1. Management Functions and Principles REVIEW
RCLS - CCSC Fall 2011
Management Functions and Principles REVIEW

2. Overview Management Planning Organizing Coordinating Directing
Controlling

3. Management
The Air Force Defines management as “the process of organizing and using resources to accomplish predetermined objectives”
Set Goals and Create the conditions for reaching them

4. Management Thoughts Traditional School of Thought
Straight line chain of command that places the responsibility on one person with authority to give orders to subordinates
Behavioral School of Thought
Emphasizes people are its most valuable resource, and that individual efforts must be recognized and rewarded

5. Management Thoughts The Mathematical School of Thought
Requires that decisions be based on precise analytical data
The Systems School of Thought
Emphasizes flow charts and flow diagrams to plot and analyze internal and external factors and how they effect mission achievement

6. Management Philosophy
Management is an inherent responsibility of command
Achieve the greatest effectiveness possible with available resources
Central control of resources is essential to their best use
Maximum effectiveness can be achieved only if people are recognized and respected as individuals

7. Planning
High echelon planning is broad and general; detailed planning is done at lower echelons
Operations are always changing, you must plan all the time
Planning comes before Organizing, Coordinating, Directing, and Controlling

8. Steps to Planning Define and Analyze your Objective
Break the mission into parts
Analyze each objective to learn what you need to achieve it
Find the steps necessary to finish the job
Evaluate the situation
Decide the roles of other parts of the unit
Determine how they fit into the scheme of the operation and what contribution they can make
Consider Possible Courses of Action

9. Steps to Planning Select the Best Course of Action
Develop an Alternate Plan
Things change!!!
Your alternate plan must be as carefully selected and a fully developed as your primary plan
Test Both Plans for Completeness
The plans should tell “who, what, when, where, and how”
Question not only the general plan, but each detail
--Get you people together, explain the objective, tell them what resources are available, and ask them to “brainstorm” for ideas

10. Organizing Unity of Command Span of Control
This means that only one person has control of, and bears responsibility for, the activity
Keeps responsibilities from overlapping with each other
Span of Control
This is how many cadet NCOs and/or officers you can effectively supervise
The number of people assigned to the job, the time, and the distance between the activities determine what that number is

11. Organizing Logical Assignment Delegation of Authority
Sometimes called homogeneous assignment or functional grouping
Meaning grouping related functions to improve operational efficiency
Delegation of Authority
Giving others the authority to make decisions, take action, and to give orders on your behalf
No one person can do everything necessary to achieve the unit’s objectives

12. Unit Organizational Structure
Line
Oldest and simplest form of organizational structure
Vertical line along which you lead subordinates
Each position along the line has general authority over the lower positions

13. Unit Organizational Structure
Line and Staff
The line member still maintain primary control
Staff consists of specialists that act as advisors and allow the commander to make sound decision even when he/she may not be versed in i.e. ES, Aerospace, etc.

14. Unit Organizational Structure
Functional
Allows each staff specialist to make routine directives relating to their area without the commander being directly involved
Relieves you as the commander from having to make decisions that call for specialized knowledge

15. Coordinating An exchange of information
Internal and External Coordination
Internal Coordination deals with with elements that are directly or indirectly under your control.
Three types of Internal Coordination: vertical, lateral, and informal
External Coordination is communicating with other units outside of your own to get their cooperation in achieving a common objective

16. Internal Coordination
Vertical Flow
Is the upward and downward movement of communication through the formal structure of your unit
May be written or oral, directive or non-directive, formal or informal, or even gestures or facial expressions
Informal Flow
Unofficial verbal or written communication that follows the informal channels rather than formal ones
Information sometime get distorted

17. Internal Coordination
Lateral Flow
Allows supervisors on the same organizational level to coordinate their activities without referring every matter to the commander
Improve understanding and increases the speed of information
Make sure subordinates keep from making policy changes or commitment beyond their authority, and that they keep you informed of all interdepartmental coordination and activities

18. Communication Media for Coordinating
Written
Coordinating can be done through written instructions, reports, and other types of printed material
Written communication is often slower than verbal
Verbal
Helps create a friendly and cooperative attitude, and stimulates individual and group morale.
Allows question to be asked and answered on the spot
2) Verbal communication includes conferences, staff meeting, and seminars

19. Directing Four Qualities of directing
Focusing on the objective, stimulating cadets toward accomplishing the mission, supervising, and directing the procedure
Directing is putting the plan into action and using resources to get the mission done
Directing has two aspect: people and procedures
You not only supervise people but resources as well

20. Essentials of Directing
The Four Essentials of Directing
Let your cadets know what you want them to do
Establish work practices and resolve conflicts that arise,
Make decisions and issue orders that will assure efficient use of resources and keep to procedures
Implement methods to improve operations

21. Types of Directions There are four types of directions Demand Request
Most often used in day-to-day directing
No less binding that a demand type order, but treats cadets with more respect
Suggestion
Volunteer
1) Most effective when you must keep strict control
3) Best used with fully competent workers who readily accept responsibility
4) Rarely used, and only to request something you cannot order

22. Controlling
Controlling is deciding if an action is carrying out a plan, and periodically checking to see that it does
Controlling must have a method for measuring performance, and correcting the deficiency to meet that standard
Controlling is intervening, when necessary, to bring the task back into line with the general plan

23. The Process of Controlling
Establishing the Standard
Set standards that are to be met
Decide what the results should be or what you expect them to be
Detecting Deviations from the Standards
Collect data regularly using personal visits, staff meetings of personnel involved, committee meetings, briefing by experts in the field, and special reports
Trend Data shows what changes have occurred from one point in time to another

24. The Process of Controlling
Measuring the Deviation
When you detect a deviation, find out to what extent the deviation has occurred
Measure it without interfering with normal operations unless it is a matter of personal safety.
Taking the Necessary Corrective Action
Change the work method without changing the plans, or change the plans or goals without changing the work method
Reassign or clarify duties, get more analysis of why things went wrong
Explain the job more fully

25. Questions??