The functions of management in any organisation can be summarized into "POSDCORBE". The acronym "POSDCORBE" are:
Planning;
Organizing;
Staffing and Stimulating;
Directing and Developing;
Coordinating, Controlling, and Communication;
Reporting;
Budgeting; and
Evaluating.
The strengths of "POSDCORBE" lies in the fact that it can be the starting point to analyze the management functions in a structured way. The structure also helps to analyze the management activities. The following are the rudiments of POSDCORBE:

PLANNING:
When management is reviewed as a process, planning is the first function performed by a manager (principal, head master/mistress, etc.) in any educational institution. The work of a manager begins with the setting of the school's objectives and goals in each area of the business. This is done through planning. A manager probes the present to find where he is and he then forecasts future objectives which will indicate where he wants to be, i.e., the destination to be reached. The alternatives to achieve the objectives are evaluated and the selected alternative becomes the plan of action. Once the plan is formulated, the manager has to indicate the objectives of the plan and steps to be taken by his subordinates. By communicating he makes the objectives effective. In practice, planning function is all-pervading. It is involved in all other managerial functions. For example, budget is a part of planning as well as an instrument of control. Planning makes things happen that would not otherwise occur. Planning includes objectives, strategies, policies, procedures, programmes, etc., as it involves making choices, decision making is the heart of planning.
There are various types of planning which includes: Business Plan, Event Planning, Financial Plan, Marketing Plan and Strategic Planning.

Marketing Plan
Marketing Plan helps us understand who the customers (parents, students/pupils, teachers) are, their key characteristics, needs and wants, their expectation of our product, their special requirements and perceptions, their perspective about the school, products or services and finally the intentions of the customer.

Strategic Plan
A strategic plan is an internal document for internal guidance within the educational organization. In most cases, strategic plan is not shared with audience outside the organization. Each department in the organization makes sure that their goals are aligned with the strategic plan.

Business Plan
A business plan is meant for possible investors (parents, government) outside the organization. A business plan presents current financial condition, future investment plans, revenues and growth projection to lure investors. It can also be considered as a branding exercise.

Event Planning
Event planning deals with planning, budgeting, scheduling, developing a theme and coordinating an excursion, P.T.A. (Parent and Teachers' Association) meetings or a school tour to make it a grant success.

Financial Planning
Financial Planning helps the educational firm to determine the future financial needs or goals and ways to achieve them. It helps to decide on investments and activities which needs to be taken up under various financial circumstances, keeping in mind short term and long term financial plan.

ORGANISING:
Managing an educational outfit is not just planning. It includes putting life into the plan by bringing together the executive personnel, workers, capital, machinery, materials, physical facilities and other things or services to execute the plans. When these resources are assembled the institution comes to life.
Organising involves determining and noting activities needed to fulfil the objectives, grouping these activities into manageable units or departments, and assigning such groups of activities to managers. Delegation of authority creates an organisation. It determines authority-responsibility relationship. These relationships must be properly co-ordinated to secure unity of organisation.
Organising is establishing the internal organizational structure of the school. Main objective is to create a clear cut division and coordination of tasks, information flow management inside an organization. An organizational structure should clearly define the division of labor, delegation of authority and span of control.

Departmentation/Division of Labour
Departmentation is the process of clubbing multiple jobs and assign it to manager for better planning, coordination and control.

Delegation of Authority
The following can be achieved under delegation of authority using one of the following principles:
1. Exception principle: This principle talks about a principal or head master/mistress concentrating on tasks which needs immediate attention (considerable deviation from the planned) and let his subordinates handle routine tasks.
2. Scalar chain of command: Talks about a shorter chain of command for a better top down communication.
3. Decentralization: Delegating of authority to the lower levels in the organization.
4. Parity principle: Talks about how the manager should keep a balance between responsibility and authority.

Span of Control
The span of control states the number of employees (teaching staffs and non-teaching staffs) a manager can supervise, typically 5-6 employees. Based on the level of complexity and priority of the project, the span of control can be increased.

STAFFING
Staffing involves filling the positions needed in the organisation structure by appointing competent and qualified persons for the jobs. This needs man-power planning and man-power management. We have scientific selection and training of teachers.
There have to be suitable methods of remuneration and performance appraisal. However, top management is ultimately responsible for all activities relating to staffing.
The main objective of Staffing is to manage various job profiles created by organizing. Staffing helps to find the gap between available and required manpower. Staffing is not one time activity. As per organization growth, new positions should be identified and filled.

STIMULATING/MOTIVATING:
This managerial function is fully reflected when we define management as the art of getting things done willingly through and with other people.
Management is interested in two primary elements:
(1) Things, i.e., material resources and
(2) Men and women, i.e., human resources.
The power of management exists with or through people, but never over them, at least in a democratic society. Authority may be imposed from above but it must be supported, nourished and recognised from below, i.e., from the subordinates. Then only the authority is meaningful and it can work smoothly.
The managerial power has its source in the methods of leading, stimulating, appraising, teaching, influencing, counseling, coaching, delegating and setting an example. So the manager plans, organises, directs, and stimulates the people working with him. Stimulation and leadership are the master keys to successful management of any enterprise.
They are also responsible to ensure productivity of human resources. Stimulation can set into motion a person to carry out certain activity. Stimulation assumes unique importance in modern business management. Democratic leadership heavily relies on stimulation of employees, through financial and non- financial incentives.
Human relations in industry have accorded special emphasis to this managerial function. Effective communication and participation enhance the power of stimulation. Feedback of information (upward communication) is necessary for effective stimulation and direction.

DIRECTING:
Directing is a continuous task of making decisions and embodying them in specific and general orders and instructions and serving as the leader of the enterprise. Directing includes Communicating, Leading and Motivating.
Principals or Head masters/mistresses prefer leading in place of directing particularly under a democratic managerial set up. The function of leading has been termed motivating, directing, guiding, stimulating and actuating. This managerial function is directly concerned with the human factors of an organisation.
A manager by leadership and stimulation has to direct and guide all subordinates and get the work done through people. Direction involves managing managers, managing workers and the work through the means of motivation, proper leadership, effective communication as well as co-ordination.
This means making the staff of an organisation or subordinates to work. This points to coercion of the assigned for compliance. The Head Teacher like every manager uses the administrative wisdom to motivate and influence or sometimes coerce the individuals or groups to do their work. In the classroom, the teacher as the head directs, influence the pupils/students in a manner that they have to comply with instructions, to carry out their assigned class work or other duties expected of them. He makes them to be attentive to lessons, motivates and reards them where necessary to exercise the law of reinforcement. This attitude can reflect the teacher's personality while it encourages, sensitizes the pupils to work. The teacher should, though, criticise the wrongs of his pupils, but should be mild. In doing that, he must remember that they are human beings of diverse abilities, feelings, self-esteem and distinct personalities which will attract the pupils to him. This will make his command effective.

DEVELOPING:
This is to make use of evaluation results. It is for all forms of activities which have been identified, evaluated to be improved upon. Development is the climax of management.

COORDINATING:
Each managerial function is an exercise in co-ordination. It is said that co-ordination is the essence of management. It is an integral plan of direction. Co­ordination is concerned with harmonious and unified action directed toward a common objective. It involves inter-relating various parts of the educational organisation.
It is not a separate activity but a condition that should diffuse itself through all phases of the management process. Co-ordination is an orderly arrangement of group efforts to provide unity of action.
It ensures that all groups and persons work efficiently, economically and in harmony. Co-ordination can be accomplished automatically if we have sound objectives, policies, procedures and programmes and a sound organisation structure.
Coordination is essential in the educational organisation because there are:
(1) Multiple and complex activities;
(2) Complex and elaborate organisation structure;
(3) Multiple levels of management due to limited span of control; and
(4) Acute division of labour leading to increasing use of specialists.
A manager must co-ordinate the work for which he is accountable by balancing, timing, and integrating the work. Such efforts at co-ordination are required at all levels of management.
Provost, Vice Chancellors, Deans, Proprietors, Principals, Head of Departments (HODs), Bursers, Managing Directors, etc., are the usual agencies of co-ordination to develop an orderly and integrated pattern of group efforts in proper sequence and at proper time. Co-ordination requires effective channels of communication. Person-to-person communication is most effective for co-ordination.

CONTROLLNG:
Control is one of the managerial functions like planning, organizing, staffing and directing. It helps us to keep tab on the day to day activities, analyze the gaps and and rectify/minimize them, so that organizational objectives are met. Usually organizational control proceed establish standards to measure performance, compare the results with stated goals and take corrective actions.
Controlling is the last phase of the management process. Control is the process of measuring actual results or present performance, comparing those results to plans or some standard of performance, finding the reason for deviations of actual from desired result and taking corrective action when necessary.
The corrective action may lead to a change in the method of implementation of the plan or change in the plan itself or even a change in the objective. Usually our desired performance standards are the objectives, policies, programmes, procedures and budgets.
There are three important elements in the total management cycle or system:
(1) Planning;
(2) Implementation (action) of the plan; and
(3) Control.
The entire planning-action-control process in management is repetitive. The control process generates information for modification or even creation of new plans.
Planning is followed by action, then by review and control in order to achieve the desired result.
Complete operating cycle or planning control cycle includes:
(1) Objectives;
(2) Planning;
(3) Action;
(4) Accomplishment;
(5) Feedback of Information; and
(6) Mechanism of Control: Good management adopts this cycle and assures not only survival but also promotes growth.
A manager must adopt the following steps in controlling:
(1) Identify potential problems;
(2) Select mode of control;
(3) Audit, measure and evaluate performance in terms of planning;
(4) Spot significant deviations;
(5) Ascertain causes of deviations;
(6) Take remedial measures;
(7) Ensure accomplishment of targets.

COMMUNICATION:
In its broadest sense, communication is the transmission of meaning to others. It means transfer of information and understanding from person to person a flow of information from the top to the bottom and from the bottom to the top as well as horizontal or sideways on the same level of organisation.
In formal communication we have dissemination of information primarily.
Personal or face-to-face communication is the best form of communication. Managerial leadership depends upon upward communication to the leader in the form of feedback so that he can understand the feelings, emotions, motives and problems of subordinates and his power will have support and acceptance from below.
Communication also leads to sharing of information, ideas and knowledge. Communication is the cement that makes organisations. It enables a group to think together, and act together.
Communication may be through:
(i) Actions, e.g., smile, frown, facial expressions;
(ii) Spoken words, e.g. talk;
(iii) Written or printed words;
(iv) Graphs, diagrams, figures, models, pictures, charts and tables;
(v) Silence can also communicate at times.

REPORTING:
Reporting refers to keeping the channels of communication open both the ways throughout the organization. This helps in reporting the progress of the work to the superior authorities and lets them make modifications to the plan if required. Similarly, all the essential exchange of information such as problems of employees, new regulations, appreciation etc. can be easily shared with the concerned parties thin very less time and minimal distortions. For example, there will be weekly or bi-weekly meetings held in each of the departments where the progress of the period will be reported to and discussed with the departmental head.

BUDGETING
Finance is the lifeblood of any organization. Appropriate and consistent account of every penny spent is crucial for the survival and prosperity of any organization. Resources – man, money, material and time – should be allocated to each and every educational institution in advance and the employees responsible should be held accountable for their stipulated usage. This is necessary to gauge the estimates for any such future requirements and also to investigate any source of mistake or fraud.
For example, continuing the same example, in Bluehaven International College. there is separate department named as ‘Budgeting and Controlling’ that will frame the budgets and allocations for all the departments after the departmental heads have submitted their goals for the year and requirements in terms of money, human resource, materials, and technology.

EVALUATING:
Evaluating constitutes the assessment of the worth of the system itself or of all the individuals within the system. The system can be evaluated when the result of the system are matched against the objectives. This is to ensure that a teacher has been performing the functions for which he was employed. Also, it is to improve the effectiveness of teachers or other staffs within the educational system so that they can contribute maximally to the attainment of the system's goals.

Finally and generally, management involves:
(1) Managing the educational enterprise;
(2) Managing the managers; and
(3) Managing the teachers and the work.
Planning concentrates on setting and achieving objectives of an organisation. Planning is the first management function to be performed in the process of management. It governs survival, growth and prosperity of any organisation in a competitive and ever-changing environment the planning function is performed by managers at every level of management. It is necessary for discharging all other management functions also.
An organisation is like a BICYCLE.
Central Framework of Management system:
1. Top Bar — Organisation.
2. Right Bar — Communication.
3. Left Bar — Human Relation.
No organised activity could exist for long without this Bicycle. A manager has to use the central frame effectively.
Supporting Mechanism to Management System:
(1) Rear Wheel: It represents Technical know how — administrative office, plant, personnel, marketing, purchasing, finance, planning and research.
(2) Front Wheel: It represents managerial function — planning, organising, directing, controlling, etc., the manager provides the motive power to run the wheels of business enterprise. He is also the coordinating and controlling authority.
(3) The Head-lamp represents goals and objectives to be achieved.
(4) On the carrier we have goods and services required in the market.
(5) Roadway for business journey indicates economic, social and political factors.

REFERENCES:

A4Academics (2016). "Functions Of Management - POSDCORB". Retrieved on March 18th, 2019 from: https://a4academics.com/be-seminar-topics/59-mba/732-functions-of-management
Diksha, S. "Top 8 Functions of Management". Retrieved on March 18th, 2019 from: https://www.businessmanagementideas.com/management/functions/top-8-functions-of-management/4449
Erhinyodavwe J.I. (2007). The Fundamentals of Practicum in Classroom Management and School Organisation. Benin City: Masega Publishers
Hitesh Bhasin (2018). "POSDCORB Concept". MARKETING91. Retrieved on March 20th, 2019 from: https://www.marketing91.com/posdcorb/