QUESTI

ON:
IDENTI
FYANDDI
SCUSSTHECOMPONENTOFMANAGEMENT

I
NTRODUCTI
ON

Managementi stheadmi ni
str
ati
onoforganizat
ions,whethertheyar
eabusiness,anonprofi
tor ganizat
ion,ora
governmentbodyt hroughbusinessadmini
strat
ion,nonpr
ofitmanagement,ort
hepolit
icalsciencesub-fiel
dofpubl
i
c
administr
ationrespect
ivel
y.I
tisthesci
enceofmanagi ngtheresourcesofbusi
nesses,government s,andother
organizat
ions.

Managementi ncludestheacti
vi
ti
esofsettingt hest rat
egyofanor gani
zat
ionandcoor di
nati
ngtheef for
tsofits
employeesorv ol
unteerstoaccompli
shitsobj ectivesthroughtheappli
cat
ionofav ai
l
ableresources,suchasf i
nanci
al,
natur
al,t
echnological
,all
ocat
edauthori
ty,andhumanr esources."
Runthebusiness"and"Changet hebusiness"are
twoconceptsthatar eusedinmanagementt odi fferenti
atebetweentheconti
nueddeliver
yofgoodsorser vi
cesand
adapti
ngofgoodsorser vi
cestomeetthechangi ngneedsofcust omers-seetrend.Theterm" management "mayal so
ref
ertothosepeopl ewhomanageanor ganization—manager s.

Manyindivi
dualsincl
udi
ngmeGi br
il
laSor
baSesay ,
whoar einvol
vedwit
horstudytheconceptofmanagement
i
ncludefourbasiccomponent
swhichareplanning,organi
zing,
dir
ecti
ngandcontrol
li
ng.Thesecomponent
sare
essent
ialt
oanymanagementt eam.Iam discussingthesecomponentsviv
idl
y:

CONTENTOFTHESTUDY

1.I
DENTI
FYI
NGTHECOMPONENTSOFMANAGEMENT

I
nident
if
icat
ion,
theconceptofmanagementi
ncl
udef
ourbasi
ccomponent
s–

1PLANNI
NG

2ORGANI
ZING

3DI
RECTI
NG

4CONTROLLI
NG

Inaddit
ion,
ther
earesomewhoi ncl
udecommuni cati
on,all
ocat
ingr
esources,
andeff
ort
sinvol
vedwi
thhuman
r
esourcesaswellast
hefourbasi
c,gener
alaspects.Butshoul
demphasizeonthesef
ourgener
alComponent
s

2DI
SCUSSI
NGTHECOMPONENTSOFMANAGEMENT;

Aswehaveident
if
iedt
heseComponent
s,wecanl
ooki
ntoi
twhati
t'
sent
ail
s.Ther
ear
edi
ff
erentaspect
stodi
scov
er
onanycomponent.

1.PLANNI
NG

Whiletheter
m pl
anningseemssimpleenough,
iti
nvol
vesest
abli
shi
ngt heobject
ivesofanorgani
zat
ionandthen
developi
ngthebestandmostsuit
ablewaytoachi
evethem.Ther
efore,
thisaspectiscr
it
ical
totheoperat
ionand
successofanyorganizat
ionandt
hiswouldi
ncl
udeaschoolorathl
eti
cprogram.

Accor
dingt
oRi
ckyW.Gr
if
fi
n,“
Planni
ngi
sset
ti
nganor
gani
zat
ion’
sgoal
sanddeci
dinghowbestt
oachi
evet
hem.
”

Accordi
ngtoIvancevi
ch,
Donnell
y,andGi
bson,“Pl
anningincl
udesal
ltheact
ivi
ti
est
hatl
eadt
othedet
ermi
nat
ionof
theappropr
iat
ecourseofact
iontoachi
evethoseobject
ives.
”

Accor
dingtoRichar
dSteer
s,“Pl
anni
ngist
hepr
ocessbywhi
chmanager
sdef
inegoal
sandt
akenecessar
yst
epst
o
ensur
ethatthesegoal
sareachi
eved.
”

Accordi
ngtoRober
tRKr ei
tner,“
Planni
ngi
sthepr
ocessofcopi
ngwi
thuncer
tai
ntybyf
ormul
ati
ngf
utur
ecour
seof
act
iontoachi
evespeci
fi
edr esul
ts.
”

Accor
dingt
oSt
ephenPRobbi
ns,
“Pl
anni
ngi
nvol
vesdef
ini
ngt
heor
gani
zat
ion’
sgoal
s,est
abl
i
shi
nganov
eral
lst
rat
egy
f
orachi
evi
ngt
hosegoal
sanddev
elopi
ngacompr
ehensi
vesetofpl
anst
oint
egr
ateandcoor
dinat
eor
gani
zat
ional
wor
k.”

Accor
dingtoHenri
Fayol
,“Theplanofact
ioni
s,atoneandthesamet
imet
her
esul
tenv
isaged,
thel
i
neofact
iont
obe
fol
l
owedt hest
agestogothroughandthemethodstouse.
”

Thereisanoften-usedmaxim wit
hrefer
encetoplanni
ng:Fail
uretoplanisaplantofai
l.Thisstat
ementcl
ear
lyand
conci
selyputsthisprocessi
ntoproperper
specti
ve.Pl
anningis,t
herefor
e,v
italandi
mpor tanttot
heongoi
ngoperat
ion
ofanorganizati
onbecauseitprovi
desabluepri
ntandsenseofdirecti
on.Withoutpl
anning,theef
for
tsmaybe
haphazard,
incompl et
eandfraughtwit
hmistakes.

Inwri
ting,aut
horscommonl yusewhati sknownast heJournal
istCuest
ohelpt
hem toformulat
etheirdr
aft
s.These
prompts–who, what,why,when,where,howand,perhaps,howmuch–r ai
sequest
ionsfrom whi
chthereadersneed
theanswer st
ocompl etel
yunderstandthecont
ent.Thesesamecuesshouldbeusedwi t
hintheconceptofplanni
ng
becauseindiv
idualswil
lalsoneedtheanswersfrom thesepromptstomakesur
ethatalldet
ail
sarecompletelyand
accuratel
ycovered.

Whethery ouareprepar i
ngtohostat our nament,decidi
ngt oholdaf undr
aiser,
creat
inganagendaorPower Poi
ntfor
animpor t
antmeet i
ng, i
tisvit
al t
otaket hetimetopl an.Don’tt
eacher sprepar
edetail
edlessonplanspri
ortoteaching
aclassandcoachesputt ogetherformal ,wri
tt
enpr acti
ceplans?Theydosot oensurethatalldet
ail
sarecompletel
y ,
ef
fectiv
elyandefficientl
ycovered.Ast andardpracticeforcoachesist ospendatleasttwotimesmor ethantheactual
pr
acticesessionwi l
l l
astinordertoplani t
.Thismayseem count er
intui
ti
ve,buttheti
mespentpl anni
ngmakes
pr
ojectsandact i
vi
tiesmuchmor eproduct i
ve.

Forathlet
icdir
ectors,
therearedif
fer
entty
pesorcategor
iesofplanni
ngthatshouldt
akeplace.Anathl
eti
cdirector
thi
nksabouthi sorherdail
yToDoLi storwhathastobeaccompl i
shedi
nt heupcomingweek.Thiswouldrepresent
short
-term pl
anning.I
nadditi
on,youmayhaveapr oj
ectoreventinwhi
chal l
ofthedetai
l
shav etobeconsi
deredand
completed.Thistypetakesalit
tl
emor et
ime,t
houghtandeffort
.

Thef
oll
owi
ngaspect
sofpl
anni
ngshoul
dbeunder
takeni
nor
dert
obeef
fect
ive.

•Determi newhathastobeaccompl i
shedinordertomeetyourgoalsasanor gani
zati
on.Makeadetail
edli
stof
ever
ythingt hatneedst
obedoneanddon’ toverlookany
thi
ng.Ref
ert onotesandfi
lesfrom pr
evi
ousyears,
suggestionsr ecei
vedf
rom coachesandexpectati
onsfr
om super
visors.

•Analyzewhatstepshavetobetakentomeety ourindi
vidual
objecti
ves.Theseshouldincludewhathast obethefi
rst
i
nit
ialoneconti
nuingonwiththel
ogicalpr
ogressofactionsorstagesuntil
y oureachtheconclusion.Thi
sprogr
ession
orcourseofacti
onhast obedoneforeachgoal andeverysmalldetai
lshouldbeincluded.Accuracyandasmoot h
operat
ionaretheresul
tofacompletedescri
pti
onoft henecessaryeff
ortsthathavetobeunder taken.

•Figur
eouthowlongitwil
ltaketocompl
eteeachgoalandthisal
sohast oincludetheti
meneededforeachi
ndi
vidual
step.I
nmanylong-
term pr
oject
sandini
ti
ati
ves,i
tmaytakelongert
hanant i
cipated.Real
it
yorcompl
i
cationsmay
comei nt
opl
ay,anditi
shelpfult
oalsot
akethisi
ntoaccountwhencreat
ingar eali
sti
ctimeli
ne.

•Consi
derifanywil
li
nvol
veacosti
nimplementi
ngy ourproposedpr
ojectori
nit
iat
ive.Oncet
hisesti
mateis
est
abli
shed,i
tneedstobeaddedt
oyourbudgetproposaloranancil
l
aryfundi
ngsour cehast
obei dent
if
ied.

•Getinputf
rom other
swhohav eabackgroundandexperi
encewi
ththeproj
ect,ev
entorinit
iat
ive.Pl
anningdoesnot
havetobeasolit
aryeffor
tandotheri
ndi
vidual
scanfi
ll-
int
hegaps,pr
ovideadif
ferentper
specti
v eandmaket he
processali
tt
leeasier
.Anyhel
pandadv i
cethatwil
lst
reamli
neandimproveyoureffor
tsshouldbeconsidered.

2.ORGANI
ZING
Organizingist
hcomponentofmanagementwhi chfol
lowsplanning.I
tisafuncti
oninwhichthesynchr
onizat
ionand
combi nati
onofhuman,physi
calandf i
nanci
alresour
cestakesplace.Allt
hethreeresour
cesarei
mpor t
anttoget
resul
ts.Theref
ore,
organi
zati
onalfuncti
onhelpsinachiev
ementofr esul
tswhichinfacti
simport
antforthe
funct
ioni
ngofaconcern.Accordi
ngtoChesterBarnard,
“ Or
gani
zingisacomponentbywhichtheconcernisabl
eto
defi
netherol
eposit
ions,t
hejobsrel
atedandtheco-ordinat
ionbetweenaut
hori
tyandresponsi
bil
i
ty.Hence,a
manageralwayshastoorganizei
nordertogetresul
ts.

AccordingtoKoontzO’Donnel,“
Organisi
nginv ol
vestheest abl
i
shmentofani nter
nati
onal str
uctureofrol
esthrough
determinati
onandenumer ati
onoftheact i
vi
tiesrequir
edt oachiev
et hegoalsofanent erpri
seandeachpar tofit;
the
groupingoftheseacti
vit
ies,t
heassi
gnmentofsuchgr oupsofactivi
tiestothemanager ,thedelegat
ionofauthori
tyto
carrythem outandprovi
sionforco-
ordinati
onofaut hori
tyandinformat i
onalrel
ati
onship,hori
zontal
lyandverti
call
y,i
n
theorganisati
onstr
ucture.
”

IGi
bri
l
laSor
baSesaydef
ineor
gani
zi
ngas;
thepr
ocessofhar
moni
ze,
co-
ordi
nat
eorar
rangei
nal
ogi
cal
andor
der
ly
manner.

Makingtherat
ional
divi
sionofwor
kintogr
oupsofact
ivi
ti
esandt
yingt
oget
hert
heposi
ti
onsr
epr
esent
inggr
oupi
ngof
act
ivi
ti
esforaccompli
shmentofdesi
redobj
ect
ives

Amanagerper
for
msor
gani
zi
ngf
unct
ionwi
tht
hehel
poff
oll
owi
ngst
eps:
-

Ident
if
icati
onofacti
vi
ti
es-Allt
heacti
vi
tieswhichhav et
obeperfor
medinaconcernhavetobeidenti
fi
edfir
st.For
exampl e,
prepar
ati
onofaccount
s,makingsales,r
ecordkeepi
ng,
quali
tycont
rol
,i
nvent
orycont
rol
,etc.Al
lthese
acti
vi
tieshavetobegroupedandcl
assifi
edintounit
s.

Depart
mental
l
yorgani
zi
ngtheact
ivi
ti
es-Inthisstep,t
hemanagertr
iest
ocombineandgroupsimil
arandrel
ated
acti
vi
ti
esi
ntouni
tsordepar
tment
s.Thisorganizat
ionofdi
vi
dingt
hewholeconcer
nint
oindependentuni
tsand
depart
ment
siscall
eddepar
tment
ati
on.

Classif
yingtheauthorit
y-Oncet hedepartment sar
emade, t
hemanagerl ikestoclassifyt
hepower sandi t
sextentto
themanager s.Thisactiv
ityofgivi
ngaranki nordertothemanager i
alpositionsi
scalledhier
archy.Thet op
managementi sint
oformul at
ionofpol
ici
es, themiddlelevelmanagementi ntodepartmentalsupervi
sionandlower
l
ev elmanagementi ntosupervisi
onofforemen.Thecl ari
fi
cati
onofauthor it
yhelpinbringi
ngeffici
encyintherunning
ofaconcer n.Thishelpsinachievi
ngeffi
ciencyintherunningofaconcer n.Thishelpsinavoidi
ngwast ageoftime,
money ,eff
ort,i
nav oi
danceofdupl i
cat
ionorov erl
appingofeffor
tsandt hishelpsi
nbr ingi
ngsmoot hnessina
concern’sworking.

Co-or
dinat
ionbet weenauthorit
yandr esponsibil
i
ty-Relati
onshipsareest abl
ishedamongvari
ousgr
oupstoenabl
e
smoothint
er act
iontowardt heachiev
mentoft heorgani
zationalgoal.Eachindivi
dual
ismadeawareofhi
sauthor
it
y
andhe/sheknowswhom t heyhav etotakeorder sf
rom andt owhom t heyareaccountabl
eandtowhom t
heyhaveto
repor
t.Aclearorganizat
ionalstr
uctureisdrawnandal ltheempl oyeesaremadeawar eofi
t.

3.DI
RECTI
NG
Dir
ecti
ngistheheartofmanagementcomponent.Allot
hercomponent
sofmanagementsuchaspl
anni
ng,
organi
zing
andcontr
oll
i
nghav enoimportancewi
thoutdi
rect
ing.Leader
shi
p,moti
vat
ion,
super
visi
on,
communi
cati
onarevar
ious
aspect
sofdirect
ing.

Therefor
e,Dir
ecti
ngrefer
stoaprocessortechni
queofinst
ructi
ng,
guidi
ng,i
nspir
ing,counsel
l
ing,overseeingand
l
eadingpeopletowardstheaccompl
ishmentoforgani
zati
onalgoal
s.Iti
sacont i
nuousmanager i
alprocesst hatgoes
onthroughouttheli
feoftheor
gani
zati
on.Whenwel ooktosomeaut hor
sforthedefi
niti
onof'Dir
ecting'.

Accor
dingtoKoontzandO’Donnel
l,“
Dir
ect
ionistheimper
sonalaspectofmanagingbywhichsubor
dinat
esar
eledt
o
under
standandcontr
ibut
eeffect
ivel
yandeff
ici
entl
ytotheat
tai
nmentofenterpr
iseobject
ives"
.
Di
rect
ingdef
ini
ti
onbyJohnA.PearceI
IandRichar
dB.Robinson,
Jr“Di
rect
ingi
samanageri
alf
unct
ionthati
nvolv
es
t
heresponsi
bil
i
tyofmanager
sforcommunicati
ngtoot
herswhatthei
rrol
esarei
nachi
evi
ngthecompanyplan”.

Ther
ear
ekey
sKeyf
eat
uresofDi
rect
ingwhi
char
etobeconsi
der
ed:

1.I
nit
iatesActi
on:Adir
ectingfuncti
oni
sperf
ormedbythemanagersal
ongwithpl
anni
ng,st
aff
ing,or
gani
zingand
contr
oll
inginordert
odischargethei
rdut
iesi
ntheor
ganizat
ion.Whi
l
eotherf
uncti
onspr
epareaplatf
ormforacti
on,
di
recti
ngini
tiat
esacti
on.

2.Pervasi
veFunct
ion:
Dir
ecti
ngtakespl
aceateverylevel
oftheorgani
zat
ion.Wher
evert
her
eisasuperi
or-
subor
dinat
e
rel
ati
onship,
dir
ect
ingexi
stsaseverymanagerpr
ovidesguidanceandi
nspir
ati
ontohi
ssubor
dinat
es.

3.Conti
nuousActi
vi
ty:I
tisacont
inuousfunct
ionasi
tcont
inuest
hroughoutt
hel
i
feofor
gani
zat
ioni
rr
espect
iveoft
he
changesinthemanagersorempl
oy ees.

4.DescendingOrderofHi
erar
chy
:Dir
ect
ingfl
owsf r
om at
opl
evel
ofmanagementt
othebot
tom l
evel
.Ev
erymanager
exer
cisesthisf
uncti
ononhisimmedi
atesubordi
nate.

4.CONTROLLI
NG
Allmanagerialcomponent sarebr okenintosomecat egories:planning,organi
zation,direct i
ng, andcontroll
ing.When
i
tcomest omanagement ,control
li
ngi sal
laboutensur i
ngt hatacompany 'sperf
or mancei sconsi st
entwithi t
sst at
ed
goalsandobj ecti
ves.Themanagement '
sjobistoensur ethatev ent
sdonotdev iatefrom t heirpredeter
mi nedcour se
ofacti
on.Setst andardsforper f
ormance, measureandcompar er esultstothosecr i
teri
a,andt akeremedi alactionif
necessary.Organizat
ionalgoalscanbeassessedbycompar ingperformancet oest abli
shedst andardsofpr actice,
i
dentif
yingthedi scr
epancies,andr ecommendi ngcor
r ecti
veact i
ont hroughthemanager ial roleofregul
ating.
Consequently,thecontrol
li
ngf unctioninmanagementdi rectstheor ganizati
ontowar dat tainingitsgoalsov erthelong
ter
m.

Contr
oll
inggoeswi
thProcessandPri
ncipl
esofContr
oll
i
ng.Thereshoul
dbeaconnecti
onbetweenthenatur
eandai
m
ofcontr
oll
ingandi
tscont
roll
i
ngpri
nci
ples.Thef
oll
owingar
eaf ewofthegui
dingpr
inci
plesi
ncontr
oll
ing:

•Todiscov
erther
ootreasonsf
ordev
iat
ionsf
rom est
abl
i
shedgoal
s,amanagementcont
rol
syst
em shoul
dbeascost
-
ef
fect
iveaspossi
ble.

•Anor
gani
zat
ion'
sst
ruct
ureandpur
posemustbeconsi
der
edwhi
l
edesi
gni
ngacont
rol
syst
em.

•Anor
gani
zat
ion'
sst
ruct
ureandgoal
sshoul
dber
efl
ect
edi
nacont
rol
syst
em'
sdesi
gn.

•Managementbearsthemajordut
yofensur
ingt
hatt
hecompany
'sst
rat
egi
cpl
ansar
ecar
ri
edoutaccor
dingt
othe
pr
inci
pleofcont
rol
responsi
bil
it
y.

•Thepri
nci
pleofcontr
olindi
vi
dual
i
tyst
atest
hateachmanager
'scont
rol
ist
ail
oredt
othespeci
fi
cneedsoft
he
managementexert
ingit
.

•Usi
ngt
hepr
inci
pleofact
ion-cont
rol
isonl
yjust
if
iedi
fitr
esul
tsi
naposi
ti
vechanget
oanydev
iat
ion.

•Establ
i
shi
ngasetofuni
for
m standar
dsfort
heor
gani
zati
onisessent
ial
tomoni
tori
tsoper
ati
onsef
fect
ivel
y.
Accurat
eandobj
ect
ivest
andar
dsshouldbeusedt
osettheparameter
s.

•Assur
ingt
heachi
evementofor
gani
zat
ional
goal
sisatt
hehear
toft
hegui
dingpr
inci
ple.

CONCLUSI
ON

Asaconcl usi
on,Managementiscreati
veprobl
em sol
ving.Thiscreati
veproblem solv
ingisaccompli
shedthroughfour
component sofmanagement:pl
anning,or
ganisi
ng,di
recti
ng(leading)andcontroll
i
ng.Theintendedresul
tistheuseof
anorganisati
on’
sresour
cesinawayt hataccompli
shesitsmi ssi
onandobj ecti
ves.Anorganisat
ioncanbeidenti
fi
ed
asasy st
emat i
cbodyofknowledgebasedongener al
princi
ples,concept,
theoriesandtechni
ques.Asanycompanyi s
concern, planning,organi
zi
ng, l
eadingandcont
roll
i
ngpl ay
sani mpor t
antpartt
obuil
danorganizat
ionthatachi
evei
ts
goal,object i
ve,visi
onandmi ssion.ThemanagementComponenti sthebackboneofanyorgani
zati
on,guidi
ngand
coordinatingr esourcesinordertoachiev
eit
sgoals.Inady namicandcompl exbusi
nessenvi
ronment,eff
ecti
ve
managementi sessent i
alf
ororganizat
ionst
oremai ncompet i
ti
ve,adapttochange,
anddri
veinnovati
on.For
managementt obesuccessfulthesecomponentsaretobecr i
ti
call
yacclaimed.

RECOMMENDATI
ONS

Ther
ear
epr
esi
qui
tesr
ecommendat
ionswhi
char
emeasur
abl
etoOr
gani
zat
ionmanager
s:

•Amanagermustident
ifywhatt
heor
gani
zat
ionsgoal
sar
eanddet
ermi
net
heact
ivi
tyandr
esour
cest
hati
srequi
red
toachi
evet
hosegoals.

•Manager
sar
eal
sor
esponsi
blef
oror
gani
zat
ionoft
hecompanywhi
chi
ncl
udesor
gani
zi
ngwor
kfor
ceandr
esour
ces.

•Manager
sshoul
dhav
egoodl
eadi
ngski
l
lsi
nor
dert
omot
ivat
ethei
rempl
oyeesandi
nspi
ret
hem i
nawor
kbehav
e.

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COLLEGEOFTHEOLOGYANDMANAGEMENTAND
CHURCHTRAI
NINGCENTER
4WESLEYSTREETFREETOWN

COURSE:
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TYDEVELOPMENTSTUDI
ES

MODULE:
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MATRI
CULATI
ONNUMBER:
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LECTURER:Mr
.KOYI
EKOROMA

SESSI
ON:
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