Managerial plans specify the means by which the objectives will be accomplished. These are oriented towards the future and offer management a blue print with which to direct operations in pursuit of the objectives.
Initially the organizing of activities is based on a “differentiation” of tasks through a division of labour and on the establishment of scalar and functional relationships within a formal structure.
Next, management must provide for the integration of the differentiated tasks by assigning responsibilities and concurrently delegating authority to ensure co-ordination throughout the formal structure in a way that contributes measurably to the attainment of the managerial objectives reflected in the plans.
Organizing is concerned primarily with structuring tasks and co-ordinating activities in a logical and meaningful fashion. It also involves a formal relationship between (a) superiors and subordinates within a given unit, (b) individuals performing related activities in different units and (c) individuals doing the primary work of the organization and those who provide specialized kinds of supporting services.
Staffing is the acquisition of personnel qualified to accomplish the tasks identified in the organizing of activities. Staffing involves obtaining the right number of the right people at the right time to accomplish the objectives set forth in the managerial plans. It includes, planning, obtaining and developing the human resource.
Having completed the staffing of operations, management is ready to direct the organization toward accomplishment of the objectives enumerated in the plan. This, the leadership function of management, involves eliciting effort and performance from the human resource in a way that contributes to the basic purposes of the organization.
Control is regulation of operations in conformity with the managerial plans, or more specifically, in accordance with the objectives specified in such plans. Control is essential to ensure that operations are directed towards the attainment of organizational objectives. To the extent that operations diverge from the managerial plans, the organization is out of control.
In actual practice, these fundamental functions of management are inextricably interwoven and interrelated; the performance of any one function does not cease entirely before the next is started. Each function affects the others, and they are all intimately interrelated to form the management process.