What are the Functions of Management; The POLC Framework?The Planning, Organizing, Leading and Controlling.

1. What are the
Functions of Management;
the POLC Framework?
REPORTER: MARY JANE B. BAJENTING, LPT

2. LETS HAVE A SHORT GAME!
ARRANGE THE SCRAMBLE LETTERS!

3. GNPNAINL-is the function of management that involves setting
objectives and determining a course of action for
achieving those objectives.
(Reference: http://open.lib.umn.edu/principlesmanagement/)

4. PLANNING

5. INRINZOAGG-is the function of management that involves
developing an organizational structure and
allocating human resources to ensure the
accomplishment of objectives.
(Reference: http://open.lib.umn.edu/principlesmanagement/)

6. ORGANIZING

7. INDLAGE
•involves the social and informal sources of influence
that you use to inspire action taken by others.
(Reference: http://open.lib.umn.edu/principlesmanagement/)

8. LEADING

9. LOLNRICGONT
•involves ensuring that performance does not deviate from
standards
(Reference: http://open.lib.umn.edu/principlesmanagement/)

10. CONTROLLING

11. POLC FRAMEWORK:
PLANNING
ORGANIZING
CONTROLLING
LEADING

13. THE PLANNING FUNCTION
The Foremost Management Function Is Planning. It is the setting of
direction for an organization, in some form of a system, and then
working to ensure that system follows that direction.
Reference: Zarate, C. A., (2009) Principles of Management, pg. 63 C & E Publishing , Inc.

14. Of the functions of management- planning, organizing , leading, and
controlling- planning is the primary function because it
precedes and, therefore, serves as the basis for organizing,
influencing, and controlling. Planning provides a framework for
organizing resources, structuring an organization, placing people, and
establishing control activities.
Reference: Zarate, C. A., (2009) Principles of Management, pg. 63 C & E Publishing , Inc.

15. Planning is the formal process of conceptualizing an organization
vision, mission and overall goals and objectives and deciding how
best to achieve them within a short, medium, and long term.
Reference: Santos, E.T. (2005) Practice, concepts and principles of management,, pg 64 Library of
CongressCatloging

16. Reference: Lorenzana (2003) Management: Theory and practice, pg. 15, Rex Bookstore
Planning is the process of setting the objectives to be
accomplished by an organization during a future time period
and deciding on the methods of reaching them.

17. BASIC CONCEPTS IN PLANNING
•GOALS- Goals are specific accomplishments or action plans targeted
usually for a particular period of time. Another term for goals is
objectives.
•STRATEGIES OR ACTIVITIES- These are the methods or processes required
in total, or in combination, to achieve the goals.
•TASKS- These are specific works or actions required to implement the
plan.
Reference: Zarate, C. A., (2009) Principles of Management, pg. 64C & E
Publishing , Inc.

18. PHASES IN PLANNING
• First Phase- Align the plan with the mission/vision of the company. This sets the overall
direction of the company.
• Second Phase- Scan the environment. Identify the resources need to implement the
plan. This is necessary because if the needed resources have not been provided or are
insufficient, even if plans have already been laid, then plans will most likely be put to
waste.
• Third Phase- Conduct a SWOT (Strengths, weaknesses, opportunities and
threats) analysis for the company.
Reference: Zarate, C. A., (2009) Principles of Management, pg. 66 C & E Publishing , Inc.

19. •Fourth Phase- Based on the mission/vision, it is time to formulate the goals or
objectives of the company for a specific period of time.
•Fifth Phase- Establish courses of action to implement the plans. The courses of
action should depend on affordability, efficiency and practicality.
•Sixth Phase- Based on the plans, assign responsibilities. In this phase the people
involved is identifies. Timeliness are also set.
•Seventh Phase- Document the whole plan and distribute it to people concerned.
•Eight Phase- Acknowledge completion of the plan.
Reference: Zarate, C. A., (2009) Principles of Management, C & E Publishing , Inc.

20. HIERARCHY OF PLANNING
Operational
planning-
generally assumes
the existence of
organization-wide
or subunit goals
and objectives and
specifies wats to
achieve them
Tactical
planning-
is
intermediate-
range (one to
three years)
planning
Strategic
planning-
involves
analyzing
competitive
opportunities
and threats
(Reference: http://open.lib.umn.edu/principlesmanagement/)

22. THE ORGANIZING FUNCTION
One of the key issues in implementing the goals of an
organization is structuring jobs, grouping them , and making
sure that the functions will be performed by qualified and
competent personnel. This is the organizing process.
Reference: Zarate, C. A., (2009) Principles of Management, pg. 87 C & E
Publishing , Inc.

23. Organizing is the process of building relationship among functions, material, and
people for a common purpose. Organizing answers these questions:
1. What needs to be done and how?
2. Who’s involved and how?
3. Who needs resources and when
4. What are the relationships among people, task, places, things and outcomes?
Reference: Santos, E.T. (2005) Practice, concepts and principles of management,, pg 136Library of
CongressCatloging

24. FIVE STEPS OF THE ORGANIZING PROCESS
Reference: Santos, E.T. (2005) Practice, concepts and principles of management,, pg 123 Library of
CongressCatloging
1. Identify tasks
2. Establish Structure
3. Fit People to task
4. Establish Relationship
5. Allocate Resources

25. THE LEADING FUNCTION
Leading is the complex process. It involves influencing
others to accomplish a mission, task or goal. A leader is
someone who directs the organization.
Reference: Zarate, C. A., (2009) Principles of Management, pg. 119 C & E
Publishing , Inc.

26. Stogdill (1974, As Cited in Bolden, Gosling, Maturano, &
Dennison, 2003) identified the key leadership
traits. See the following table:

27. TRAITS SKILLS
• Adaptable to situations
• Alert to social environment
• Ambitious and achievement-oriented
• Assertive
• Cooperative
• Decisive
• Dependable
• Dominant (desire to influence others)
• Energetic (high activity level)
• Persistent
• Self-confident
• Tolerant of stress
• Willing to assume responsibility
• Clever (intelligent)
• Conceptually skilled
• Creative
• Diplomatic and tactful
• Fluent in speaking
• Knowledgeable about group task
• Organized (administrative ability)
• Persuasive
• Socially skilled

28. Fiedler’s Contingency Theory emphasized that there is no one best
leadership style. Fiedler identified three situations that could identify
the condition of a managerial task:
Leader-member relations. How well do the manager and the
employees get along?
Task structure. Is the job highly structured, fairly unstructured,
or somewhere in-between?
Position power. How much authority does the manager
possess?
Reference: Zarate, C. A., (2009) Principles of Management, pg. 122 C & E Publishing , Inc.

29. Tannenbaum and Schmidt developed the
Leadership Continuum. The believed that leadership
styles vary along a continuum. This continuum suggests that
when one moves away from the extremely autocratic
leadership, subordinate participation and involvement in
decision making increases.
Reference: Zarate, C. A., (2009) Principles of Management, pg. 125 C & E
Publishing , Inc.

30. Continuum
Noun | con-tin-u-um|
Plural con-tin-ua also con-tin-u-ums
1. A coherent whole characterized as a collection , sequence or
progression of values or elements varying by minute degrees
Reference: Merriam Dictionary

31. FOUR LEADERSHIP STYLES
AUTOCRATIC
PERSUASIVE
CONSULTATIVE
DEMOCRATIC

32. Autocratic- The Leader Takes The
Decisions And Relays Them To His
Subordinates (Telling Style)

33. Persuasive-the Leader Also Takes The Decisions
For The Group Without Consultation But
Persuades Them To Believe That These Will Make
Them More Motivated ( Selling Style)

34. Consultative- The Leader Asks And Confers With
The Group Members Before Taking Decisions. He
Considers Their Suggestions And Feelings
Before Taking Decision (Consulting Style)

35. •Democratic- The Leader Lays Down The Problem To
The Members. He Is Not The Decision Maker. The
Decision Will Come Out Of The Discussion Instead Of
Imposing His Decision To The Member (Joining Style)

37. THE CONTROLLING FUNCTION
•Conrolling Involves the establishment of performance
standards based on the firm’s objectives , metasurement of
actual performance, and, after assessing actual
performance based on the standards, implementation of
corrective and/or preventive action as necessary.
Reference: Zarate, C. A., (2009) Principles of Management, pg. 135C & E
Publishing , Inc.

38. Controlling Is The Process managers go through
to find out what has been accomplished
compared to the predetermined targets.
Reference: Miranda, M. (2002) Management Principle and Practices, L & G Business House

39. CHARACTERISTICS OF THE
CONTROL PROCESS

40. EFFECTIVE CONTROL SYSTEMS HAVE THE
FOLLOWING CHARACTERISTICS
A.Control at all levels in the business;
B.Acceptability to those who will enforce decisions;
C.Flexibility;
D.Accuracy
E.Timeliness
Reference: Zarate, C. A., (2009) Principles of Management, pg. 136 C & E Publishing , Inc.

41. F. Cost effectiveness
G. Understandability;
H. Balance between objectivity and
subjectivity; and
I. Coordination in planning, organizing and leading
Reference: Zarate, C. A., (2009) Principles of Management, pg. 136 C & E Publishing , Inc.

44. __ __ A __ __ __ __ I __ __

45. EVALUATION/FEEDBACKING-

46. “ MANAGEMENT IS A BALANCING ACT BETWEEN THE SHORT
TERM AND THE LONG TERM, BETWEEN OBJECTIVES AT
DIFFERENT TIMES”
-PETER F. DRUCKLER