Managemen




UNIT VIII
MANAGEMENT
The Management process

Topic 1. Reading
In unit VII, the definition of management was given by describing and listing the manager's four basic functions. These functions or activities make up the management process.
The Management Process
Planning- This serves the purpose of providing a visualization of everything an organization has to do to accomplish itsobjectives. Planning has been defined in various ways. In essence, planning is the process of deciding beforehand what is expected to be done, who is going to do it and, how and when it is going to be done. Planning activities, in most cases, can usually be divided into two categories: strategic and tactical.
Strategic planning refers to long-range planning. In this case the organization isconsidered by top managers as a total unit and the plans involve what must be done in the long run to achieve organizational goals, usually within a period of time ranging from three to five years.
Tactical planning refers to short-range planning, which involves the current operations of different sections of the organization for only about one year or less into the future.
There are seven major kindsof plans, which managers usually work on: objectives, programs, standards, policies, procedures, methods, and budgets.
Organizing- This is the second step in the management process. It consists of providing in advance all the resources available needed to perform a plan, and establishing an orderly use for them.
The purpose of organizing is to set up the formal structure of the organization,that is determining, the division of work, and staffing the organization in proper way, as well as furnishing it with the required equipment, materials, tools, floor space, and so forth to carry out the plan.
The organizing process consists of: (1) meditating on the plans and objectives; (2) determining major tasks; (3)making a subdivision of major tasks into subtask; (4) assigning directives andresources for subtask; and (5) appraising the results of the organizing strategy followed.
In order to obtain feedback, managers must review these steps constantly, so that they can improve the existing organization.
Organization forms are quite varied, depending on the nature of the firm. Nevertheless, whatever the complexity of the firm is, three common organizational components are contained:(1) line organizational; (2)staff organization; (3) service organizational.

Line is the section of the organization that performs the primary functions of it. Staff is the section that gives advice to members of line, service, and other departments. Services are the section that indirectly contributes to the accomplishment of the primary functions of the organization.
There are two termsreferring to organizational, authority: line authority, which means the right and responsibilities to command others; and functional authority which is the authority for a line, staff, or service manager to make decisions which involve employees and operations which corresponds to the direct control of another manager. (See fig. VII-1).

Directing- it is the used of leadership and communication whichcauses individuals to act in particular way or to follow a certain course for the accomplishment of organizational plans.
To guide the employees toward well-known and well-defined objectives is a preliminary responsibility of management, based on the principle of directing toward objectives.
There are various styles of leadership, depending on the amount of decision-making freedom subordinatesare allowed to have.
In 1958, and later in 1973, the Harvard business Review published an article called “How to choose a leadership Pattern” written by Roberth Tannenbaum and Warren H. Schmidt, which contains the following continum. (See fig. VIII-2).

Controlling- This is the fourth step in the process. It plays a very important role in management, and must be performed in order for...