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The administrative process

The administrative process consists of 4 basic functions, planning, organization,


implementation and control. Constitute the management process. A summary expression
of these fundamental functions of the administrative is:

 PLANNING: to determine the objectives in the courses of action that will be


followed.
 ORGANIZATION: to distribute the work among the group members and to
establish and recognize the necessary relationships.
 PERFORMANCE: by group members to carry out the prescribed tasks will and
enthusiasm.
 CONTROL: activities to conform with the plans.

PLANNING:

For a manager and a group of employees is important to decide or be identified with the
objectives to be achieved. The next step is to reach them. This raises questions that work
needs to be done? When and how will? What are the necessary elements of work,
contributions and how to achieve them? In essence, a plan is formulated by integrating
predetermining or pattern of future activities, this requires the ability to predict, visualize,
the purpose of look ahead.

IMPORTANT PLANNING ACTIVITIES

 To clarify, amplify and determine objectives.


 Forecasting.
 Set the conditions and assumptions under which the work will be done.
 Select and declare the tasks to achieve the objectives.
 Establish a master plan emphasizing achievements creativity to find new and better
ways to do the job.
 Establish policies, procedures and methods of performance.
 Anticipating possible future problems.
 Modify plans in the light of monitoring results.

ORGANIZATION

After the address format for future actions are already been determined, the next step to
accomplish the work, or report will distribute the necessary work activities among group
members and indicate the participation of each group member. This division of labor is
guided by consideration of such things as the nature of the component activities, group
people and physical facilities available.

These component activities are grouped and assigned so that a minimum cost or
maximum employee satisfaction is achieved or some similar objective is reached, if the
group is deficient in either the number or the quality of the management members such
members shall endeavor. Each of the members assigned to a component activity faces his
own relationship with the group and the group with other groups in the company.

MAJOR ACTIVITIES OF ORGANIZATION.

1. Subdivide the job into operational units (depts)


2. Group posts operating obligations (reg positions. X dept.)
3. Gather operational positions into manageable and related units.
4. Clarify job requirements.
5. Select and place individuals in the right job.
6. Use and agree the appropriate authority for each member of the Admin ..
7. Provide personal facilities and other resources.
8. Adjusting the organization in the light of monitoring results.

EXECUTION

To physically perform activities resulting from the steps of planning and organization, the
manager needs to take steps to initiate and continue the actions required to implement the
group's task. Some common measures used by the manager to put the group in action are
directing, developing managers, instruct, assist members as well as their work improved
by their own creativity and compensation for this is called execution.

MAJOR ACTIVITIES OF PERFORMANCE.

1. Putting into practice the philosophy of participation by all those affected by the
decision.
2. Drive and challenge others to do their best.
3. Motivate members.
4. Communicate effectively.
5. Develop members to realize their potential.
6. Recognition and reward with good pay for a job well done.
7. Meeting the needs of employees through efforts at work.
8. Review of the implementation efforts in the light of monitoring results.

CONTROL

Managers have always found it convenient to check and monitor what is being done to
ensure that the work of others is progressing satisfactorily toward the predetermined
target. Establishing a good plan, distribute the component activities required for that plan
and the successful execution of each member does not ensure that the company be
successful. Discrepancies, misinterpretations and unexpected obstacles may occur and
should be reported promptly to the manager that corrective action is taken.

MAJOR ACTIVITIES OF CONTROL


 Compare the results with the general plans.
 Evaluate results against performance standards.
 Devise effective means to measure operations.
 Communicating means which are measured.
 Transferring such detailed data showing comparisons and variations.
 Suggest corrective actions when necessary.
 Inform members responsible for the interpretations.
 Adjust control in light of monitoring results.