planning, organizing, staffing, leading, controlling

1. The
Managerial
transformation
process

2.  It is the task of managers to transform the
inputs in an effective and efficient manner ,
into outputs.
 Transformation usually focuses on social
interactions and advocating decision theory .

3. External environment Goal inputs of claimants:
Managerial
knowledge, goals
of claimants, & use
of inputs
Planning
Organizing
Staffing
Leading
Controlling
To produce outputs
Facilitated by communication that also links the
organisation with the external environment
External environment
External variables
& information:
 Opportunities
 Constraints
 Others
Reenergizing the system
External environment
 Employees
 Consumers
 Suppliers
 Stockholders
 Governments
 Community
 others
Outputs:
 Products
 Services
 Profits
 Satisfaction
 Goal
integration
 Others

4. The communication
system
 Commutation is essential to all phases of
managerial process.
 Firstly it integrates the marginal functions.
e.g. : objective set in planning are
communicated so as appropriate organize
structure can be devised.

5.  It is also essential in selection, appraisal
and training of mangers to understand
their roles.
 Secondly it helps us to link to external
environment .e.g: it helps in
communication with customers and
become aware about competition and
potential threats.

6. External
Variables  Effective managers regularly scan
external environment like threats ,
change in technology etc.
 They have no alternative to change
them but to respond to it.

7. Outputs
 Its duty of managers to convert inputs into
outputs in form of : products, services,
profits, satisfaction, integration of the goals
of claimants to the enterprise.

8. Reenergizing the system
 Outputs become inputs so human qualities
become valuable inputs.
 Cycle goes on
 Important functions
to be kept in mind.
Cash Goods
Skills
Profits

9. Functions of Managers
 Provides tools for important
organizing knowledge.
No new ideas, same old
hierarchies.
 No implementation in planning,
staffing etc.

10.  The most useful approach for discussing the
job of manager is to use managerial function
of
 planning
 organizing
 staffing
 leading
 controlling as frame work for organizational
managerial knowledge.

11. Planning
 Selecting objectives as well as actions to
achieve them
 Involves decision making a integral part
in choosing future objectives and courses
among future alternatives.
 No real plan exist untill a decision of
human resource has been made.

12. Organizing  Organizing is a part of managing which
involves establishing an international
structure of roles for people to fill in an
organization.
 It is international in the sense of making
sure that all the tasks necessary to
accomplish goals are assigned and it is
hoped , assigned to people who can do them
best

13. STAFFING
• Staffing is filling and keeping filled the positions in the
organization structure.
• It is the selection and training of individual for specific job
functions and charging them with the associated
responsibilities.
 Identifying workforce requirements
 Inventorying the people available
 Recruiting
 Selecting
 Training

14. LEADING
 Personality research and studies of job attitudes
provide important information as to how managers
can most effectively lead subordinates.
 Leading involves the social and informal sources
of influence. If managers are effective leaders,
their subordinates will be keen about utilizing
effort to attain organizational objectives

15. CONTROLLING  It is primary function of every manager.
Managers at all levels of management- top,
middle & lower- need to perform controlling
functions to keep a control over activities in
their areas .

16.  Controlling involves following steps:
1. Setting performance standards
 Standards can be set in both quantitative as well as qualitative
terms.
e.g.- Standards quantitative Like - Setting of cost to be incurred,
Revenue to be earned, etc. Standards Qualitative Like - Improving
goodwill and motivation level of employees
2. Measurement of actual performance
There are several techniques for measurement of performance
like - Observation, sample checking, performance reports, etc.

17. . 3. Analyzing deviations
It is important to determine the acceptable range of
deviations. Also, deviations in key areas of business
need to be attended more urgently.
4Taking corrective action
when the deviations go beyond the acceptable range, it demands
immediate managerial attention so that deviations do not occur
again. Corrective action like - training of employees if the
production target could not be met.

18. ANY QUESTIONS…….