POSDCORB

Definition of management

Henri Fayol
“Management is to forecast, to plan, to organize, to command,
to coordinate and control activities of others.”

M.P. Follett
“Management is the art of getting things done
through people.”

Joseph Massie
“Management is defined as the process by which a cooperative
group directs action towards common goals.”
 Conceptual definition

Management is an art or process consisting of planning, organizing,

staffing, directing, coordinating, reporting, budgeting and followed
each in order to achieve a pre-determined goal.
Role of management
Role

INTERPERSONAL INFORMATIONA DECISIONAL

ROLE L ROLE ROLE

Figurehead Monitor Entrepreneur

Disturbance
Leader Disseminator Handler
Resource

Liaison Spokesperson
Allocator
Negotiator
 Management Roles
 Role -A set of expectations of how one will behave in a given
situation.
1. INTERPERSONAL ROLE
The roles in this category involve providing information and
ideas.Figurehead - Manager is expected to be a source of inspiration. People
I.
look up to him as a person with authority, and as a figurehead.

II. Leader - This is where manager provide leadership for his team, his
department or perhaps his entire organization; and it's where he manage
the performance and responsibilities of everyone in the group.

III. Liaison - Managers must communicate with internal and external

contacts.
2. INFORMATIONAL ROLE
The roles in this category involve processing information.

I. Monitor - In this role, manager regularly seek out information

related to his organization, looking for relevant changes. He also
monitors his team, in terms of both their productivity, and their well-
being.

II. Disseminator - This is where manager communicate

potentially useful information to his colleagues and his team.

III. Spokesperson - Manager represents and speaks for his organization.

In this role he is responsible for transmitting information about his
organization and its goals to the people outside it.
3. DECISIONAL
ROLE
The roles in this category involve using
information.
I. Entrepreneur - A manager creates and control change within the
organization. This means solving problems, generating new ideas, and
implementing them.

II. Disturbance Handler - When an organization or team hits an

unexpected roadblock, it's the manager who must take charge. He also
needs to help mediate disputes within it.

III. Resource Allocator – A manager also needs to determine where

organizational resources are best applied. This involves allocating
funding, as well as assigning staff and other organizational resources.

IV. Negotiator – A manager may be needed to take part in, and direct,
important negotiations his team, department, or organization.
Management Functions

 P PLANNING
 O ORGANIZING
 S STAFFING
 D DIRECTING
 Co CO-
 R ORDINATING
 B REPORTING
BUDGETING
POSDCoRB
 Created by Luther Gulick and Lyndall Urwick in
their “Papers on the Science of Administration”
(1937).

 According to Gullick the POSDCoRB activities are

common to all organisations.
PLANNING
Gulick: outlining the things that need to be done
and the methods for doing them to accomplish the
purpose set for the enterprise.

Joseph Massie: planning is a process by which

a manager looks to future and discovers
alternatives.

Kreitner: planning is process coping with

uncertainty by formulating a course of
future to achieve specified results.
action
Features of planning
• Planning is oriented towards the future.
• Goal oriented.
• Planning is a mental exercise.
• Planning involves choices from alternatives.
• Planning is the basics for all other functions.
• It is a continuous process.
• Planning is directed towards efficiency.
• Flexible nature.
Steps in planning
• Defining objectives- clear, specific
• Developing planning premises
a) external : political, social, technological
b) internal : finance, mgt
• Discovering alternative course of action.
• Evaluating alternatives- check feasibility
• Choosing the best alternatives- acceptable
• Formulation and implementation- explain to workers
• Periodic revision and review of plans-remedial
action
Advantages of planning
 It focuses attention on desired objectives.
• It helps to minimize risk.
• It improve efficiency.
• It avoid confusions.
• It encourage innovation and creativity.
• It serves as the basis of control.
Limitations of planning
• Lack of accurate information.
• Time consuming.
• Expensive.
• Unwillingness to people change.
• External limitations (political ).
Organizing

Organize:
Teams Tasks
How to Organize?

Obtain resources and allocate

Determine the roles needed
them to roles

Determine best resource Assign resources to roles

(people or equipment) for the and delegate authority
role and responsibility to
them.

Organize offices and data

Assign tasks to the roles
systems.
 Steps in organizing
 Division of work –divide works to small group
• Grouping jobs into departments - large into small
• Assigning duties –clearly defined ,
• Delegation of authorities –to subordinates
• Coordination of activities - individual & department.
• Establishment of structural relationship
Importance of organizing
 Specialization – duty, authority, responsibility
• Unity of command and unity of direction
• Optimum utilization of resources –physical
resources
• Optimum utilization of HR
• Creativity –initiative
• Better Industrial relation- team spirit
STAFFIN
G
The whole personnel function of bringing in and
training the staff and maintaining favorable conditions
of work
 HR Planning
 Recruitment
 Selection
 Orientation
 Training and Development
 Performance Appraisal
 Transfer, Promotion, Demotion
 Separation, Termination, Retirement
 Importance of staffing
 It helps in discovering and obtaining competent
employees for various job.
 It improve the quantity and quality of output by
putting right man for right job.
 It improves job satisfaction of employees.
 It reduces cost of personnel by avoiding wastage of
human resource.
 It facilitates the growth and diversification.
 It help to maximum utilization of human resources.
DIRECTING

continuous task of making decisions and embodying

them in specific and general orders and instructions
and serving as the leader of the enterprise

Motivation (induces Competent leadership

and inspires to Communication ( work w/ zeal &
perform better) confidence)
Pull, Don’t Push

Pull
• Pull (lead people) Push
by •sit and give
effective directing back
• Motivate orders
• Assist and inspire
Elements
• Supervision
• Motivation
• Leadership
• Communication
Supervision
• It means overseeing subordinates at work
• Supervision is instructing , guiding and controlling
the work force with a view to see that they are
looking according to plans , policies , programmers'
, and instructions.
motivation
• Stimulating people to action to accomplish
desired goal.
• It aimed at inspiring and stimulating
the subordinates to work hard.
Leadership
• G.R. terry defined as ”leadership is the activity
influencing people to strive willingly for group
objectives.
Communication
• Newman & summer defined as “ communication
means an exchange of facts , ideas , opinion ,
information or emotions by two or more
person”
• It involves at least two person
 COORDINATING
-The all important duty of interrelating the various parts of the work
- The very essence of management. It is required in each & every
function and at each & every stage & therefore it cannot be
separated.

responsibility understanding
of of
manager
every Synchronized good
and horizontal
interpersonal
right efforts communicatio
relationships of
the bottom to
from n
people
the top
RELATIONSHIP WITH OTHER
FUNCTIONS:
integrating the various plans through mutual
PLANNING AND
discussion, exchange of ideas. e.g. - co-ordination
COORDINATIO between finance budget and purchases budget
N

when a manager groups and assigns various activities

ORGANIZING AND
COORDINATION.
to subordinates, and when he creates department’s co-
ordination uppermost in his mind.

A manager should bear in mind that the right no. of

STAFFING AND personnel in various positions with right type of
COORDINATION education and skills are taken which will ensure right
. men on the right job.

The purpose of giving orders, instructions & guidance

DIRECTING AND
to the subordinates is served only when there is a
COORDINATION harmony between superiors & subordinates
.
REPORTING
Reporting is keeping those to whom the executive is
responsible informed as to what is going on, which
thus includes keeping himself and his subordinates
informed through records, research and inspections.
BUDGETING
- means fiscal planning, control and accounting
- Quantification of plans
- Financial planning
- Monitoring & controlling scarce resources
through performance measurement