Dynamics or functions of management well explained.

2.  Bibliography and references
 Management concept
 Management definitions
 Dynamics of management
 Planning
 Organising
 Staffing
 Directing
 Coordinating
 Controlling
 Corporate example: Toyota Motor Company
 Conclusion

3. I. Internet use:
1. https://en.m.wikipedia.org/wiki/Management
2. http://study.com/academy/lesson/four-functions-of-management-
planning-organizing-leading-controlling.html
3. http://study.com/academy/lesson/four-functions-of-management-
planning-organizing-leading-controlling.html
4. https://barbradozier.wordpress.com/2013/05/29/the-functions-of-
management-and-how-they-are-implemented-in-toyota-corporation/
5. http://www.forbes.com/sites/theopriestley/2016/02/08/the-10-most-
powerful-and-valuable-brands-in-the-world/#8c9f49e36440
6. https://en.m.wikipedia.org/wiki/Toyota
7. http://www.yourarticlelibrary.com/management/top-6-main-
functions-of-management-discussed/44877/
II. Books:
Chabra,T.N., Principles and Practice of Management, Delhi, Dhanpat
Rai & Co., 2003

5. • A science.
• An art.
• A process.
• A group of
managers.
• A discipline.
Management
can be viewed
as:

6.  According to Harold Koontz, “Management is the art
of getting things done through others and with formally
organised groups.”
 According to Henri Fayol, “To manage is to forecast
and to plan, to organise, to command, to co-ordinate
and to control.”
 In the words of J.N.Schulze,“Management is the force
which leads, guides and directs an organisation in the
accomplishment of a pre-determined object.”

7.  The word “DYNAMICS” comes from a Greek word
“DUNAMIS” meaning “POWER”.
 It means the “the forces or properties which stimulate
growth, development or change within a system or
process”.
 It refers to “the ability to react to changes”.

8.  The steps or functions
that act as forces for
growth and
development or
change within the
“process of
management”.

10.  Henry Fayol gave for the first time a clear functional
definition of management.
 Fayol listed:
 Forecasting and Planning
 Organising
 Commanding
 Control

11. Koontz and O'Donnell classification adopted;
• Planning
• Organising
• Staffing
• Directing
• Controlling
There are different classifications by different
authors.

12. We shall hence
classify dynamics
of management as;
Planning
Organising
Staffing
Directing
Coordinating
Controlling

14.  Determination of a course of action to achieve the
desired result.
 Mental process requiring the use of;
 Intellectual faculties
 Foresight
 Sound judgement
 Deciding in advance what to do, when to do, where to
do, how to do and who to do it.

15.  According to Koontz, O'Donnell and Weihrich,
“Planning is an intellectually demanding process, it
requires the conscious determination of courses of
action and the basing of decisions on purpose,
knowledge and considered estimates.”
 It bridges the gaps from where we are to what we want
to go.

16. • Determination of goals
• Search for alternative courses of
action
• Evaluation of various alternatives
and formulation of a plan
• Formulation of policies and
procedures
• Preparation of schedules,
programs, and budgets
Steps in
PLANNING;

17. Requirements of an effective
plan;
• Should be specific
• Should be logical
• Should be complete and integrated
• Should be flexible
• Should be capable of being controlled

19. An important managerial activity.
Bringing together manpower and material
resources.
Process of establishing authority-responsibility
relationships among the members of the enterprise.

20.  Organising involves;
 Breaking a plan into activities
 Grouping those activities
 Allocating resources to them
 A. Carnegie, an American industrialist said, “Take
away all our factories, trade, avenues of
transportation, money. Leave nothing but our
organisation, and in 4 years we shall re-establish
ourselves.”
 Organisation is the backbone of management.

21. Steps in organising;
• Identification of activities
• Grouping of activities
• Assignment of jobs to employees
• Delegation of authority
• Establishing authority-responsibility
relationships

22. • Facilitates attainment of objectives
• Facilitates optimum use of resources
technology
• Facilitates growth and diversification
• Stimulates creativity and innovation
• Encourages better relations
• Facilitates effective communication
• Increases employee satisfaction and
decreases employee turnover
Advantages
of a sound
organisation

24. Is concerned with managing various positions in the organisation.
Pertains to recruitment, selection, training, development and
appraisal of personnel.
Involves determination of manpower requirements and providing
adequate competent people.
Has a greater importance these days because of rapid
advancement of technology, increasing size of organisation and
complex behaviour of human beings.

25.  In the words of Koontz, O'Donnell and Weihrich,
“the managerial function of staffing involves
manning the organisational structure through proper
and effective selection, appraisal and development
of personnel to fill the role designed into the
structure”

26. Objectives of staffing;
• Attain maximum individual development
• Establish desirable working relationship
• Mould effectively the human resources
• Ensure satisfaction of the workers
• Provide fair wages, good working conditions and
service benefits
• Ensure that every employee makes max
contribution

28.  The term “directing” or “direction” is generally used in
every walk of life.
 It has got a wider interpretation now; is no more
restricted to “commanding” as viewed by “Henry
Fayol”.
 Relates to those activities which deal directly with
influencing, guiding, supervising and motivating
subordinates in their jobs.

29.  Marshall said, “Directing involves determining the
course of action, giving orders and instructions and
providing dynamic leadership”.
 According to GR Terry, “Directing means moving to
action and supplying stimulative power to group of
persons”

30. Elements of
directing;
• Communication
• Leadership
• Motivation
• Supervision

31. Communication
• Passing information
and understanding
• A two-way process
• Making the
subordinates
understand what,
how and when to do
it

32. Leadership
• Process of guiding and
influencing the behaviour of
subordinates
• Encourage others to freely
contribute to the project or
company.
• Build up confidence and zeal to
work among subordinates
• Taking everyone along

33. Motivation
• Inspiring the
subordinates
• Different people
are motivated
differently
• Some with money,
some with job
security, some with
freedom and some
with recognition

34. Supervision
•Overseeing the
functioning of the
subordinates
•Necessary to ensure
that the instructions
are being followed
properly

36.  Achievement of orderly group efforts and unity of action
in the pursuit of a common purpose.
 Unification, integration, synchronization of the efforts of
group members.
 Is all pervasive and encompasses every function.
 Is the essence of managing

37.  Henri Fayol advocated coordination as a separate
function of management.
 Henri Fayol considers coordination as a function of a
manager.
 James D Mooney considers coordination as the “first
principle of organisation”.

38. Features of Coordination;
• Orderly arrangement of group efforts
• Secure unity of action towards common
objective
• Needed at all levels of management
• Essence of managing

40.  Deals with the measurement and correction of the
performance against pre-determined standards.
 Takes corrective action if the results do not conform to
plans.
 Adjusts operations as needed to achieve the plan, or to
maintain variations from system objectives within
allowable limits.

41.  E F L Brech defined control as “the process of
checking actual performance against the agreed
standards with a view to ensuring satisfactory
performance.”
 Fayol viewed control as verifying whether everything
occurs in conformity with the plan adopted, the
instructions issued and principles established.

42. Steps in Controlling;
• Establishment of
standards
• Performance
measurement
• Performance
appraisal
• Corrective action

43. • Toyota Motor Corporation is a
Japanese automobile
manufacturer.
• Headquartered in Toyota, Aichi,
Japan.
• Founded by Kiichiro Toyota in
1937.
• Leading automotive company.
• Used as a global benchmark in
terms of Quality and Constant
Improvement.
• Ranked 6th most valuable brand
in Forbes valuable brands 2016
with a net value of $42.1 bn.
Introduction
to the
company;

44. PLANNING
• A strategic plan which guides the long-term
operations.
• Focused on lean-manufacturing, customer
satisfaction and quality.
• Pursues a generic cost leadership strategy.
• Marketing strategy based on customer
experience and quality of products.

45. ORGANISING
• Coordinates operations in all its subsidiaries
to ensure smooth running.
• Most of the manufacturing activities,
classification are done centrally to minimize
the costs and ensure conformity.

46. STAFFING
• Hires highly qualified and talented employees.
• Has a team of very competent employees
hired through a competitive process.
• Employees are well compensated.
• Frequent training exercises to sharpen their
skills.

47. DIRECTING
• One of the best managed companies.
• Strong leadership structure involving family
members of the founder.
• Encourages teamwork and participation in
decision making at all hierarchical levels.
• Creativity and innovation is highly
encouraged.

48. CONTROLLING
•Closely monitors operations and evaluates its
performance.
•Auditing is normally carried out on a regular
basis.
•Any deviation from the set standards is
adjusted through appropriate corrective
measures.
•Example: accelerator failure problem
immediately addressed and corrected.

49. “Toyota Motor Corporation” has managed to grow
its business and gain customer recognition across
the world due to effective management.
CONCLUSION

50. The management functions of planning, organizing,
staffing, directing, coordinating and controlling are
widely considered to be the best means of describing
the manager's job as well as the best way to classify
accumulated knowledge about the study of
management. Although there have been tremendous
changes in the environment faced by managers and
the tools used by managers to perform their roles,
managers still perform these essential functions.