unions.
d) To exercise overall review and control on the company’s operation
e) To coordinate the activities and efforts of different departments
Williamkamau14@gmail.com fb:William kamauf) To appoint departmental and other key executives.
2. MIDDLE MANAGEMENT
This level of management consist of deputy heads of departments and sectional officers
such as plant manager, are sales manager, or branch manager, chief accountants,
purchase officers etc
These officers serve as a link between top management and operating management.
Functions of middle management
a) To interpret and explain the policies framed by top and intermediate
managements
b) To compile and issue detailed instructions regarding operations
c) To co-operate among themselves so as to integrate various parts of a division or a
department.
d) To motivate supervisory personnel to work for organizational goals
e) To develop and train supervisory and operative personnel.
3. LOWER /SUPERVISORY/ OPERATING MANAGEMENT
It is the lowest level of management. It consist of plant superintendent foremen and front
line supervisors, sales officers, accounts officers etc.
It serves as the link between management and workers.
Functions of supervisory management
1. To plan day to day production with the goals laid down by higher authorities
2. To assign jobs to workers and to make arrangements for their training and
development
3. To supervise and control workers and to maintain personal contact with them
4. To arrange material and tools and to maintain machinery
5. To advice and assist workers by explaining work procedures, solving their
problems etc
6. To maintain discipline and good human relations among workers
7. To report feedback information and workers problems this cannot be solved at the
supervisory level.
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This can be dramatically shown as below:
Top management
Middle management
 
 
Lower management
MANAGEGERIAL SKILLS
A skill is the ability to do something. Hence managerial skills are the mixture of talents
that managers should possess in order to perform their roles efficiently. These skills make
managers unique and different from their subordinates. Basically there are four
managerial skills namely:-
1. CONCEPTUAL SKILLS
These are mental abilities that enable managers to build their businesses in a wholistic
manner. They enable managers to think in an abstract manner. It enables them to see
relationships with both the internal and external environment.
These skills increase in importance as we move up the managerial levels.
2. TECHNICAL SKILLS
These are abilities to use knowledge and expertise of a particular discipline to achieve the
ends of goals. They are as a result of training and practice.
Since first level managers/supervisors spend most of their time with operating employees,
they must have a good understanding of the work the subordinates perform if they are to
supervise them.
3. DIAGONISTIC SKILLS
These are skills that enable managers to define and understand situations and
circumstances. They assist managers to interpret situations at hand and take corrective
action. They increase in importance as we move up the managerial hierarchy.
4. INTERPERSONAL SKILLS/HUMAN SKILLS
These are the abilities to work effectively with others and build cooperative group
relationships to achieve organizational goals. They entail communication and motivation. They enable managers to understand someone else position, to present ones own position
in reasonable way and assist managers in dealing with conflicts and resistance.
These skills have equal importance at all levels.
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MANAGERIAL ROLES BY HENRY MINTZBERG
Henry Mintzberg identified ten managerial roles which he grouped into three categories
namely:-
1. Inter personal roles
2. Informational roles
3. Decisional roles
Interpersonal roles
(i) Figure head
In this role the manager plays a symbolic role. He carries out a variety of social, legal and
ceremonial duties e.g. signing of certain documents, receiving visitors’ etc.
(ii) Leader
The manager relates with subordinate motivates and develops them. He is accountable of
the activities of subordinates. He/she hires, trains and develops the subordinates.
(iii) Liaison roles
The manager serves as a liaison between the organization and the external environment.
Thus he establishes a network of contacts with other organization, customers, suppliers
etc.
Informative roles
(iv) Monitor role/Nerve centre
The managers seek information inside and outside the organization. He attends meetings
with subordinates.
(v) Disseminator Role
In this role the manager passes information to subordinates. He may conduct staff
meetings, send memorandums to subordinates and meets them informally. He ensures
that they have necessary information to carry out their tasks efficiently.
(vi) Spokesperson Role
He acts as the representative of the organization. He gives information to people outside
the organization about its performance and policies. E.g. speaks to the community and in
professional meetings, prepare advertisements etc.
Decisional Roles
(vii) Entrepreneur Role
The manager takes initiative for bringing change in his organization. He performs the
initiative and informative role in the organization.
(viii) Disturbance Role
The manager deals with problems that arise when organization operations breaks down.
He/she is responsible for the corrective action.Williamkamau14@gmail.com f