Management involves planning, organizing, staffing, directing, and controlling organizational activities to achieve goals. Planning establishes goals and determines how to achieve them through strategic, tactical, and operational planning. Organizing develops the organizational structure and allocates resources. Staffing involves recruiting, training, and developing personnel. Directing influences and guides subordinates toward goals through supervision and motivation. Controlling establishes standards, measures performance, and takes corrective actions when needed to ensure goals are met effectively and efficiently. Proper management is essential for any organization to utilize its resources and achieve objectives.

1. Management & it’s Functions
What is Management?
“Management is getting things done by others efforts”
Or
“The directors and managers who have
the power and responsibility to make decisions and oversee an enterprise. The size of
management can range from one person in a small organization to hundreds or thousands of
managers in multinational companies. In large organizations, the board of directors defines the
policy which is then carried out by the chief executive officer, or CEO. Some people agree that
in order to evaluate a company's current and future worth, the most important factors are
the quality and experience of the managers.”
Or
“The organization and coordination of the activities of
a business in order to achieve defined objectives. Management is often included as
a factor of production along with‚ machines, materials, and money.”
Management Functions
The management functions that make up the management process are described in the
following sections.

2. Management & it’s Functions
 Planning
The planning function of management controls all the planning that
allows the organization to run smoothly. Planning involves defining a goal and determining the
most effective course of action needed to reach that goal. Typically, planning involves flexibility,
as the planner must coordinate with all levels of management and leadership in the
organization. Planning also involves knowledge of the company’s resources and the future
objectives of the business.
There are many different types of plans and planning.
STRATEGIC PLANNING.
Strategic planning involves analyzing competitive opportunities and threats, as well as
the strengths and weaknesses of the organization, and then determining how to position
the organization to compete effectively in their environment. Strategic planning has a
long time frame, often three years or more. Strategic planning generally includes the
entire organization and includes formulation of objectives. Strategic planning is often
based on the organization's mission, which is its fundamental reason for existence. An
organization's top management most often conducts strategic planning.
TACTICAL PLANNING.
Tactical planning is intermediate-range planning that is designed to develop relatively
concrete and specific means to implement the strategic plan. Middle-level managers
often engage in tactical planning. Tactical planning often has a one- to three-year time
horizon.
OPERATIONAL PLANNING.
Operational planning generally assumes the existence of objectives and specifies ways
to achieve them. Operational planning is short-range planning that is designed to
develop specific action steps that support the strategic and tactical plans. Operational
planning usually has a very short time horizon, from one week to one year.

3. Management & it’s Functions
 ORGANIZING
Organizing is the function of management that involves developing an organizational structure
and allocating human resources to ensure the accomplishment of objectives. The structure of
the organization is the framework within which effort is coordinated. The structure is usually
represented by an organization chart, which provides a graphic representation of the chain of
command within an organization. Decisions made about the structure of an organization are
generally referred to as "organizational design" decisions. It is the process of bringing together
physical, financial and human resources and developing productive relationship amongst them
for achievement of organizational goals. According to Henry Fayol, “To organize a business is to
provide it with everything useful or its functioning i.e. raw material, tools, capital and
personnel’s”. To organize a business involves determining & providing human and non-human
resources to the organizational structure. Organizing as a process involves:
 Identification of activities.
 Classification of grouping of activities.
 Assignment of duties.
 Delegation of authority and creation of responsibility.
 Coordinating authority and responsibility relationships.
Organizing also involves the design of individual jobs within the organization. Decisions must be
made about the duties and responsibilities of individual jobs as well as the manner in which the
duties should be carried out. Decisions made about the nature of jobs within the organization
are generally called "job design" decisions. Organizing at the level of the organization involves
deciding how best to departmentalize, or cluster jobs into departments to effectively
coordinate effort. There are many different ways to departmentalize, including organizing by
function, product, geography, or customer. Many larger organizations utilize multiple methods
of departmentalization. Organizing at the level of job involves how best to design individual
jobs to most effectively use human resources. Traditionally, job design was based on principles
of division of labor and specialization, which assumed that the more narrow the job content,
the more proficient the individual performing the job could become. However, experience has
shown that it is possible for jobs to become too narrow and specialized. When this happens,
negative outcomes result, including decreased job satisfaction and organizational commitment
and increased absenteeism and turnover. Recently many organizations have attempted to
strike a balance between the need for worker specialization and the need for workers to have
jobs that entail variety and autonomy. Many jobs are now designed based on such principles as
job enrichment and teamwork.

4. Management & it’s Functions
 Staffing
The staffing function of management controls all recruitment and personnel needs of the
organization. The main purpose of staffing is to hire the right people for the right jobs to
achieve the objectives of the organization. Staffing involves more than just recruitment; staffing
also encompasses training and development, performance appraisals, promotions and
transfers. Without the staffing function, the business would fail because the business would not
be properly staffed to meet its goals.
 Nature of Staffing Function
1. Staffing is an important managerial function- Staffing function is the most important managerial
act along with planning, organizing, directing and controlling. The operations of these four
functions depend upon the manpower which is available through staffing function.
2. Staffing is a pervasive activity- As staffing function is carried out by all mangers and in all types
of concerns where business activities are carried out.
3. Staffing is a continuous activity- This is because staffing function continues throughout the life of
an organization due to the transfers and promotions that take place.
4. The basis of staffing function is efficient management of personnel’s- Human resources can be
efficiently managed by a system or proper procedure, that is, recruitment, selection,
placement, training and development, providing remuneration, etc.
5. Staffing helps in placing right men at the right job. It can be done effectively through proper
recruitment procedures and then finally selecting the most suitable candidate as per the job
requirements.
6. Staffing is performed by all managers depending upon the nature of business, size of the
company, qualifications and skills of managers etc. In small companies, the top management
generally performs this function. In medium and small scale enterprise, it is performed
especially by the personnel department of that concern.
 Importance of Staffing
Filling the Organizational positions
Developing competencies to challenges
Retaining personnel - professionalism
Optimum utilization of the human resources

5. Management & it’s Functions
 Directing
It is that part of managerial function which actuates the organizational methods to work efficiently for
achievement of organizational purposes. It is considered life-spark of the enterprise which sets it in
motion the action of people because planning, organizing and staffing are the mere preparations for doing
the work. Direction is that inert-personnel aspect of management which deals directly with influencing,
guiding, supervising, motivating sub-ordinate for the achievement of organizational goals.
Direction has got following characteristics:
1. Pervasive Function - Directing is required at all levels of organization. Every manager
provides guidance and inspiration to his subordinates.
2. Continuous Activity - Direction is a continuous activity as it continuous throughout the
life of organization.
3. Human Factor - Directing function is related to subordinates and therefore it is related to
human factor. Since human factor is complex and behavior is unpredictable, direction
function becomes important.
4. Creative Activity - Direction function helps in converting plans into performance.
Without this function, people become inactive and physical resources are meaningless.
5. Executive Function - Direction function is carried out by all managers and executives at
all levels throughout the working of an enterprise; a subordinate receives instructions
from his superior only.
6. Delegate Function - Direction is supposed to be a function dealing with human beings.
Human behavior is unpredictable by nature and conditioning the people’s behavior
towards the goals of the enterprise is what the executive does in this function.
Therefore, it is termed as having delicacy in it to tackle human behavior.
 Importance of Directing
Directing function is the basis of management process and the accomplishment of goals
depends on this. This function is also known as actuating function of management as an
enterprise’s running really begins on the direction. Several benefits are provided to an
organization because direction is the central point of an organization

6. Management & it’s Functions
 Controlling
Control, or controlling, is one of the managerial functions
like planning, organizing, staffing and directing. It is an important function because it helps to
check the errors and to take the corrective action so that deviation from standards are
minimized and stated goals of the organization are achieved in a desired manner.
According to modern concepts, control is a foreseeing action whereas earlier concept of control
was used only when errors were detected. Control in management means setting standards,
measuring actual performance and taking corrective action.
Management control can be defined as a systematic effort by business management to
compare performance to predetermined standards, plans, or objectives in order to determine
whether performance is in line with these standards and presumably in order to take any
remedial action required to see that human and other corporate resources are being used in
the most effective and efficient way possible in achieving corporate objectives.
 Characteristics of Controlling
 Control is a continuous process
 Control is a management process
 Control is embedded in each level of organizational hierarchy
 Control is forward looking
 Control is closely linked with planning
 Control is a tool for achieving organizational activities
 Control is an end process
 Control compares actual performance with planned performance*
 Control point out the error in the execution process
 Control helps in minimizing cost
 Control helps in achieving standard
 Control saves the time
 Why Are Controls Needed?
If all personnel always did what was best for the organization, control and even management
would not be needed. But, obviously individuals are sometimes unable or unwilling to act in the
organization's best interest, and a set of controls must be implemented to guard against
undesirable behavior and to encourage desirable actions.

7. Management & it’s Functions
 Importance of Management
“Some underestimate the importance of management in business but the latest researches
have shown that it is certainly not the case. The input of the labor, capital and raw materials
can never become production without the catalyst of management.”
A business cannot survive without management because management is its means of support.
Management is concerned with acquiring maximum prosperity with minimum efforts.
Management is essential wherever group efforts are required to be directed towards
achievements of common goals.
In this management conscious age, the significance of management can hardly be over
emphasized. It is said that any thing minus management amounts to nothing. There is no more
important area of human activity than management since its task is that of getting things done
through others.
Some underestimate the importance of management in business but the latest researches have
shown that it is certainly not the case. The input of the labor, capital and raw materials can
never become production without the catalyst of management. Management is a dynamic life-
giving element in an organization. In its absence, the resources of production remain
underutilized and can never become production. In fact, without efficient management, no
country can become a nation.