Management functions

There are many different activities that mangers perform into a few conceptual categories that are now called as management function. There are six management functions, they are.

  • Planning
  • Organizing
  • Coordinating
  • Staffing
  • Directing
  • Controlling


In this function it establishes goals and objectives to pursue during a future period. The planning function spans all levels of management. Top managers are involved in strategic planning that sets board, long-range goals for an organization. These goals become the basis for short-range, annual operational planning; during which top and middle managers determine specific departmental objectives that will help the organization makes progress toward the broader, long-range goals.


In this function it typically follows planning and reflects how the organization tries to accomplish its goals and objectives. In relation to the structure of a company, organizing involves the assignment of tasks, the grouping of tasks into departments and the allocation of resources to departments. Organizing also involves establishing the flow of authority and communication between position and levels within the organization. Top manager performs these activities. Like wise middle manager and supervisors organize the tasks to create positions within their departments. Job analysis and job design activities are organizing function.


In this function coordinating refers to management activities related to achieving an efficient use of resources to attain the organization’s goals and objectives.


In this function staffing refers to the fundamental cycle of human resources activities, determining human resource needs, and recruiting, selecting, hiring, training, and developing staff members.


In this function directing is also referred to as leading, it involves influencing division, departments, and individual staff members to accomplish the organization’s goals and objectives.


In this function manager performing the controlling management function translate organizational goals and objectives into performance standards for divisions, department and individual position. Controlling also involves assessing actual performance against standards to determine whether the organization is on target to reach its goals and taking corrective actions as necessary. Managers practicing the evaluative component of controlling assess how well the organization has achieved its objectives.


This article is taken from the book “ Leadership and Management in the Hospitality Industry”. Robert H. Woods and Judy Z. king writes this book.