1. FUNCTION OF MANAGEMENT
NCO SCHOOL
FUNCTION OF MANAGEMENT

2. COGNITIVE OBJECTIVE: TOOTLIFEST comprehend the impact of the functions of management on workcenter effectiveness.

3. SCOPE of PRESENTATION PLANNING FUNCTION ORGANIZING FUNCTION
CONTROLLING FUNCTION
LEADING FUNCTION

4. PLANNING
Planning in its simplest form means “determining an organization’s goals and deciding how best to achieve them.”
Planning precedes all other management functions and is essential to the success of any organization.

5. THE PLANNING FUNCTION A. The Purpose of Planning
B. The Planning Process
C. Budgeting
D. Personnel Management
E. Planning Case Study Exercise

6. A. The Purpose of Planning
* facilitate goal achievement by establishing a clear path and continually emphasizing the steps of the plan to accomplish the goal
* energize your people by focusing their activities on those tasks required to get the job done
* set priorities and develop alternatives when there are numerous problems to be overcome

7. * stay on track because a clear plan helps you to follow developments and detect trouble spots. By detecting trouble clearly you can take corrective action or adjust the plan as needed
* protect you and your unit from surprises or changes in the organizational climate

8. B. The Planning Process a. Analyzing the purpose and mission
b. Establish goals.
c. Identify Alternatives
d. Selecting the best alternative
e. Implement the plan

9. a. Analyzing the purpose and mission
your unit or work center is the first place you want to start when constructing a plan. The mission of the organization is its purpose or fundamental reason for existence and is usually found in the mission statement.

10. b. Establish goals. Performance can be improved
Expectations can be clarified
Motivation increases as goals are met

11. Three levels of goals form a hierarchy of goals:
Strategic goals - targets or future results set by top management
Tactical goals - are targets or future results usually set by middle management for specific departments or units

12. Operational goals - are targets or future results usually set by lower level management that address specific, measurable outcomes required from the lower levels

13. Goals should meet certain criteria to be effective:
Challenging--lead to higher performance
Attainable--not impossible
Specific and measurable--clearly recognized when achieved
Time limited--frame of time for achievement
Relevant--enables people to see their purpose and devise ways to meet them

14. c. Identify Alternatives. develop alternate plans or courses of action.
The identification of alternatives should be just that—identification, not evaluation
Brainstorming is an appropriate tool
For every plan a number of good alternatives should be offered

15. Selecting the best alternative - Like choosing the best decision, selecting the best plan should be a relatively easy if the situation has been thoroughly analyzed, goals clearly identified and alternatives fully developed.

16. The plan that promises to accomplish goals most effectively in terms of time, cost and efficiency is going to be your best choice

17. e. Implement the plan: To put a plan into action you must implement it.
The implementation of your plan will require extensive coordination and teamwork by all participants
People will be more committed to plans they helped develop

18. Good communication is essential for everybody involved—they need to know what the end result is going to be and how it will affect them
You must carefully monitor progress and results

19. A good plan should reflect certain characteristics that have been traditionally identified with successful plans. A good plan should:
be relevant to organizational needs
be realistic and achievable given the organizational resources
clearly identify expected results

20. produce results that are qualitative and quantifiable
have a clear framework for completion
be periodically revised and updated
hold the leader/manager accountable and responsible for results
be flexible--be prepared with plan B and C

21. C. Budgeting
Budgeting is an integral part of the planning process and is concerned with how budgets are actually formulated and implemented in an organization.
Budgets are managed at different levels within organizations with varying degrees of control. You may be familiar with the term responsibility center and cost center:

22. - A Responsibility Center is any organizational department under the direct supervision of a single individual who is responsible for its activities.
- A Cost Center is the lowest level where supplies are used. The cost center is usually the flight or workcenter in an organization

23. D. Personnel Management
Personnel Management for the NCO involves manning needs, training and professional development, and rewarding performance.
Manning involves deciding the types and numbers of personnel needed by your workcenter to accomplish the mission.

24. You should become familiar with your workcenter’s Unit Manning Document (UMD)
Training is one of the most important responsibilities of all NCOs.
NCOs are also responsible for the professional development of personnel assigned

25. Another aspect of personnel management is the evaluation of personnel.
Evaluation helps to determine if your people are performing up to expectations and provides a means to facilitate professional development. As a supervisor, you are responsible for observing, evaluating, providing feedback, and reporting on your subordinates.

26. Lastly, rewarding performance can be one of the most exciting personnel activities you do as a supervisor.
People expect to be rewarded for a job well done, and it’s your responsibility to appropriately recognize and reward those individuals whose military conduct, bearing, and performance clearly exceed established standards.

27. E. Planning Case Study Exercise

28. THE ORGANIZING FUNCTION
A. The Purpose of Organizing
B. Job Design
C. Coordination
D. Organizing Case Study Exercise

29. A. The Purpose of Organizing
Establishing of relationship bet men & equipment group together for a common purpose

30. B. Job Design
a. Job rotation
b. Job enlargement
c. Job enrichment

31. C. Coordination
Individual, unit, group and organizational activities must be linked to ensure movement in a direction
By promoting cross talk you will promote innovation within your workcenter. New ideas can emerge when views are shared between workcenters.

32. An important role for NCOs is to maintain the highest level of communication and rapport with all their subordinates and remain attuned to their needs.
- As a supervisor, you must communicate vertically and laterally to work out problems between different groups, squadrons or units within an organization. You must also facilitate communication and focus problem solving activities.

33. Whether your are organizing a three shift operation or a three person shop, the type of organization and the amount of coordinating required must be taken into account to improve workcenter effectiveness.

34. D. Organizing Case Study Exercise

35. THE CONTROLLING FUNCTION
A. The Purpose of Controlling
B. The Controlling Process
C. Controlling Case Study Exercise

36. Controlling
To insure that plans, order, directives and policies are being complied with in such manner that the objectives will be attained

37. A. The Purpose of Controlling
Monitoring employees’ activities.
Keeping the organization on track toward its goals.
Making corrections as needed.

38. B. The Controlling Process
a. STEP 1--Establish Standards of Performance.
b. STEP 2--Measure Actual Performance
c. STEP 3--Comparing Performance to Standards
d. STEP 4--Evaluate Performance and Take Action.

39. THE LEADING FUNCTION A. The Purpose of Leading
B. Relationship Between Leadership and Management

40. A. The Purpose of Leading
. Leading as it applies to the functions of management involves motivating members of the organization to work together in the best interest of the organization.
This function can be the most difficult to master because a supervisor must effectively apply all aspects of leadership.

41. B. Relationship Between Leadership and Management
leadership is not subordinate to management
B. Relationship Between Leadership and Management
- Leadership as “the art of influencing and directing people to accomplish the mission.”
-management as “the process of working with and through individuals, groups, and other resources (such as equipment, capital, and technology) to accomplish organizational goals.”

42. As NCOs, we must effectively manage our people and other resources to ensure successful mission accomplishment. Properly utilizing the functions of management will help you execute your duties and responsibilities both effectively and efficiently.

43. who is responsible for management in your organization?
So then I ask you,
who is responsible for management in your organization?
You? Your boss?
Your commander?