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MANAGERIAL FUNCTIONS I.E. POLCA:Management Process, Mistakes Managers Make

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Principles of Management ­ MGT503
VU
Lesson 2.4
MANAGERIAL FUNCTIONS I.E. POLCA
POLCA as functions:
Planning
Management function that involves the process of defining goals, establishing strategies for achieving those
goals. And developing plans to integrate and coordinate activities.
Organizing
Management function that involves the process of determining what tasks are to be done. Who is to do
them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
Leading
Management function that involves motivating subordinates, influencing individuals or teams as they work,
selecting the most effective communication channels, or dealing in any way with employee behavior issues.
Controlling
Management function that involves monitoring actual performance, comparing actual to standard and
taking corrective action, if necessary.
Assurance
Quality function which demands from every manager that he/she ensures that prior management support
and management processes are in place before POLC management functions are executed.
Management process
It is the set of ongoing decisions and work activities in which managers engage as they plan, organize, lead,
and control. The management process includes more than the four management functions.
1.
The process also includes work methods, managerial roles, and managerial work agendas.
2.
The management process applies to both profit-making and not-for-profit organizations.
a.
A not-for-profit organization is an organization whose main purposes center on
issues other than making profits.
b.
Examples of not-for-profit organizational include government organizations, cultural
institutions, charitable institutions, and some health-care facilities.
Management Process:
Planning
Organizing
Leading
Controlling
Lead to
Defining
goals,
Determining what
Directing
and
Monitoring
establishing
needs to be done,
motivating
all
activities to ensure Achieving
the
strategy,
and
how it will be done,
involved
parties
that
they
are organization's
developing
sub
and who is to do it
and
resolving
accomplished
as stated purpose
plans to coordinate
conflicts
planned
activities
Efficiency refers to getting the most output from the least amount of inputs.
Efficiency (Means)
Effectiveness (Ends)
Resource
Goal
Usage
Attainment
Low Waste
High Attainment
Management Strives For:
Low resource waste (high efficiency)
High goal attainment (high effectiveness)
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Principles of Management ­ MGT503
VU
Effectiveness is often described as "doing the right things" ­ that is, those work activities that will help the
organization reach its goals.
We have learnt that; a manager is someone who works with and through other people by coordinating their
work activities in order to accomplish organizational goals. While performing, the manager has to keep in
mind that he /she has to deal workers and other people around him in variety of situations.
Mistakes Managers Make:
A comparison of "arrivers," those who made it all the way to the top of their companies, and "derailers,"
those who were successful early but were knocked off the "fast track," shows that although both groups
had talent and weaknesses, the "derailers" had some fatal flaws. Here are the top ten mistakes made by
derailers.
1. Insensitive to others: abrasive, intimidating, bullying style.
2. Cold, aloof, arrogant.
3. Betrayal of trust.
4. Overly ambitious: thinking of next job, playing politics.
5. Specific performance problems with the business.
6. Over managing: unable to delegate or build a team.
7. Unable to staff effectively.
8. Unable to think strategically.
9. Unable to adapt to boss with different style.
10. Over dependent on advocate or mentor.
Successful entrepreneurs have all the managerial and technical competencies along with some key personal
attributes to take risk and win through the odd situations.
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Table of Contents:
  1. HISTORICAL OVERVIEW OF MANAGEMENT:The Egyptian Pyramid, Great China Wall
  2. MANAGEMENT AND MANAGERS:Why Study Management?
  3. MANAGERIAL ROLES IN ORGANIZATIONS:Informational roles, Decisional roles
  4. MANAGERIAL FUNCTIONS I.E. POLCA:Management Process, Mistakes Managers Make
  5. MANAGERIAL LEVELS AND SKILLS:Middle-level managers, Top managers
  6. MANAGEMENT IDEAS: YESTERDAY AND TODAY, Anthropology, Economics
  7. CLASSICAL VIEW OF MANAGEMENT:Scientific management
  8. ADMINISTRATIVE VIEW OF MANAGEMENT:Division of work, Authority
  9. BEHAVIORAL THEORIES OF MANAGEMENT:The Hawthorne Studies
  10. QUANTITATIVE, CONTEMPORARY AND EMERGING VIEWS OF MANAGEMENT
  11. SYSTEM’S VIEW OF MANAGEMENT AND ORGANIZATION:Managing Systems
  12. ANALYZING ORGANIZATIONAL ENVIRONMENT AND UNDERSTANDING ORGANIZATIONAL CULTURE
  13. 21ST CENTURY MANAGEMENT TRENDS:Organizational social Responsibility
  14. UNDERSTANDING GLOBAL ENVIRONMENT WTO AND SAARC
  15. DECISION MAKING AND DECISION TAKING
  16. RATIONAL DECISION MAKING:Models of Decision Making
  17. NATURE AND TYPES OF MANAGERIAL DECISIONS:Decision-Making Styles
  18. NON RATIONAL DECISION MAKING:Group Decision making
  19. GROUP DECISION MAKING AND CREATIVITY:Delphi Method, Scenario Analysis
  20. PLANNING AND DECISION AIDS-I:Methods of Forecasting, Benchmarking
  21. PLANNING AND DECISION AIDS-II:Budgeting, Scheduling, Project Management
  22. PLANNING: FUNCTIONS & BENEFITS:HOW DO MANAGERS PLAN?
  23. PLANNING PROCESS AND GOAL LEVELS:Types of Plans
  24. MANAGEMENT BY OBJECTIVE (MBO):Developing Plans
  25. STRATEGIC MANAGEMENT -1:THE IMPORTANCE OF STRATEGIC MANAGEMENT
  26. STRATEGIC MANAGEMENT - 2:THE STRATEGIC MANAGEMENT PROCESS
  27. LEVELS OF STRATEGIES, PORTER’S MODEL AND STRATEGY DEVELOPMENT (BCG) AND IMPLEMENTATION
  28. ENTREPRENEURSHIP MANAGEMENT:Why Is Entrepreneurship Important?
  29. ORGANIZING
  30. JOB DESIGN/SPECIALIZATION AND DEPARTMENTALIZATION
  31. SPAN OF COMMAND, CENTRALIZATION VS DE-CENTRALIZATION AND LINE VS STAFF AUTHORITY
  32. ORGANIZATIONAL DESIGN AND ORGANIC VS MECHANISTIC VS VIRTUAL STRUCTURES
  33. LEADING AND LEADERSHIP MOTIVATING SELF AND OTHERS
  34. MASLOW’S NEEDS THEORY AND ITS ANALYSIS
  35. OTHER NEED AND COGNITIVE THEORIES OF MOTIVATION
  36. EXPECTANCY, GOAL SETTING AND RE-ENFORCEMENT THEORIES
  37. MOTIVATING KNOWLEDGE PROFESSIONALS LEADERSHIP TRAIT THEORIES
  38. BEHAVIORAL AND SITUATIONAL MODELS OF LEADERSHIP
  39. STRATEGIC LEADERSHIP MODELS
  40. UNDERSTANDING GROUP DYNAMICS IN ORGANIZATIONS
  41. GROUP CONCEPTS, STAGES OF GROUP DEVELOPMENT AND TEAM EFFECTIVENESS
  42. UNDERSTANDING MANAGERIAL COMMUNICATION
  43. COMMUNICATION NETWORKS AND CHANNELS EFFECT OF ICT ON MANAGERIAL COMMUNICATION
  44. CONTROLLING AS A MANAGEMENT FUNCTION:The control process
  45. CONTROLLING ORGANIZATIONAL PERFORMANCE THROUGH PRODUCTIVITY AND QUALITY