Management Process

Planning To take decisions and to prepare plans, policies, procedures, rules,

etc.

Identifying and selecting appropriate goals and courses of action for an

organization.
The planning function determines how effective and efficient the
organization is and determines the strategy of the organization.

Three Steps in the Planning Process:

Deciding which goals to pursue.
Deciding what courses of action to adopt.
Deciding how to allocate resources.

Organising Division on work and authority responsibility

Structuring working relationships in a way that allows organizational

members to work together to achieve organizational goals.

Organizational Structure

 A formal system of task and reporting relationships that coordinates

and motivates organizational members.
Creating organizational structure:

Grouping employees into departments according to the tasks

performed.

Laying out lines of authority and responsibility for

organizational members.

Staffing Deployment of workforce. The managerial function of staffing

involves manning the organization structure through proper and effective selection,
appraisal and development of the personnels to fill the roles assigned to the
employers/workforce. According to Theo Haimann, Staffing pertains to recruitment,
selection, development and compensation of subordinates.
Directing Instructing, motivating, leading the subordinates. Articulating a
clear vision to follow, and energizing and enabling organizational members so
they understand the part they play in attaining organizational goals.
Leadership involves using power, influence, vision, persuasion, and
communication skills.
The outcome of leadership is highly motivated and committed organizational
members
Controlling Actual vis--vis standards and taking corrective measures.
Structuring working relationships in a way that allows organizational members to
work together to achieve organizational goals.

Organizational Structure
A formal system of task and reporting relationships that coordinates
and motivates organizational members.
Creating organizational structure:

Grouping employees into departments according to the tasks

performed.

Laying out lines of authority and responsibility for

organizational members.

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e system

INPUT DESIGN

InInput design has six main objectives:

1.
2.
3.
4.
5.
6.

Select suitable input and data entry method

Reduce input volume
Design attractive data entry screens
Use validation checks to reduce input errors
Design required source documents
Develop effective input controls

There are two main data entry methods; batch and online input.
Batch input

Data entry is performed on a specified time schedule

Collection (batch) of data is input at one time

Online input

Data is validated and available immediately

Source data automation

Combines online data entry with online data capture

Uses magnetic data strips and swipe scanners

Common examples: ATMS, point-of-sale terminals, bar code readers, patient ID bracelets,
libraries
Online data entry has become a requirement in many dynamic business operations. An example is the
online package tracking service offered by courier and other package delivery services: as the
shipment moves through the carriers delivery system, information about the shipments progress can
be accessed almost immediately online by the customer. Source data automation is important, and
examples might include optical scanners that grade standardized test forms and magnetic ink
character recognition devices that read the numbers on checks.
Because most data problems occur during data entry, a reduction in input volume will reduce the
number of errors that must be located and corrected. The four guidelines for reducing input volume
are:

Input necessary data only

Do not input data that can be retrieved from system files or calculated from other data

Do not input constant data

Use codes

A source document differs from a turnaround document in that the former holds
data that revolutionize the status of a resource while the latter is a machine
readable document. Transaction throughput is the number of error-free transactions
entered during a specified time period. A document should be concise because
longer documents contain more data and so take longer to enter and have a
greater chance of data entry errors.
Numeric coding substitutes numbers for character data (e.g., 1=male, 2=female);
mnemonic coding represents data in a form that is easier for the user to understand
and remember. (e.g., M=male, F=female). The more quickly an error is detected,
the nearer the error is to the person who generated it and so the error is more easily
corrected. An example of an illogical combination in a payroll system would be an
option to eliminate federal tax withholding.
By "multiple levels" of messages, I mean allowing the user to obtain more detailed
explanations of an error by using a help option, but not forcing a long-lasting

message on a user who does not want it. An error suspense record would include
the following fields: data entry operator identification, transaction entry
date,transaction entry time, transaction type, transaction image, fields in error,
error codes, date transaction re-entered successfully.
A data input specification is a detailed description of the individual fields (data
elements) on an input document together with their characteristics (i.e., type and
length).
Be specific and precise, not general, ambiguous, or vague. (BAD: Syntax error,
Invalid entry, General Failure)
Don't JUST say what's wrong---- Be constructive; propose what needs to be done
to correct the error condition.
Be positive; Avoid condemnation. Possibly even to the point of avoiding
pejorative terms such as "invalid" "illegal" or "bad."
Be user-centric and attempt to convey to the user that he or she is in control by
replacing imperatives such as "Enter date" with wording such as "Ready for date."
Consider multiple message levels: the initial or default error message can be
brief but allow the user some mechanism to request additional information.
Consistency in terminology and wording.
i. Place error messages in the same place on the screen
ii. Use consistent display characteristics (blinking, colour, beeping, etc.)

OOOO

OUTPUT DESIGN

Output

design involves important questions, such as:

What is the purpose of the output?
Who the information, why is it needed, and how will it be used?
What specific information will be included?
Will the output be printed, viewed on-screen, or both?
When will the information be provided, and how often must it be updated?
Do security or confidentiality issues exist?

Design process depends on these answers and should not begin until you answer these questions.
In addition to traditional printed and screen output, information is delivered to users by means of the
Internet, e-mail, audio output, automated facsimile systems, computer output microfilm, and other
specialized methods. The type of output and the technology needed usually is decided during the
systems analysis phase, based on user requirements. Now, in the systems design phase, system
developers must design the actual reports, screen forms, and other output delivery methods.

A paperless office is not yet a reality, and few firms have been able to eliminate printed output totally.
Printed reports are portable, convenient, and even necessary in some situations. Turnaround
documents are output documents that are later entered back into the same or another information
system. A classic example of a turnaround document is a bill that is printed by a companys billing
system. When you return the bill with your payment, the bill is scanned into the companys accounts
receivable system to record your payment accurately.

Output is the most important task of any system. These

Output is the most important task of any system. These guidelines apply for the
most part to both paper and screen outputs. Output design is often discussed before
other feature of design because, from the customers point of view, the output is
the system. Output is what the customer is buying when he or she pay for a
development of project. Inputs, databases, and processes are present to provide
output. Problems often associated with business information output are information
hold-up, information (data)
overload, paper domination, extreme distribution, and no tailoring.
For example:
Mainframe printers: high volume, high speed, located in the data centre
Remote site printers: medium speed, close to end user. Output is the most
important task of any system. These guidelines apply for the most part to both
paper and screen outputs. Output design is often discussed before other feature of
design because, from the customers point of view, the output is the system. Output
is what the customer is buying when he or she pay for a development of project.
Inputs, databases, and processes are present to provide output. Problems often
associated with business information output are information hold-up, information
(data) overload, paper domination, extreme distribution, and no tailoring.