Process of management

Process of management

Once the corporate objectives have been quantitatively and otherwise specified, the normal process of management takes over. Every step of the process is carried through the free flow of communication as described below:

(i) Planning
Planning is based on assumptions about working etc, predictions and forecasts that overarch time horizon designated for planning. For strategic planning, time horizon may extend from 3 to 5 years; for tactical planning, the time horizon is around one year and for operational planning, it may be three months or even less.

It has been said that managing the future really involves management of information about the future. This flow of communication about the achievements in the past, trend analyses and their projection into the future form the grist of planning work. Central to any planning is the strategic intent
of the company. Therefore, along with the detailed planning, communication must include the underlying assumptions and strategy underpinning it.

(ii) Organizing
Once the overall strategic planning is frozen, a design of organization structure must be examined – what changes need be made in the existing design so that it is in tune with the changed requirements of the new strategy.
Every stakeholder of the firm must be communicated properly about the new organization structure, changes brought about and how those changes will take shape. An open, transparent and participative approach in management will go a long way in allaying any fears. Timely and comprehensive communication ensures against gaps, the breeding ground of gossips and rumors.

(iii) Staffing
Staffing involves filling up of the positions as per the requirements of the new organization structure. A proper procedure must be followed for recruitment, without ignoring the rightful claim of internal claimants.
A transparent system for filling up any vacancy must be designed and implemented so that internal candidates do not find themselves at any disadvantage to the recruitment from outside sources.
Open communication about staffing policy, procedures, and practices ensure a high morale of employees.

(iv) Leading (Directing)
The term „directing‟ is being quickly replaced by leading as the former has been monopolized by statutes referring to members of the board of directors whereas the term „leading‟ does not suffer from such deficiency. Leadership qualities are required at all levels. Seniors can lead their subordinates in developing efficient and effective methods of doing work.
Good communicators tell their subordinates only „what‟ to do and their deputies invariably surprise them with their ingenuity by devising „how‟ those tasks may be performed.

(v) Controlling
Management is a profession of control. An average manager spends a great deal of his time in controlling the progress of job against the original planning goals and objectives. This involves progressing and following up during execution, reviewing and monitoring by discussing with the persons concerned with a view to discovering tomorrow‟s problems today and doing something about them now.
Measuring and creating reports and communicating them to the concerned persons in a regular manner form the essence of the process of control. Feedback communications become the lines for communication, coordination,and control.