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1. Introduction…………………………………………………………….

• Human Resource Management…………………………………….01

• Management…………………………………………………………02-03

2. Planning………………………………………………………………….03-05

3. Organizing……………………………………………………………….06

4. Staffing……………………………………………………………………06-08

5. Leading……………………………………………………………………08-09

6. Controlling…………………………………………………………………09-11

7. Conclusions…………………………………………………………………11-12

8. Reference……………………………………………………………………13

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Questions 1

What are the five basis functions of management? Explain some of the specific

activities involve in each function. Is one function more important for human

resource management?

Introduction

Human resource management

Based on the basic understanding of human recourse management (HRM), it’s was a

strategic and coherent approaches to the management of an organization’s most value

assets. Human Resource Management (HRM) is the function within an organization that

focuses on recruitment of, management of, and providing direction for the people who

work in the organization. Human Resource Management can also be performed by line

managers.

Human Resource Management is the organizational function that deals with issues related

to people such as compensation, hiring, performance management, organization

development, safety, wellness, benefits, employee motivation, communication,

administration, and training.

Management

Management Excel is about changing people not about changing businesses. We change

people by helping them improve their management skills. Our expectation is that with

these tools, they are then likely to change their businesses.

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Management principles are general rather than specific to a type of firm or organization.

However, management is universal only if the manager has become familiar with the

specific situation in which it is applied. Production technology, customer characteristics

and the culture of the industry are examples of specifics that managers need to learn to be

effective in applying their generic management skills.

In other terms we can say that management is creative problem solving. This creative

problem solving is accomplished through five functions of management;

A) Planning- the on going process of developing the business mission and objectives

and determining how they will be accomplished. Planning include both the

broadest view of the organization.

B) Organizing – is establishing the organizational structure of the organization. The

focus is on division, coordination, and control of tasks and the flow of

information within the organization. It is in this function that managers distribute

authority to job holders.

C) Staffing- filling and keeping filled with qualified people all positions in the

business. Recruiting, hiring, training, evaluating and compensating are the

specific activities included in the function. In the family business, staffing

included all paid and unpaid positions held by family members include the owner

and operators.

D) Leading – influencing people’s behaviors through motivation, communication,

group dynamic, leadership, discipline. The purpose of leading is to channel the

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 behavior of all personnel to accomplish the organization’s mission and objectives

while simultaneously helping them accomplish their own career objectives.

E) Controlling- is the four-steps process of establishing performance standards

based on the firm’s objectives, measuring and reporting actual performance,

comparing the two, and taking corrective or preventive action necessary.

These five functions involve creative problem solving. Creative problem solving is

broader than finding, choice making or decision making. It extends from analysis of the

environments within which the business is functioning to evaluation of the outcomes

from the alternative implemented.

Management is the concentrates on building management skill. There are three basic of

management skill, technical, human and conceptual. A technical skill is the ability to use

tools, techniques, and specialized knowledge to carry out a method, process, or

procedure. Human skills are used to build positive interpersonal relationship, solve

human relations problems, build acceptance of one’s coworkers, and relate to them in the

way that their behavior is consistent with the needs of organizations. Conceptual skills is

involves the ability to see the organization as a whole and to solve problems in a way that

benefits the entire organizations.

Planning

Planning is the concerned with the future impact of today’s decision and the fundamental

function of management from which the other four stem. The need of planning is often

apparent after the fact. However, planning is easy to postpone in the short-run.

Postponement of planning especially plagues labor oriented, hands on managers. The

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organizing, staffing, leading and controlling functions stem from the planning function. A

manager will only ready to organize and staff after goals and plans to reach goals is in

place. In other words, the leading function, influencing the behavior of people in the

organization, the behavior of people in the organization, depends on the goals to be

achieved, and in the controlling function, the determination of whether or not goals are

being accomplished and standards met is based on the planning function where the

planning functions provides the goals and standards that drive the controlling function.

Planning is important at all levels of management, but it does will be characteristics vary

by level of management.

Planning terminology and strategic planning

The basic planning terminology is to establish the vision, mission, objective and goals.

Vision is the nonspecific directional and motivational guidance for the entire

organization. Top managers normally provide a vision for the business; it is the most

emotional of the four levels in the hierarchy of purposes.

Mission is an organization’s reason for being concerned with scope of the business and

what distinguishes the business from similar business where its will reflects the culture

and values of top management.

Objective will refine the mission and address key issues within the organization such as

market standing, innovation, productivity, physical and financial resources, profitability,

management and worker performance and efficiency. They are expected to be general,

observable, challenging, and un-timed. Goals are the specific statements of anticipated

result that further define the organization’s objectives.

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Strategic planning is one of the specific types of planning. Strategies are the outcome of

strategic planning, where an organization’s strategies define the business of the firm is in,

the criteria for entering the business, and the basic action the organization will follow in

conducting its business. Strategies are the major plans that commit large amounts of the

organization’s resources to proposed action, designed to achieve its major objectives and

goals. In other words, strategic planning is the process by which the organization’s

strategies are determined in the process, three basic questions are answered; where are we

now? Where do we want to be? and How to get there? 3. How do we get there?

The "where are we now?" question is answered through the first three steps of the

strategy formulation process: (1) perform internal and external environmental analyses,

(2) review vision, mission and objectives, and (3) determine SWOT: strengths,

weaknesses, opportunities and threats. SWOT analysis requires managers to be honest,

self-disciplined and thorough. Going on to strategy choices without a comprehensive

SWOT analysis is risky.

Strengths and weaknesses come from the internal environment of the firm. Strengths can

be exploited, built upon and made key to accomplishment of mission and objectives.

Strengths reflect past accomplishments in production, financial, marketing and human

resource management. Weaknesses are internal characteristics that have the potential to

limit accomplishment of mission and objectives. Weaknesses may be so important that

they need to be addressed before any further strategic planning steps are taken.

Opportunities and threats are uncontrollable by management because they are external to

the firm. Opportunities provide the firm the possibility of a major improvement. Threats

may stand in the way of a firm reaching its mission and objectives.

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Organizing

Organizing is establishing the internal organizational structure of the business. The focus

is on division, coordination, and control of task and the flow of information within the

organization. Managers are distributing responsibility and authority to job holders in this

function of management. As we know, each organization has an organizational structure.

By action or inaction, managers structure the business. In developing an organizational

structure and distributing authority, managers’ decisions reflect the mission, objective,

goals and tactics that grew out of the planning function and specifically they will decide

the division of labor, delegation of authority, departmental, span of control and

coordination. Management must make these decisions in any organization that has more

than two people. Organizational structure is particularly important in family businesses

where each family member has three hats (multiple roles): family, business and personal.

Confusion among these hats complicates organizational structure decisions.

Staffing

Staffing is among the skills that become more important as the complexity and overall

level of performance of a business with increasing size and improving performance

comes people complexity where more things accomplished through employees, more

delegation to key employees and more reliance on employee to maintain a routine that

assures superiority and any cynical attitudes managers have about employees need to be

replaced with positive attitudes.

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The organizing function of management defines each position or category of positions on

the organization. Staffing follows with the filling and keeping filled all positions on the

organization. Recruiting a pool of applicants for a position, selecting new employees

from among the pool of applicants, training new employees and retraining experienced

employees are the key elements of the staffing function. Managing resignations and

discharges is also part of staffing. Staffing may be mistakenly limited to regular

employees. Instead, staffing includes all personnel categories: managers, working

managers and laborers; family and non-family; paid and unpaid; and full-time and part-

time.

Practically all organization functions without a personnel department. This means that

management generalists rather than personnel specialists handle staffing. The

organization human resource managers must deal with factors external to the organization

such as labor laws and regulations, labor markets, practices of other employers and

stereotypes of farm employment. Internal factors such as policies regarding family

members’ entry into the business, conflict between family and business goals and limited

opportunities for promotion because of flat organization charts must be dealt with.

Staffing has both short-run and long-run ramifications. In the short-run, positions must be

kept filled with qualified people who can get the work done. In the long run, development

of top and middle level management personnel for business continuity into the next

generation tops the list of staffing challenges.

Staffing success depends heavily on the planning and organizing functions of

management. In planning, both organization goals and employees' goals are considered. A

business functions best when business and employee goals are compatible. Job analysis

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leads to job specifications and job descriptions. In developing job specifications, the

necessary knowledge, skills and abilities for each position are determined. Job

descriptions identify specific tasks for each position. Full success in staffing rarely comes

without analyzing the jobs on the organization, determining what is needed for success in

each job and writing a description of the job.

Regardless of size, each business has an organizational structure. The structure may be

the result of careful planning. It may be highly formal with an organization chart well

known and understood. On the other hand, structure may be the result of tradition and

happenstance. In may be so informal that employees and family members are unsure of

their roles, to whom they report and how they are to relate to other people on the

business. Ideally, the organizational structure provides a guide to the roles that people

perform to help the business achieve its goals. An effective organizational structure

results in everyone on the farm working together as a team.

Work is directed to accomplishing both the organization’s goals and the personal goals of

employees. Organizing must result in tasks being done as a means to an end rather than

an end. Structuring the business to create a positive environment for people and

ultimately a high quality of work life is equally important to getting the tasks done.

Staffing is best done with attention to recruiting, selecting and training employees to help

them satisfy their goals and the goals of the business.

Leading

Leading is a terms of influencing people’s behavior through motivation, communication,

group dynamics, leadership and discipline. The purpose of leading is to channel the

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behavior of all personnel to accomplish the organization’s mission and objective while

simultaneously helping them accomplish their own career objectives. The leading

functions give the manager an active rather than a passive role in employee performance,

conduct and accomplishments. Managers accomplish their objectives through people. In

blaming others for her or his human resource problems, a manager is denying the

management responsibilities inherent in the directing function.

The leading function gives managers a second responsibility: helping people in the

organization accomplish their individual career goals. Organizations do not succeed while

their people are failing. Helping people in the organization with career planning and

professional development is an integral part of the leading function.

In Management, the leading function in Managing for Success has included: motivation,

communication, performance appraisal, and discipline and conflict management. Several

Management teams have offered situational leadership as an advanced course for

Managing for Success graduates. Management team leader in-services have included

group dynamics and team building.

Controlling

Controlling is the four- step process of establishing performance standards based on the

firms objectives, measuring and reporting actual performance, comparing the two, and

taking corrective or preventive action as necessary. A performance standard comes from

the planning functions. No matter how difficult, standards should be established for every

important task. Although the temptation may be great, lowering standards to what has

been attained is not a solution to performance problems. On the other hand, a manager

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does need to lower standards when they are found to be unattainable due to resource

limitations and factors external to the business. Corrective action is necessary when

performance is below standards. If performance is greater than or equal to standards, it is

useful to reinforce behaviors that led to the acceptable performance.

Controlling leads to identification of new problems that in turn need to be addressed

through establishment of performance standards, measuring performance. Employees

often view controlling negatively. By its very nature, controlling often leads to

management expecting employee behavior to change. No matter how positive the

changes may be for the organization, employees may still view them negatively.

Control is both anticipatory and retrospective. The process anticipates problems and takes

preventive action. With corrective action, the process also follows up on problems.

Ideally, each person in the business views control as his or her responsibility. The

organizational culture should prevent a person walking away from a small, easily

solvable problem because "that isn't my responsibility." In customer driven businesses,

each employee cares about each customer. In quality driven dairy farms, for example,

each employee cares about the welfare of each animal and the wear and tear on each

piece of equipment.

Controlling is related to each of the other functions of management. Controlling builds on

planning, organizing and leading. Managers can use one or more combinations of three

control strategies or style; market bureaucracy and clan. Each serves a different purpose.

External forces make up market control. Without external forces to bring about needed

control, managers can turn to internal bureaucratic or clan control. The first relies

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primarily on budgets and rules. The second relies on employees wanting to satisfy their

social needs through feeling a valued part of the business.

Self-control, sometimes called adhocracy control, is complementary to market,

bureaucratic and clan control. By training and encouraging individuals to take initiative

in addressing problems on their own, there can be a resulting sense of individual

empowerment. This empowerment plays out as self-control. The self-control then

benefits the organization and increases the sense of worth to the business in the

individual.

Conclusions

Based on the explanation of the five functions and specification of activities involves in

each functions. Its show that, the five basic management function are important to help

the HRM department in the organizations to have a creative thinking in problem solving.

Where, the planning help the HR manager to plan all the works by determine the vision,

mission, objective and goals to archive the organization goals and targets.

By organizing, it help the HR managers establishing the organizational structure of the

organization, by focus on division, coordination, and control of tasks and the flow of

information within the organization. It is in this function that managers distribute

authority to job holders. HR manager also can easily filling and keeping filled with

qualified people in all positions in the business in terms of recruiting, hiring, training,

evaluating, and compensating.

Leading help HR manager to leading and direct the employee through the organization

objective and goals by influencing the employee behaviors through the motivation,

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communication, group dynamics, leadership and discipline. And by controlling the HR

manager can establish the performance standards based on the firm’s vision, mission, and

objective by measuring and reporting the employee actual performance and it will lead to

the goal of the organizations.

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Reference:

1. Fayol, Henri, (1916), Five Function of Management,(online), available:

http://www.provemodels.com/3/five-function-of-management/fayolhenri

(28, April, 2008)

2. Gary Dessler, International Edition, Human Resource Management, tenth edition.

3. Stephen P. Robbins/ Mary Coulter. Management, Eighth Edition, Person

Education International. Chapter 1, Pp 9-13

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