2. Presented by
 Ata-Ur-Rehman

3. MANAGEMENT FUNCTIONS

4. Functions of
management
Planning
Organizing
Staffing
Coordinating
Directing
Controlling

5. Planning
 Deciding in advance.
 Proper utilization of resources.
 Human
 Non-Human
 It is intellectual approach which reduces
 Risks
 Confusions
 Uncertainties
 Wastage of time. Planning

6. Models of Planning
● The Basics
● Issue- or Goal-Based
● Alignment
● Scenarios
● Organic (or Self-Organizing)
● Appreciative Inquiry

7. Organizing
● Organizing means:
 Assigning the planned task:
─ To various individual.
─ To groups.
 Cresting a mechanism.
 To provide everything:
─ Raw material.
─ Tools.
─ Capital.
─ Personnel.

8. Functions of Organizing
●Subdivision of main work into small groups.
●Based on principle of equality division of activities.
●Allotment of rights and authority.
●Determination of positions at different levels.

9. Importance of Organizing
● Makes the management simple and efficient
● Encourage specialization
● Improves techniques
● Increase productivity
● Accelerates the progress

10. Coordination is managerial Function it does
 Unification
 Integration
 Synchronization
 Hidden force combine all
management function
Coordinating

11. Features of Coordination
 Managerial responsibility
 Deliberate effort
 Continue Process
 System Concept

12. Techniques of Coordination
 Sound Planning
 Simplified Organization
 Coordination by Committees
 Effective Communication
 Effective Leadership and Supervision

13. Conclusion
A good coordinator is
Good leader
and
A good Leader is good
Manager

14.  Process in which the managers
 Instruct
 Guide
 Oversee the performance of the workers.
 Heart of management process
 Initiate Action
Directing

15. Characteristics of Direction
 Pervasive Function
 Continuous Activity
 Human Factor
 Creative Activity
 Executive Function

16. Controlling
 Controlling is the measurement and correction of
performance.
 Controlling is to ensure that everything occurs in
conformities with standard

17. Importance of Controlling
 Helps in achieving organisational goals
 Judging accuracy of standards
 Improving employee motivation
 Ensures order and discipline
 Controlling helps in improving the performance of
the employees

18. Determination Of Objective and
Goal

19. Approaches to Establishing Goals
 Goal provide direction to management.
 Organization member work according to goals.
 Goal establishing process
 Traditional goal setting
 Management by objectives

20. Characteristics of well designed goal
Specific
 Measurable
Attainable
Realistic
Timely

21. Specific
 Specific goals answer the following questions:
Who: Who is involved?
What: What do I want to accomplish?
Where: Identify a location.
When: Establish a time frame.
Which: Identify requirements/constraints.
Why: Specific reasons, purpose or
benefits of accomplishing the goal.

22. Measurable
 To determine if your goal is measurable, ask
questions such as
 How much?
 How many?
 How will I know when it is accomplished?

23. Attainable
 The goal is “do-able”
 It is action-oriented
 It is “within reach” of mortals!

24. Realistic
 The goal must be an objective toward which you
are both willing and able to work.
 Again, it must be “do-able”
 People must believe it can be accomplished

25. Timely
 You should establish a timeframe
 The timeframe must be realistic
 Everyone needs to know the timeframe…make it
public

26. Steps in Goal Setting
 Review the organization’s vision and mission.
 Evaluate available resources.
 Determine the goals individually or with input from
others.
 Review results and whether goals are being met.

27. Effective Goal Setting
 Goal
An observable and measurable
outcome to be achieved within a
fixed timeframe – the end result
toward which your efforts are
directed.
S
• Specific
M
• Measureable
A
• Achievable
R
• Result Focused
T
• Time Focused

28. Goal Selecting
• WHAT? Goal
• HOW? Action steps
• WHEN? Deadline for
completion
Priority
Matrix
Urgent &
Important
Not Urgent
& Important
Urgent & Not
Important
Not Urgent &
Not Important
 On a piece of paper, complete
the following sentence
Five years from now, I
will be…….

29. Achieving Goals
 Pictorial
representation
 Make a To do list
 SWOT Task

30. Management by Objective
 Comprehensive managerial system
 Integrates managerial activities systematically
 Measurable and participative set objectives
 Effective and efficient achievement of organizational
objectives

31. History and Background of MBO
 Peter Drueker gave birth of the concept in 1954 “The
Practice of Management”.
 Some say; it may be a
 Appraisal tool
 Motivational technique
 Planning and control device
 Or a combination

32. Benefits of MBO
 Control and systematic Evaluation
 Effective Feedback
 Improving Productivity
 Locating weak and Problem Areas
 Motivating the subordinates

33. Limitations of MBO
 Failure in goal setting
 Emphasis on short-run goals
 Danger of inflexibility

34. 4 Ingredients of MBO Program
Goal Specificity
Objective Should be
Concise , realistic , statements of
expected accomplishments
Participated Decision-
making
Manager & Employee set goals
and
agree on how they will be
achieved
An Explicit Time Period
Each object has a
concise time period
in which it must be complete
Performance Feedback
Continuous performance & goals
monitoring, feedback
and correct action
4 Ingredients
of MBO

35. 6 Stages of MBO Process
Define Organizational
Goal
Define Employees
Objective
Continuous
Monitoring of
Performance and
Progress
Performance
Evaluation
Providing Feedback
Performance
Appraisal

36. Stage-1: Organizational Goals
 Goals set on analysis &
judgment
 Managers and Employees
must be involved in setting
goals
 Goals should indicate What
needs to be accomplished

37. Stage-2:Employees Objectives
 Employees are well
informed
 Separate realistic objectives
to each Department(or
employee)

38. Stage-3: Monitoring Performance
 Essential part of MBO
Process
 Install Proper Control ,
Monitoring & Measuring
Systems
 Monitoring the Performance
and Progress of employees.

39. Stage-4: Performance Evaluation
 Analyze Findings
 Compare & Evaluate

40. Stage-5: Providing Feedback
 Feedback is
continuous
 Correct and improve
faults in activities
 Reduce Waste level
 Remove unproductive tasks

41. Stage-6: Performance Appraisal
 How effectively employees
fulfilling responsibilities
 After a proper feedback
and review
 Grade employees and
award accordingly

42. To Sum UP……. MBO
 Participative Goal Setting Management Approach.
 Measureable Actual Performance With Set Standard.
 Look For Ways To Improve Productivity , Efficiency
and Effectiveness.