Management process is basically a sequence of steps or processes involved in the organization, starting with the identification of goals and objectives, planning or determining the organization’s course of action, implementing the plan, evaluating the results and making changes as required. This may involve the acquisition of resources, assessing organizational requirements, defining methods of organizing and controlling them, measuring performance, motivating people, reviewing and approving policies and procedures, determining staffing requirements, and allotting resources to different projects or assignments. As the name suggests, management process has to do with management and control. In other words, it is how to make things work in an organized and controlled manner. For example, a project manager decides on a marketing strategy. Once the strategy is implemented, he will be in charge of its execution.
The first phase of this management process involves identifying the aims and objectives of the organization. Different departments are then required to work together to identify their needs, skills, talents, capabilities, resources, and responsibilities. Managers determine the roles and responsibilities of all the individuals concerned and allocate them according to their required functions and skills. This enables all the departments to work together towards a common goal and achieve their desired objectives. The results of the actions taken by the different managers form the basis of the management process results and are used as a guide for future planning and actions.
A second phase of the management process concerns planning or setting goals. It is done once all the necessary resources, including human and material resources, have been committed to the cause. The initial goal set by the project management process may be very simple, like increasing production of a certain volume of product per month. However, it may become more complex if the objective is to increase the revenue of the company by reducing costs. In this case, the managers should be able to set specific and attainable goals.
In the third phase of the change management process, a detailed plan is created for the implementation of the changes. This is usually done through a change management team and it includes information about the current situation, current operations, manpower, resources, budget, etc. The project leader is responsible for ensuring that everything is in place, and a readiness assessment is done to verify this. This readiness assessment is performed by performing a series of interviews with key personnel such as the customers, suppliers, staff, management, and other stakeholders. It is done so that the objectives of the change can be properly understood by all parties involved. Based on the information gathered in the interview sessions, the actual change management plan is created.
The fourth phase of the change management process concerns the creation of performance management systems. This includes creating quality systems, providing training to employees, and providing feedback mechanisms to measure employee performance. The objective here is to ensure that the employees are truly motivated to do their jobs. If not, this could have a negative effect on the overall productivity of the organization.
The fifth phase of the management process concerns coordinating the changes with existing functions. One example of coordination is when departments within the organization try to align their activities with each other to make things easier. The managers may decide to coordinate functions such as purchasing, inventory, and accounting.
The sixth phase is often referred to as managing for the sake of managing. This is where the emphasis is placed on avoiding mistakes instead of preventing them. This focuses on controlling the processes involved in making the mistakes rather than trying to make something perfect out of the processes. While this may seem counterproductive, it is necessary to avoid mistakes because they often cost more in terms of time, resources, and money than preventing them.
The seventh and final step of the change management process involves identifying who will take responsibility for making corrections. This is known as correcting the cause. The cause may be poor communication, a poorly designed project, failure to adequately communicate expectations, resistance from employees, or others. This requires the help of a project leader or a management function in order to make the corrections. Once the cause is corrected, the manager plans for future corrective action. He or she may choose to notify another group of people to act as the corrective action team, or he or she may rely on the change management team to do this.