Which One Of The Following Functions Is Responsible For Submitting Employee Pay Rate Changes

Functions of direction are a systematic mode of doing things. Management is a process to emphasize that all managers, irrespective of their aptitude or skill, engage in some inter-related functions to attain their desired goals.

4 Functions of management are planning, organizing, leading, and controlling that managers perform to accomplish concern goals efficiently.

Commencement, managers must set a plan, organize resources co-ordinate to the plan, pb employees to work towards the plan, and command everything past monitoring and measuring the plan'southward effectiveness.

Management process/functions involve iv bones activities;

Planning and Conclusion Making: Determining Courses of Activeness,
Organizing: Analogous Activities and Resources,
Leading: Managing, Motivating and Directing People,
Controlling: Monitoring and Evaluating activities.

4 functions or steps of management process

i. Planning and Decision Making – Determining Courses of Activity

Looking ahead into the future and predicting possible trends or occurrences that are likely to influence the working state of affairs is the most vital quality and manager's job. Planning means setting an organization's goals and deciding how all-time to achieve them.

Planning is controlling regarding the goals and setting the future course of activeness from a set of alternatives to reach them.

The plan helps maintain managerial effectiveness as information technology works as a guide for future activities. Selecting goals as well every bit the paths to attain them is what planning involves.

Planning involves selecting missions and objectives and the deportment to accomplish them. It requires conclusion-making or choosing future courses of activity from among alternatives.

In brusque, planning means determining what the organisation's position and the state of affairs should be in the futurity and decide how best to bring about that situation.

Planning helps maintain managerial effectiveness by guiding future activities.

For a manager, planning and decision-making require an ability to foresee, visualize, and look ahead purposefully.

2. Organizing –Coordinating Activities and Resources

Organizing can be defined as the procedure past which the established plans are moved closer to realization.

Once a manager sets goals and develops plans, his side by side managerial part is organizing human resource and other resource identified as necessary by the plan to reach the goal.

Organizing involves determining how activities and resources are to be assembled and coordinated.

The organisation tin can also be defined as an intentionally formalized structure of positions or roles for people to make full in an organization.

Organizing produces a structure of relationships in an arrangement, and it is through these structured relationships, plans are pursued.

Organizing is part of managing, which involves establishing an intentional construction of roles for people to fill in the organization.

It is intentional in the sense of making sure that all the tasks necessary to accomplish goals are assigned to people who can do the all-time.

The purpose of an organizational structure is to create an surroundings for the all-time human functioning.

The construction must ascertain the task to be done. The rules then established must also exist designed in calorie-free of the abilities and motivations of the people available.

Staffing is related to organizing, and it involves filling and keeping filled the positions in the organisation construction.

This tin can be done past determining the positions to be filled, identifying the requirement of the workforce, filling the vacancies, and preparation employees then that the assigned tasks are achieved effectively and efficiently.

The managerial functions of promotion, demotion, belch, dismissal, transfer, etc. They have also included the broad job "staffing." staffing ensures the placement of the correct person in the correct position.

Organizing decides where decisions will be made, who will practise what jobs and tasks, who will work for whom, and how resources will get together.

three. Leading – Managing, Motivating, and Directing People

The third basic managerial function is leading. Information technology is the skills of influencing people for a particular purpose or reason. Leading is considered to be the well-nigh important and challenging of all managerial activities.

Leading is influencing or prompting the organisation member to work together with the interest of the organization.

Creating a positive attitude towards the work and goals amid the members of the organization is called leading. It is required as information technology helps to serve the objective of effectiveness and efficiency by changing the behavior of the employees.

Leading involves several deferment processes and activates.

The functions of management, motivation, advice, and coordination are considered a part of the leading processor system.

Coordinating is besides essential in leading.

Most authors practise not consider it a separate office of direction.

Rather they regard coordinating equally the essence of managership for achieving harmony among individual efforts towards accomplishing grouping targets.

Motivating is an essential quality for leading. Motivating is the management process of influencing people'south beliefs based on knowing what cause and aqueduct sustain human beliefs in a particular committed management.

Efficient managers need to be effective leaders.

Since leadership implies fellowship and people tend to follow those who offer a means of satisfying their own needs, hopes, and aspirations, understandably, leading involves motivation leadership styles and approaches, and communication.

four. Controlling – Monitoring and Evaluating Activities

Monitoring the organizational progress toward goal fulfillment is called controlling. Thus, monitoring progress is essential to ensure the achievement of organizational goals.

Decision-making is measuring, comparison, finding deviation, and correcting the organizational activities performed to achieve the goals or objectives. Thus, controlling consists of activities like; measuring the performance, comparing with the existing standard and finding the deviations, and correcting the deviations.

Command activities generally relate to the measurement of accomplishment or results of actions taken to reach the goal.

Some ways of decision-making, like the budget for expenses, inspection records, and the record of labor hours lost, are generally familiar. Each mensurate also shows whether plans are working out.

If deviations persist, correction is indicated. Whenever results differ from the planned action, persons responsible are to be identified, and necessary actions must be taken to improve performance.

Thus outcomes are controlled past controlling what people do. Decision-making is the last but not the least important direction role procedure.

Information technology is rightly said, "planning without controlling is useless." In short, we tin can say the controlling enables the accomplishment of the plan.

Conclusion: Management is a process of interrelated functions.

Management is a process of interrelated functions

All the direction functions of its process are interrelated and cannot exist skipped.

The management procedure designs and maintains an surroundings in which personnel's, working together in groups accomplish efficiently selected aims.

All managers carry out management'due south main functions: planning, organizing, staffing, leading, and controlling. But depending on the skills and position on an organizational level, the time and labor spent in each function will differ.

Planning, organizing, leading, and controlling are the four functions, which piece of work as a continuous process.