Managerial processes are linked chains of actions that aid the structuring, investigation, analysis, decision-making, and communication of the orchestration and coordination of activities and events, and engaging others in tasks so that the desired ends are realized. Managerial processes are social processes in that they are concerned with relations between people, and the series of actions that lead to accomplishment of objectives. Managerial processes enable managers to work with, and through other people to get work done. Managerial processes should be seen as a support and not a replacement for management judgment.
Managerial processes help managers grapple with a range of challenges facing an organization such as:
In a broad sense these are questions of process, they involve how things are done, rather than the content or substance of ideas of policies. Managerial processes can be grouped into three (3) categories:
Examples of managerial processes include strategic planning, product planning, expense and capital budgets planning, operational planning, management cost accounting control, performance measurement systems, etc. All these processes have different purposes and critical skills requirements, but they all depend on communications, pattern recognition of situational context to act, sensitivity to relationships, and an understanding of the organization's power structure. They involve common choices about how to involve others and relate to them as the organization moves forward.
Managerial processes involve complex contingent choices about how best to transform goal intentions into implementation intentions (plans) and subsequently into value creation and delivery results. They are influenced by organization values, culture as well as individual values and beliefs. They focus on how goals are developed, on how resources are allocated, and on how efforts of individuals are coordinated to achieve particular goals.
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