Functions of management

The governing concept is staffing. Staffing includes estimating human-resource requirements, recruitment, selection, placement, and later development of employees. A test is used to assess candidates’ knowledge, skills, aptitude, or suitability against the requirements of a job. After comparing results and other selection evidence, the organisation can choose the most suitable candidate. Planning concerns objectives and methods, organising groups work and allocates authority, and controlling checks performance against standards after work has been performed. Those functions may support the organisation generally, but none names the process of testing and selecting applicants. Therefore option A is correct because candidate selection is a core staffing activity.

The governing concept is directing, which guides, supervises, communicates with, and motivates employees so that plans are converted into action. Motivation creates willingness to work and encourages people to use effort toward organisational objectives. In this situation the manager is not merely deciding the objective or arranging resources; the manager is influencing the team’s behaviour and enthusiasm during execution. Planning decides what should be achieved, organising arranges jobs and authority, and controlling compares actual performance with standards and corrects deviations. Since the defining action is motivating employees toward a goal, option A, directing, is the unambiguous answer. Motivation is one of the important elements of directing.

Staffing involves recruiting, selecting, appointing and training suitable employees for required positions. When vacant posts are disrupting work, strengthening staffing directly addresses the problem. Planning sets objectives and future actions, but it does not itself fill vacancies. Exam tip: Link questions about recruitment or vacant positions with staffing.

The governing concept is directing, especially its motivational element. Understanding a task provides knowledge, but effective performance also requires willingness, confidence, and sustained effort. Through motivation, communication, leadership, and supervision, a manager can encourage employees, connect their work with organisational objectives, recognise contribution, and remove avoidable barriers. These activities increase enthusiasm and help employees apply what they already know. Planning determines objectives and methods before action, organising allocates duties and resources, and controlling checks results after or during performance. None of those functions directly addresses a lack of willingness. Since the employees understand the work and the problem is their low enthusiasm, option A, directing, is the best and only suitable answer.

Controlling involves measuring actual results and comparing them with predetermined standards. It shows whether performance is good or poor and helps managers take corrective action where needed. Planning sets targets, but controlling checks actual results against those targets. Exam tip: “comparison with standards” and “corrective action” are key indicators of controlling.

Making an action plan for a new product is planning because it involves deciding objectives, activities, resources and the future course of action in advance. Organising creates the structure for work and resources, whereas controlling compares actual performance with planned standards. Exam tip: deciding future actions beforehand is a key indicator of planning.

Organising includes division of work, creation of positions, and clear assignment of authority and responsibility. Therefore, if responsibilities are unclear, the organising function is weak. Planning sets objectives and courses of action, whereas directing guides employees. Exam tip: Questions about assigning authority and responsibility usually relate to organising.

Giving employees a clear message is an act of communication. Communication is a major element of directing because it helps a manager instruct, guide and motivate employees for effective work. Therefore, Directing is correct. Organising creates the structure of jobs and responsibilities, whereas controlling compares actual performance with set standards. Exam tip: Link communication, motivation, leadership and supervision with directing.

The governing concept is controlling, which checks whether actual performance conforms to planned standards. Planned time acts as a standard, while actual time is the observed result. For example, if a task was planned for 5 hours but actually took 7 hours, controlling identifies a 2-hour adverse deviation. The manager can then investigate the cause and take corrective action, such as improving scheduling or removing a bottleneck. Staffing deals with acquiring and developing employees, organising arranges work and authority, and directing guides and motivates employees. Therefore, option A is correct because comparison of actual time with planned time is a basic controlling activity.

The general order is planning organising staffing directing and controlling. It shows the complete managerial cycle.

This order explains planning organising staffing directing and controlling in simple words. In exams identify functions through action clues.