MANAGEMENT

PROCESS
HELLO! We are Group 2.
Members:
Balabag, Keziah Jeann
Dumaguit, Jill Elaiza
Gahit, Cecille Andrea
Lopez, Chamberlaine
 TABLE OF CONTENTS.

01 PLANNING 02 ORGANIZING

03 DIRECTING 04 CONTROLLING
PLANNING
- Management Planning
PLANNING
Planning is the base of management. Planning is done with the
considerations of all the elements of business organizations
associated with its functioning for the intention, it has been set
up. It helps in determining the course of action to be followed
for achieving organizational goals.
PLANNING
Planning is basically deciding in the present about the future
objectives and the processes for their acquirements. Planning
depends on the mental state of the manager. It is a process that
involves thinking before doing something.
PLANNING
Planning is the process of looking forward. The most common
objective of planning is to achieve better results. It involves
developing policies, programs, strategies, budget, procedure
and making decision, etc. It is a continuous process that locates
at all levels of management.
PLANNING
Aldag and Stearns define planning as "the selection and sequential
ordering of tasks required to achieve an organizational goal" this definition
centers on the activity required to accomplish the goals.
The definition of Cole and Hamilton provides a better guide on how
to effectively perform this vital process. Planning according to them is
"deciding what will be done, who will do it, where, when and how it will be done,
and the standards to which it will be done"
Planning is selecting the best course of action so that the desired
result may be achieved.
Planning at Various Management Levels
Since engineer managers could be occupying
positions in any of the various management levels, it will
be useful for them to know some aspects of planning
undertaken at the different management levels.
Planning activities undertaken at various levels are as
follows:
1. Top management level - strategic planning
2. Middle management level - intermediate planning
3. Lower management level - operational planning
Planning at Various Management Levels

STRATEGIC PLANNING
- process of determining the major goals of the organization and the
policies and strategies for obtaining and using resources to achieve those goals.
The output of strategic planning is the strategic plan which spells out "the
decision about long-range goals and the course of action achieve these goals"
Planning at Various Management Levels

INTERMEDIATE PLANNING
- process of determining the contributions that submits can make with
allocated resources" Under intermediate planning, the goals of a subunit are
determined and a plan is prepared to provide a guide to the realization of the goals.
This plan is designed to support the strategic plan.
Planning at Various Management Levels

OPERATIONAL PLANNING
- process of determining how specific tasks can best be accomplished on
time with available resources. When performed it is supported by the strategic plan
and the intermediate plan.
The Planning Process
1. Setting organizational, divisional, or unit goals

- Sense of direction

- Setting of goals, precise statements of results

sought, quantified in time and magnitude, where possible"
The Planning Process
2. Developing strategies or tactics to reach those goals

Strategy: ways to realize the goals, course of action aimed at ensuring that the
organization will achieve its objectives

Tactics: short-term action taken by management to adjust to negative internal

or external influences.
The Planning Process

3. Determining resources needed

- determine the human and nonhuman resources required by such

strategies and tactics with its correct quantity
The Planning Process

4. Setting standards

- standard is a quantitative or qualitative measuring device designed to

help monitor the performances of people, capital goods, or processes.
Types of Plan
FUNCTIONAL AREA PLANS

1. Marketing Plan - written document or blueprint for implementing

and controlling an organization's marketing activities

2. Production Plan- states the quantity of output a company must

produce in broad terms and by product family
Types of Plan
PLANS WITH TIME HORIZON

1. Short-range plans - plans intended to cover a period of less

than one year.
2. Long-range plans - plans covering a time span of more than
one year
Types of Plan
PLANS ACCORDING TO FREQUENCY OF USE

1. Standing plans - plans that are used again and again

2. Single-Use plans - Unique and are unlikely to be repeated
MAKING PLANNING EFFECTIVE

Planning may be made successful if the following are observed:

1. recognize the planning barriers
2. use of aids to planning
Planning barriers (According to Plunkett and Attner):

1. manager's inability to plan

2. improper planning process
3. lack of commitment to the planning process
4. improper information
5. focusing on the present at the expense of the future
6. too much reliance on the planning department
7. concentrating on only the controllable variables
Among the aids to planning that may be used
are:

1. Gather as much information as possible

2. Develop multiple sources of information
3. Involve others in the planning process
ORGANIZING
- The nature & essence of organization
- Concepts of organization
- Process of delegation
- Formal & informal organization
- The importance of formal organization
- Planning & developing the organization
- Recognizing
ORGANIZING

Organizing is the management function associated with effective

utilization of the resources like men, machines, materials and
money for achieving the objectives of the organization.
ORGANIZING

PURPOSE:
To guide, direct, arrange, coordinate and control the
activities related to production.
Stages of Organizational Process
1. The planning stage - determining what objectives should be pursued
and how they should be accomplished.
2. Organizing stage - The point at which the engineer determine how to
use their resources to achieve their objective.
3. Directing Stage - The manner motivates and direct people to work.
4. Controlling stage - Measurement and correction of performance.
1.Nature and essence of organization

Organization is one of the basic functions of management.

Organizing includes establishing an appropriate structure of
relationships among the various positions and individuals in the
organization.
2. Concept of Organization

The organizational management of a business needs to be able to

make decisions and resolve issues in order to be both effective and
beneficial. Organization is a group of people who work together, like a
neighborhood association, a charity, a union, or a corporation. You can
use the word organization to refer to group or business, or to the act of
forming or establishing something.
3. Process of delegation

- Delegation means entrustment of a part of the work, or responsibility

and authority to another, and the creation of accountability for
performance.
- Delegation must be:
Specific, Measurable, Agreed, Realistic, Time-bound, Ethical
4. Formal and Informal organization

FORMAL ORGANIZATION

- It is the structure that details lines of responsibilities, authority

and position. It is a planned structure that represents the deliberate
attempt to establish patterned relationships among components that
will meet the objectives effectively.
4. Formal and Informal organization

FORMAL ORGANIZATION
The formal Structure is described by management through:

Organizational chart – Diagram of organization’s official position

Organizational manual- written descriptions of authority relationships.
Policy manual – personnel activities and company policies.
INFORMAL ORGANIZATION

– It happens when there are members of an organization spontaneously

form a group with friendship as a principal reason for belonging. It is
oftentimes very useful in the accomplishment of the major task
especially if these tasks conform with the expectation of the members
of the informal group.

“Vulnerable to expediency manipulation and opportunism” - Valentine

5. Importance of formal organization

- Formal organizations are designed to achieve certain goals through

the collective work of the individuals who are its members. They rely on
a division of labor and hierarchy of power and authority to ensure that
the work is done in a unified and efficient manner.
5. Importance of formal organization
1. Promotes Growth

- one of the biggest primary advantages of formal structures is that they

promote growth, in accordance with the organization's objectives and goals. A formal
structure is intentionally created by the management to fully utilize the resources.

2. Formal Communication

- These structures are responsible for flowing methodical communication within

an organization.
6. Planning and developing organization

Organizational development and planning is the process of

looking at an organization’s current state, where it wants to go, and
determining how it will get to that point. This process takes some hard
analysis of the organization and its culture, plus the possibility of major
change always exists.
Components of organizational development and planning may
include goals, organizational structure, training, the development of a
leadership pool, and performance measurement.
Steps in Planning and Developing Organization

1. Analysis- It is how the organization is structured, who reports to whom, and look for
any redundancies.
2. Goals and Mission- The goals, which should be based on measurable outcomes, will
help you in evaluating performance. The mission should serve as an overall goal that
reminds everyone what the organization’s purpose is.
3. Planning- In the planning stage, decide how the organization will reach its new goals
and mission.
Steps in Planning and developing organization

4. Creating Leadership - When it comes to creating leadership, examine management

to see if it knows the difference between “leading” and “managing.”
5. Measuring performance- measure both individual and organizational performance
after the change.
7. Recognizing

- Recognition of the need for change may occur at the top

management level or in peripheral parts of the organization. The
change may be due to either internal or external forces.
DIRECTING
- What is motivation?
- Communication
DIRECTING
Directing is a process in which managers guide, instruct and
oversee the performance of the employees to achieve
predetermined goals. It is said to be the heart of the management
process. If directing process does not take place then functions
like planning, organizing and staffing have got no importance.
DIRECTING
The actual work starts from directing. It initiates action. It is said
to be consisting of human factors. If you want to describe it in
simple words, it is actually providing guidance to the workers. It
consists of those activities which are designed to encourage the
subordinates to work efficiently and effectively.
Motivation

Motivation provides the energy to work hard and efficiently. It

inspires employees to contribute their best towards the
achievement of organizational objectives.
Communication

It considered an important function of management. Without

proper communication skills, a manager cannot direct his workers
properly.
CONTROLLING
- Concept of control
CONTROLLING
Controlling is a primary objective-oriented function of management. It is
basically the comparison between actual performance and the standards of the
company to ensure that the taken action was correct.

It can be defined as determining what is being accomplished, deciding

the performance, if needed, applying corrective measures to take place the
performance according to plans.
CONTROLLING
Planning is the beginning of the management process while controlling is
said to be the final stage of the management process. If planning is looking
forward, controlling is looking backwards. Controlling isn't possible without
planning, on the other hand, planning is insignificant without control.
Importance of Controlling

❑ When controlling is properly implemented, it will help the organization achieve

its goal in the most efficient and effective manner possible.

❑ Proper control measures minimizes the ill effects of such negative

occurrences. An effective inventory control system, for instance, minimizes, if
not totally eliminates losses in inventory.
Steps in the Control Process
1. ESTABLISHING PERFORMANCE OBJECTIVES AND STANDARDS

In controlling, what has to be achieved must first be determined. Examples of

such objectives and standards are as follows:
1. Sales targets
2. Production targets
3. Worker attendance
4. Safety record
5. Supplies used
Steps in the Control Process
2. MEASURING ACTUAL PERFORMANCE

There is a need to measure actual performance so that when shortcoming occur,

adjustments could be made.

Some firms, for instance, will use annual growth rate as standard basis, while
other firms will use some other tools like the market share approach and position in the
industry.
Steps in the Control Process
3. COMPARING ACTUAL PERFORMANCE TO OBJECTIVES AND
STANDARDS

Once actual performance has been determined, this will be compared with what
the organization seeks to achieve. Actual production, for instance, will be compared with
the target output.
Steps in the Control Process
4. TAKE NECESSARY ACTION

The purpose of comparing actual performance with the desired result is to

provide management with the opportunity to take corrective action when necessary.

The management of the construction firm found out that only 15 km were
finished after two months, any of the following actions may be undertaken:
1. hire additional personnel;
2. use more equipments; or
3. require overtime
Features of Controlling

1. It helps in fulfilling organizational goals or objectives.

2. It promotes optimum utilization of resources.
3. It decides the accuracy of the standard.
4. It is also responsible of setting disciplines and orders.
5. It ensures future planning.
6. It increases the overall performance of an organization.
7. It is also responsible for minimizing errors.
Types of Control

Control consists of three distinct types:

1. Feedforward control

2. Concurrent control

3. Feedback control
Types of Control
1. FEEDFORWARD CONTROL

When management anticipate problems and prevents their occurrence, the type
of measure undertaken is called feedforward control. This type of control provides the
assurance that the required human and nonhuman resources are in place before
operations begin.
Types of Control
2. CONCURRENT CONTROL

When operations are already ongoing and activities to detect variances are
made, concurrent control is said to be undertaken. When deviations occur, adjustments
are made to ensure compliance with requirements. Information on the adjustments are
also necessary inputs in the pre-operation phase.
Types of Control
3. FEEDBACK CONTROL

When information is gathered about a completed activity, and in order that

evaluation and steps for improvement are derived, feedback control is undertaken.
Corrective actions aimed at improving future activities are features of feedback control.

Feedback control validates objectives and standards. If accomplishments

consist only of a percentage of standard requirements, the standard may be too high or
inappropriate.
THANK YOU!
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