dynamics/functions of management

SEMINAR TAKEN BY:AADITYA KOUL

02-MBA-16

DYNMAMICS OF MANAGEMENT

OVERLEAFBibliography and referencesManagement conceptManagement definitionsDynamics of management

Planning Organising Staffing Directing Coordinating Controlling

Corporate example: Toyota Motor Company Conclusion

BIBLIOGRAPHY AND REFERENCES

I. Internet use:1. https://en.m.wikipedia.org/wiki/Management2. http://study.com/academy/lesson/four-functions-of-management-pla

nning-organizing-leading-controlling.html3. http://study.com/academy/lesson/four-functions-of-management-pla

nning-organizing-leading-controlling.html4. https://barbradozier.wordpress.com/2013/05/29/the-functions-of-ma

nagement-and-how-they-are-implemented-in-toyota-corporation/5. http://www.forbes.com/sites/theopriestley/2016/02/08/the-10-most-p

owerful-and-valuable-brands-in-the-world/#8c9f49e364406. https://en.m.wikipedia.org/wiki/Toyota7. http://www.yourarticlelibrary.com/management/top-6-main-functions

-of-management-discussed/44877/II. Books:Chabra,T.N., Principles and Practice of Management, Delhi, Dhanpat Rai & Co., 2003

MANAGEMENT

MANAGEMENT CONCEPT

• A science.• An art.• A process.• A group of

managers.• A discipline.

Management can be

viewed as:

MANAGEMENT DEFINITIONS

According to Harold Koontz, “Management is the art of getting things done through others and with formally organised groups.”

According to Henri Fayol, “To manage is to forecast and to plan, to organise, to command, to co-ordinate and to control.”

In the words of J.N.Schulze,“Management is the force which leads, guides and directs an organisation in the accomplishment of a pre-determined object.”

THE WORD “DYNAMICS”

The word “DYNAMICS” comes from a Greek word “DUNAMIS” meaning “POWER”.

It means the “the forces or properties which stimulate growth, development or change within a system or process”.

It refers to “the ability to react to changes”.

DYNAMICS OF MANAGEMENT: MEANING

The steps or functions that act as forces for growth and development or change within the “process of management”.

DYNAMICS OF MANAGEMENT(Contd..)

DYNAMICS OF MANAGEMENT(Contd..)

Henry Fayol gave for the first time a clear functional definition of management.

Fayol listed: Forecasting and Planning Organising Commanding Control

DYNAMICS OF MANAGEMENT(Contd..)

Koontz and O'Donnell classification adopted;

• Planning• Organising• Staffing• Directing• Controlling

There are different classifications by different authors.

DYNAMICS OF MANAGEMENT(Contd..)

We shall hence classify dynamics

of management as;

Planning

Organising

Staffing

Directing

Coordinating

Controlling

PLANNING

PLANNING

Determination of a course of action to achieve the desired result.

Mental process requiring the use of; Intellectual faculties Foresight Sound judgement

Deciding in advance what to do, when to do, where to do, how to do and who to do it.

PLANNING(Contd..)

According to Koontz, O'Donnell and Weihrich, “Planning is an intellectually demanding process, it requires the conscious determination of courses of action and the basing of decisions on purpose, knowledge and considered estimates.”

It bridges the gaps from where we are to what we want to go.

PLANNING(Contd..)

• Determination of goals• Search for alternative courses of

action• Evaluation of various alternatives

and formulation of a plan• Formulation of policies and

procedures• Preparation of schedules,

programs, and budgets

Steps in PLANNING

;

PLANNING(Contd..)

Requirements of an effective plan;• Should be specific• Should be logical• Should be complete and integrated• Should be flexible• Should be capable of being controlled

ORGANISING

ORGANISING

An important managerial activity.

Bringing together manpower and material resources.

Process of establishing authority-responsibility relationships among the members of the enterprise.

ORGANISING(Contd..)

Organising involves;

Breaking a plan into activities Grouping those activities Allocating resources to them

A. Carnegie, an American industrialist said, “Take away all our factories, trade, avenues of transportation, money. Leave nothing but our organisation, and in 4 years we shall re-establish ourselves.”

Organisation is the backbone of management.

ORGANISING(Contd..)

Steps in organising;• Identification of activities• Grouping of activities• Assignment of jobs to employees• Delegation of authority• Establishing authority-responsibility

relationships

ORGANISING(Contd..)

• Facilitates attainment of objectives• Facilitates optimum use of resources

technology• Facilitates growth and diversification• Stimulates creativity and innovation• Encourages better relations• Facilitates effective communication• Increases employee satisfaction and

decreases employee turnover

Advantages of a sound

organisation

STAFFING

STAFFING

Is concerned with managing various positions in the organisation.

Pertains to recruitment, selection, training, development and appraisal of personnel.

Involves determination of manpower requirements and providing adequate competent people.

Has a greater importance these days because of rapid advancement of technology, increasing size of organisation and complex behaviour of human beings.

STAFFING(Contd..)

In the words of Koontz, O'Donnell and Weihrich, “the managerial function of staffing involves manning the organisational structure through proper and effective selection, appraisal and development of personnel to fill the role designed into the structure”

STAFFING(Contd..)

Objectives of staffing;• Attain maximum individual development• Establish desirable working relationship• Mould effectively the human resources• Ensure satisfaction of the workers• Provide fair wages, good working conditions and

service benefits• Ensure that every employee makes max

contribution

DIRECTING

DIRECTING

The term “directing” or “direction” is generally used in every walk of life.

It has got a wider interpretation now; is no more restricted to “commanding” as viewed by “Henry Fayol”.

Relates to those activities which deal directly with influencing, guiding, supervising and motivating subordinates in their jobs.

DIRECTING(contd..)

Marshall said, “Directing involves determining the course of action, giving orders and instructions and providing dynamic leadership”.

According to GR Terry, “Directing means moving to action and supplying stimulative power to group of persons”

DIRECTING(contd..)

Elements of directing;

• Communication• Leadership• Motivation• Supervision

DIRECTING(contd..)

Communication

• Passing information and understanding

• A two-way process• Making the subordinates understand

what, how and when to do it

DIRECTING(contd..)

Leadership

• Process of guiding and influencing the behaviour of subordinates

• Encourage others to freely contribute to the project or company.

• Build up confidence and zeal to work among subordinates

• Taking everyone along

DIRECTING(contd..)

Motivation

• Inspiring the subordinates • Different people are motivated

differently• Some with money, some with job

security, some with freedom and some with recognition

DIRECTING(contd..)

Supervision

• Overseeing the functioning of the subordinates

• Necessary to ensure that the instructions are being followed properly

COORDINATING

COORDINATING

Achievement of orderly group efforts and unity of action in the pursuit of a common purpose.

Unification, integration, synchronization of the efforts of group members.

Is all pervasive and encompasses every function.

Is the essence of managing

COORDINATING(Contd..)

Henri Fayol advocated coordination as a separate function of management.

Henri Fayol considers coordination as a function of a manager.

James D Mooney considers coordination as the “first principle of organisation”.

COORDINATING(Contd..)

Features of Coordination;• Orderly arrangement of group efforts• Secure unity of action towards common

objective• Needed at all levels of management• Essence of managing

CONTROLLING

CONTROLLING

Deals with the measurement and correction of the performance against pre-determined standards.

Takes corrective action if the results do not conform to plans.

Adjusts operations as needed to achieve the plan, or to maintain variations from system objectives within allowable limits.

CONTROLLING(Contd..)

E F L Brech defined control as “the process of checking actual performance against the agreed standards with a view to ensuring satisfactory performance.”

Fayol viewed control as verifying whether everything occurs in conformity with the plan adopted, the instructions issued and principles established.

CONTROLLING(Contd..)

Steps in Controlling;

• Establishment of standards• Performance measurement• Performance appraisal• Corrective action

CORPORATE EXAMPLE: TOYOTA MOTOR CORPORATION

•Toyota Motor Corporation is a Japanese automobile manufacturer.•Headquartered in Toyota, Aichi, Japan.•Founded by Kiichiro Toyota in 1937.•Leading automotive company.•Used as a global benchmark in terms of Quality and Constant Improvement.•Ranked 6th most valuable brand in Forbes valuable brands 2016 with a net value of $42.1 bn.

Introduction to the company;

DYNAMICS OF MANAGEMENT:TOYOTA MOTOR CORPORATION

PLANNING

• A strategic plan which guides the long-term operations.

• Focused on lean-manufacturing, customer satisfaction and quality.

• Pursues a generic cost leadership strategy. • Marketing strategy based on customer

experience and quality of products.

DYNAMICS OF MANAGEMENT:TOYOTA MOTOR CORPORATION

ORGANISING• Coordinates operations in all its subsidiaries

to ensure smooth running.• Most of the manufacturing activities,

classification are done centrally to minimize the costs and ensure conformity.

DYNAMICS OF MANAGEMENT:TOYOTA MOTOR CORPORATION

STAFFING

• Hires highly qualified and talented employees.• Has a team of very competent employees hired through a competitive process.• Employees are well compensated.• Frequent training exercises to sharpen their skills.

DYNAMICS OF MANAGEMENT:TOYOTA MOTOR CORPORATION

DIRECTING

• One of the best managed companies.• Strong leadership structure involving family

members of the founder.• Encourages teamwork and participation in

decision making at all hierarchical levels.• Creativity and innovation is highly

encouraged.

DYNAMICS OF MANAGEMENT:TOYOTA MOTOR CORPORATION

CONTROLLING

• Closely monitors operations and evaluates its performance.• Auditing is normally carried out on a regular basis.• Any deviation from the set standards is adjusted through

appropriate corrective measures.• Example: accelerator failure problem immediately addressed and

corrected.

DYNAMICS OF MANAGEMENT:TOYOTA MOTOR CORPORATION

“Toyota Motor Corporation” has managed to grow its business and gain customer recognition across

the world due to effective management.

CONCLUSION

CONCLUSION

The management functions of planning, organizing, staffing, directing, coordinating and controlling are widely considered to be the best means of describing the manager's job as well as the best way to classify accumulated knowledge about the study of management. Although there have been tremendous changes in the environment faced by managers and the tools used by managers to perform their roles, managers still perform these essential functions.

QUESTIONS ???