MANAGEMENT PROCESS

ROLES AND FUNCTIONS IN PLANNING

Facilitator: Yuda Lulay

 Objectives
At the end of this session each student should be able
to:
1. Describe what is management and management
process.
2. Describe four managerial functions/pillars.
3. Describe manager’s roles.
4. Identify roles and functions of planning in
management.
 Introduction

Management
 Is the process of getting activities completed
efficiently and effectively with and through other
people.
 Is both art and science. It is the art of making people
more effective than they would have been without
you. The science is in how you do that.
 Management process

 Is the process composed of interrelated social and

technical function and activities, occurring in a
formal organization setting.
 It aims at accomplishing the pre-determined
objectives through effective utilization of available
resources.
 Management process cont…

 According to D. E, McFarland “ Management process

is the distinct process by which the manager create,
direct, maintain and operate purposive organization
through systematic, coordinated and cooperative
human efforts.”
 Management process cont…

 According to Gemp R. Terry “ Management

process is distinct process consisting of
planning, organizing, actuating and controlling
performed to determine and accomplish
objectives by the use of people and other
resources.”
 Managerial functions

 Planning
 Organizing
 Directing
 Controlling
 Planning

 Is the primary function of management

 It involves determination of course of action to
achieve results or objectives.
 All functions of management are related to and
depend on planning function. Due to this, planning is
seen as a key to success, stability, prosperity in
business.
 Planning cont…
 Planning is the part of management concerned with
creating procedures, rules and guidelines for
achieving a stated objective.
 Planning is carried out at both the macro and micro
level.
 Managers need to create broad objectives and
mission statements as well as look after the day to
day running of the company.
 Principles of Planning

 Take Time to Plan

 Planning can be Top to Down or Bottom to Top
 Involve and Communicate with all those Concerned
 Plans must be Flexible
 Evaluate and Revise
 Types of planning

 Strategic Plan
 Tactical Plan
 Operational Plan
 Contingency Plan
 Long term plans and short term plans
 Proactive plans and reactive plans
 Formal and informal plans
 Steps in Planning process

The planning process contains seven steps

1. Stating organizational objectives
 Objectives can be classified into two groups:

A. Organizational objectives
These are formal targets of the organization set forward
to help organization to accomplish its purpose.
 Steps in Planning cont...

B. Individual objectives

These are the personal goals each organization
member would like to achieve as a result of
his/her activity within the organization.

They include: High salary, personal development,
recognition etc.
2. Listing alternative ways of reaching identified
objectives
 E.g one of objectives of the health policy in Tanzania is to

facilitate community participation in the prevention of

communicable diseases like cholera. Alternatives may
include:
 Sensitisation of the community to build washing
rooms/pit latrines.
 Adequate supply of safe drinking water.
 Sensitisation of the community on the use of good food.
3. Developing premises upon which each

alternative is based.

 The feasibility of using any one alternative to

organization objectives is determined by

different assumptions such as:

• Cost effectiveness and

• Resources available
Developing premises upon which each
alternative is based…

 What is the existing social, economic and political

environment?

• Strengths, Weaknesses, Opportunities and

Challenges (SWOC), analysis or any other

analytical methods can be used in developing

different premises
4. Choosing the best alternatives for achieving the
objectives
• Managers should be able to rank alternatives from most
desirable to the least desirable.
• Then choose the best and relevant alternatives that
maximize long term return for the organization or which
can solve an existing problem.
5. Developing the plans to pursue the chosen alternatives.
 At this point Managers have to develop strategic and tactical
plans for implementation of the chosen alternatives.

6. Numbering Plans by Budgeting

 Giving the plans the meaning by converting them into
budgets.
 The overall budgets of an organization represent the sum
total of income and expenditure with resultant profit or
surplus.
7. Putting the plans into action
 The implementation of the plans with the application of the
long and short term plans.

Note
 It is important that managers evaluate the implemented
plans.
 This will enable them to understand the status of their
organization in terms of efficiency and effectiveness in the
organization performance.
 Organizing

 Organizing means bringing the resources (people,

materials etc..) together and use them properly for
achieving objectives.
 Organizing involves departmentalization,
establishing span of control, delegation of authority,
establishment of superior-subordinate relationship.
 Process of Organizing
 Determine what is to be done/ Division of Work
 Assign Tasks: Departmentalization.
 Link Departments: Hierarchy development.
 Decide how much to designate Authority,
Responsibility and Delegation.
 Decide the levels at which decisions are to be
made / Centralization vs. Decentralization
 Decide how to Achieve Coordination
 Directing

 Directing with guiding and instructing people to do

the work in the right manner and is the
responsibility of manager at all levels.
 Clear plans and sound organization set the stage but
it requires a manager to direct and lead his
subordinates for achieving the objectives.
 Directing process

 Provide positive and dynamic leadership.

 Provide maximum opportunities.
 Provide proper motivation of personnel.
 Ability to command people.
 Controlling

 Controlling is a continuous activity of supervisory nature.

It involve the following:

 Feed Forward Control: Control that attempts to identify
and prevent deviations before they occur is called feed
forward control, sometimes called preliminary or
preventive control.
 Controlling…
 Concurrent Control: Control that monitors ongoing
employee activities during their progress, to ensure
they are consistent with quality standards, is called
concurrent control.
 Feedback Control: In this case, the control takes
place after the action. Sometimes called post-action
or output control
 Steps in the Control Process

 Establish standards of performance.

 Measure actual performance.
 Compare performance to standards.
 Take corrective action.
 Principles of Effective Control

 Effective controls are timely.

 Control standards should encourage compliance.
 Setting effective standards is important.
 Use management by exception.
 Employees should get fast feedback on performance.
Principles of Effective Control…

 Do not over rely on control reports.

 Fit the amount of control to the task.
 Manager’s roles

 Interpersonal role
 Informational role
 Decisional role
 Interpersonal role

 Figurehead: Ethical guidelines and the principles of

behavior employees are to follow in their dealings
with customers and suppliers
 Leading: Give direct commands and orders to
subordinates and make decisions
Interpersonal role…

 Communication/ Cooperation: Coordinate between

different departments and establish alliances
between different organizations
 Informational role
 Monitoring: Evaluate the performance of managers
in different functions
 Disseminating: Communicate to employees the
organization’s vision and purpose
 Spokesperson: Give a speech to inform the local
community about the organization’s future
intentions
 Decisional role
 Entrepreneur: Organization of resources to develop
innovative goods and services
 Disturbance handler: To take corrective action to
deal with unexpected problems facing the
organization from the external as well as internal
environment
Decisional role

 Resource allocator: Allocate existing resources

among different functions and departments
 Negotiator: Work with suppliers, distributors and
labor unions
What make managers successful?

 Hard work  Ethical consciousness

 Smart work  Collaborative relationship
 Patience  Perseverance( Does not
 Out of box thinking give up)

 Reading and acquiring

knowledge
 Role and function of planning in management
Role and function of planning in management
Planning Provides Direction
 Under the process of planning the objectives of the
organization are defined in simple and clear words.
The obvious outcome of this is that all the
employees get a direction and all their efforts are
focused towards a particular end. In this way,
planning has an important role in the attainment of
the objectives of the organization.
Planning Reduces Risks of Uncertainty
 Planning is always done for future and future is
uncertain.
 With the help of planning possible changes in future
are anticipated and various activities are planned in
the best possible way.
 In this way, the risk of future uncertainties can be

minimized.
Planning Reduces Overlapping and Wasteful
Activities
 Under planning, future activities are planned in
order to achieve objectives.
 Consequently, the problems of when, where, what
and why are almost decided. This puts an end to
disorder and suspicion. In such a situation
coordination is established among different activities
and departments.
 It puts an end to overlapping and wasteful activities.
Planning Promotes Innovative Ideas
 It is clear that planning selects the best
alternative out of the many available. All these
alternatives do not come to the manager on
their own, but they have to be discovered.
While making such an effort of discovery,
many new ideas emerge and they are studied
intensively in order to determine the best out
Planning Facilitates Decision Making

 By determining the objectives of the organization

through planning all the people working in the
organization and all the departments are informed

about “when” “what” and “how” to do things.

 In summary
 Nurse managers have complex, responsible positions
in health-care organizations.
 Ineffective managers may do harm to their
employees, their patients, and to the organization.
 Effective managers can help their staff members
grow and develop as health-care professionals while
providing the highest quality care to their patients.
 References

• Certo, S. C., & Certo, S. T. (2006). Modern

management. Pearson/Prentice Hall.
• Huber, L.D. (2010). Nursing leadership and nursing
care management. Fourth edition.
• Rebecca, A & Jones P. (2007). Nursing leadership
and management.
• Weihrich H & Koontz H (1993). Management: A
global perspective (10 edition). McGraw-Hill
international editions, New York. USA.
Thank you for your attention