Alpha college of Engineering &
Technology
FUNCTIONS OF MANAGEMENT &
ORGANIZATIONAL STRUCTURES
Group no: 7
BY,
NAME
ENROLLMENT NO.
SUNIT SHAH
130510116049
SHEWARAMANI MANISH 130510116050
HIREN SOLANKI
130510116051
JAYKISHAN SOLANKI
130510116052
HINAL SONI
130510116053
BHARGAV THAKER
130510116054
URVISHA PATEL
130510116055
FUNCTIONS OF
MANAGEMENT
1.Planning
2.Organizing
3.Staffing
4.Directing
5.controlling
PLANNING
Planning
is the process of mapping out what
has to be done to achieve a particular goal.
Planning is a set of exact steps to be taken to
accomplish organization’s goal.
NATURE OF PLANNING
1.
2.
3.
4.
5.
6.
7.
8.
9.
Planning is goal oriented
Planning is primary function
Planning is pervasive
Planning is intellectual or rational process
Planning is a continuous process
Planning is always looking forward
Planning involves choice
Planning is an integrated process
Planning is directed towards efficiency
IMPORTANCE OF PLANNING
1.
2.
3.
4.
5.
6.
Plan gives a sense of direction to an
organization
Plan focuses on objectives or goals
It establishes basis for teamwork
It helps in anticipating problems and copes up
with change
Plan provides guideline for decision making
Serves as a prerequisite to employing all other
management function
ORGANIZING

According to Henri fayol “To organize a business
means to provide it with everything useful to its
functioning-raw materials, tools, capital and
personnel”
NATURE OF ORGANIZING
1.
2.
3.
4.
5.
Review plans and objectives.
Determine the work activities necessary to
accomplish objectives.
Classify and group the necessary work
activities into manageable units.
Assign activities and delegate authority.
Design a hierarchy of relationships.
STAFFING


Harold koontz has defined the managerial
function of staffing as filling, and keeping filled
position in the organization structure.
The managerial function of staffing is now
termed as human resource management.
NATURE OF STAFFING
1.
2.
3.
4.
5.
6.
Staffing is an important managerial function.
Staffing is a pervasive activity.
Staffing is a continuous activity.
The basis of staffing function is efficient
management of personnel.
Staffing helps in placing right men at the right job.
Staffing is performed by all managers.
IMPORTANCE OF STAFFING
1.
2.
3.
4.
5.
Key to other managerial function.
Building healthy human relationship.
Human resources development.
Long term effect.
Potential contribution.
DIRECTING


Directing consists of the process and techniques
utilized in issuing instructions and making
certain that operations are carried on as
originally planned.
Directing is the guidance, the inspiration, the
leadership of those men and women that
constitute the real core of the responsibilities of
management.
NATURE OF DIRECTING
1.
2.
3.
4.
5.
6.
Pervasive.
Continuous activity.
Human factor.
Creative activity.
Executive function.
Delegate function.
IMPORTANCE OF DIRECTING
1.
2.
3.
4.
5.
6.
It initiates actions.
It integrates efforts.
Means of motivation.
Stability.
Coping with the change.
Efficient utilization of resources.
CONTROLLING


Controlling is the measurement and correction of
performance in order to make sure that
enterprise objectives and the plans devised to
attain them are accomplished.
Control of an undertaking consist of seeing the
everything is being carried out in accordance
with the plan which has been adopted, the orders
which have been given, and principles which
have been laid down.
NATURE OF CONTROLLING




controls make organizations effective.
organizations need control in place if they want
to achieve and accomplish their objectives.
Controls make organization efficient. efficiency
probably depends more on controls than many
other management function.
Controls aid in decision making. The ultimate
purpose of controls is to help managers make
better decisions.
Controls make managers aware of problems and
give them information that is necessary for
decision making.
IMPORTANCE OF CONTROLLING




A control function helps business management in
various ways. It guides the management in achieving
pre-determined goals. The control process also ensure
the efficiency of various functions.
The continuous flow of information about project keeps
the long range of planning on the right back. It helps
in taking corrective action in future if the performance
is not up to the mark.
It also enables management to avoid repetition of past
mistakes.
Whenever there is deviation between standard and
actual performance the control helps in deciding the
future course of action
ORGANIZATIONAL
STRUCTURES

Organizing: the process by which
managers establish working
relationships among employees to
achieve goals.
Organizational Structure: formal
system of task & reporting relationships
showing how workers use resources.
 Organizational design: managers make
specific choices resulting in a given
organizational structure.


Successful organizational design
depends on the organization’s unique
situation.
ORGANIZATION



The process by which managers establish
working relationships among employees to
achieve goals.
Organization is a system of co-operative
activities of two or more persons.
Organization is essentially a matter of
relationship of man, job to job and department to
department.
CLASSIFICATION OF
ORGANIZATION
1.
Formal organization
2.
In-formal Organization
FORMAL ORGANIZATION


It is an organizational structure which clearly
defines the duties , responsibilities, authority ,
and relationship as prescribed by the top
management.
It represents the classification of activities within
the enterprise, indicate who reports to whom and
explains the vertical flow of communications
which connects the chief executive to the
ordinary workers.
INFORMAL ORGANIZATION


It is an organizational structure which establish
the relationship on the basis of the likes and
dislikes of officers without considering the rules ,
regulations and procedures.
The friendship ,mutual understanding and
confidence are some of the reasons for exiting
informal organization.
TYPES OF ORGANIZATION

Line Organization

Staff Organization

Line and Staff Organization
LINE ORGANIZATION
This is the simplest and oldest form of
organization, since it utilizes the superiorsubordinate relationship generally prevalent in
the defence system of a country.
 It is also known as ‘Military’ type of organization
and ‘Departmental organization’.
 In this organization, business unit is organized
not according to functions, but on the basis of
responsibility and authority.
 Its peculiar feature is that authority passes from
the top to the bottom uninterrupted.

LINE ORGANIZATION
STAFF ORGANIZATION
Under this form of organization, the whole job of
management is divided according to the type of
function involved.
 It is known as functional organization .
 Every person has to perform a special task under
this organization. Therefore, it is also called
specialized organization.
 The main feature of this organization is that,
under it, each function is done by experts. The
expert is not only an counsellor, but he is an
administrator also.

STAFF ORGANIZATION
LINE & STAFF ORGANIZATION
To preserve the precision and simplicity of line
organization and at the same time to take
advantages of the specialization under functional
organization this type of organization is formed.
 The characteristic feature of line and staff
organization that line official do managerial work
as usual, but they are assisted by the experts.
 This group of expert is known as “employees”.

LINE AND STAFF ORGANIZATION
DEPARTMENTALISATION
The first real task in designing an organization
structure is to identify all the activities of the
organization and group them properly.
 This process of grouping the activities is
commonly known as Departmentalisation.
 Departmentalisation can be done through
following structural alternatives.
 1) Matrix structure
 2) Hybrid structure

MATRIX STRUCTURE

An organizational structure that simultaneously groups
people and resources by function and product.
Results in a complex network of superiorsubordinate reporting relationships.
 The structure is very flexible and can respond
rapidly to the need for change.
 Each employee has two bosses (functional
manager and product manager) and possibly
cannot satisfy both.

MATRIX STRUCTURE
1032

Advantages:
Clarity about career paths
 Economies of scale within function
 Specialization
 Coordination
 In-depth skill development
 Power and prestige


Disadvantages:
Boredom and monotony
 Poor decision making
 Sub-unit conflicts
 Managerial vacuum

HYBRID STRUCTURES

Hybrid Structure
 The structure of a large organization that has
many divisions and simultaneously uses many
different organizational structures.
 Many large organizations adopt this structure so
as to incorporate the advantages of both
functional and divisional structures.
HYBRID STRUCTURE

Advantages:
1. Alignment of corporate and divisional goals.
 2. Functional expertise and efficiency.
 3. Adaptability and flexibility in divisions.


Disadvantages:
1. Conflicts between corporate departments and
units.
 2. Excessive administration overhead.
 3. Slow response to exceptional situations

THANK YOU…..