Management as a

Process
Hero O. Laguit & Marie V. Pedro
As a process, management consists of three
aspects:
 
• Management is a social process
• Management is an integrating process
• Management is a continuous process
 PLANNING
• a navigational tool that maps out a destination and
charts a course to get there.
• focuses on the future impact of today’s decisions
• it bridges the gap between where you are and where
you want to go. It answers in advance the Who, What,
When, Where, Why and How of future actions.
• is of course, decision making, since it involves
selecting among alternatives
 Basic Stages in Planning
• Formulating Objectives
– State precisely what results are to be accomplished by
some future date
• Taking Action
– Follow predetermined plan of action to fulfill objectives.
• Appraising Results
– Measure the results achieved against original goals.
Take whatever corrective action is necessary.
 Levels of Planning
• Strategic Planning
– Board Level and Top Management
• Tactical Planning
– Middle Management
• Operational Planning
– Supervisory Level
 Steps in Planning Function
• Establishment of objectives
• Establishment of Planning Premises
• Choice of alternative course of action
• Formulation of derivative plans
• Securing Co-operation
• Follow up/Appraisal of plans
 Types of Plan
• In Terms of Time
– Long-Range Plan – 5 or more years, it involves goal setting by top
management.
– Short-Range Plan – 3 years or less. These are current operation and are not
done at lower management levels.
• From the point of view of Repetitiveness
– Standard Plan – used frequently
– Single Used Plan – used to accomplish specific objectives with a short time
• In Terms of Scope
– General or Comprehensive Plan – for the entire organization usually broken
down and supplemented with specific plans, department or unit plan
– Department or Unit Plan – supplemented with more specific individual
plan.
 Limitations of Planning
• Formulating accurate forecasting
• Effects on human psychology
• Changes in the socio-political climate
• Availability of time
 ORGANIZING
• a function in which the
synchronization and combination of
human, physical and financial
resources takes place
• function by which the concern is able
to define the role positions, the jobs
related and the co- ordination
between authority and responsibility
 Steps in Organizing
• Identification of activities
• Departmentally organizing the
activities
• Classifying the authority
• Co-ordination between authority and
responsibility
 Organizational Design
• Division of labor or specialization
• Departmentalization
• Chain of command
• Span of management
• Degree of centralization
• Formalization
Factors affecting organizing decisions

• Strategy
• Size
• Environmental conditions
• Technology
 Staffing
• management function devoted on
manning the organization structure
and keeping it manned
• Its main purpose is to square the
pegs in square holes and round pegs
in round holes
 Steps in Staffing

• Analyzing the current manpower inventory

• Making future manpower forecasts
• Developing employment programs
• Design training programs
 Importance of Man Power
Planning
• The four managerial functions are based upon
the manpower. Human resources help in the
implementation of all these managerial activities.
• Efficient management of personnel becomes an
important function in the industrialization world
today. Setting of large scale enterprises requires
management of large scale manpower.
 Directing

• said to be the heart of management process

are therefore, is the central point around w/c
accomplishment of goals take place
• considered as the “life spark of an enterprise”
 Elements of Directing

• Supervision
• Motivation
• Leadership
• Communications
 Controlling

• systematic exercise which is called as a

process of checking actual performance
against the standards
 Characteristics of Controlling

• Controlling is an end function

• Controlling is a pervasive function
• Controlling is forward looking
• Controlling is a dynamic process
• Controlling is related with planning
 Controlling Process

• Establishment of standards
• Measurement of performance
• Comparison of actual and standard
performance
• Taking remedial actions
Controlling Process
 Planning and Controlling
• Planning preceeds controlling and
controlling succeeds planning.
• Planning and controlling are inseparable
functions of management.
• Activities are put on rails by planning and
they are kept at right place through
controlling.
 Planning and Controlling
The process of planning and controlling works
on Systems Approach
 Planning and Controlling

• Planning and controlling reinforce each other.

Each drives the other function of
management.