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NATURE AND

CONCEPT OF
MANAGEMENT
J O A N N E R . D A L I S AY, M B A , L P T
OBJECTIVE
To understand why managers are important to
organizations;
To identify who managers are and where they work;
To distinguish the functions, roles, and skills of
managers;
To examine the factors that are reshaping and
redefining the manager’s job;
To appreciate of the value of studying
management.
MANAGEMENT

“Management is the art of getting


things done through and with people in
formally organized groups.”
MANAGEMENT

“Management is the art of getting


things done through and with people in
formally organized groups.”

-Harold Koontz
MANAGEMENT

“To manage is to forecast and to plan,


to organize, to command, to
coordinate and to control.”
MANAGEMENT

“To manage is to forecast and to plan,


to organize, to command, to
coordinate and to control.”

-Henri Fayol
MANAGEMENT

“A multi-purpose organ that manages


business and manages managers and
manages workers and work.”
MANAGEMENT

“A multi-purpose organ that manages


business and manages managers and
manages workers and work.”

-Peter Drucker
WHY ARE MANAGERS
IMPORTANT?
Managerial skills and abilities
are necessary in these
uncertain, complex, chaotic
times.
Managers are critical to
getting things done.
Managers are an important
variable in employee
productivity and loyalty.
What is a
manager?
MANAGER

Someone who coordinates


and oversees the work of
other people so that
organizational goals can
be accomplished.
WHO ARE
THEY?
LEVEL OF MANAGEMENT
Top
Managers
Middle
Managers
First-line Managers

Nonmanagerial Employees
LEVEL OF MANAGEMENT
FIRST-LINE MANAGERS
• Manage the work of non-
Top
Managers
managerial employees who
typically are involved with
producing the organization’s
products or servicing the
Middle organization’s customers
Managers • Supervisors or even shift
managers, district managers,
department managers, or office
managers
First-line First-line
Managers Managers
LEVEL OF MANAGEMENT
MIDDLE MANAGERS
Top • Manage the work of first-line
Managers
managers and can be found
between the lowest and top levels
of the organization.
Middle • Regional manager, project
Managers leader, store manager, or division
manager

First-line First-line
Managers Managers
LEVEL OF MANAGEMENT
TOP MANAGERS
Top • Responsible for making
Managers
organization-wide decisions and
establishing the plans and goals
that affect the entire organization.
Middle • Executive Vice President,
Managers President, Managing Director,
Chief Operating Officer, or Chief
Executive Officer
First-line First-line
Managers Managers
WHERE ARE
THEY?
Organization is a deliberate
arrangement of people to
accomplish some specific
purpose
1. An organization has a distinct purpose. This
purpose is typically expressed through goals that
the organization hopes to accomplish.
2. Each organization is composed of people. It takes
people to perform the work that’s necessary for
the organization to achieve its goals.
3. All organizations develop some deliberate
structure within which members do their work.
That structure may be open and flexible, with no
specific job duties or strict adherence to explicit
job arrangements
WHAT DO THEY
DO?
FUNCTIONS OF A MANAGER According
to Peter
Drucker

1 •Set objectives and plan

2 •Organize the group

3 •Motivate and Communicate

4 •Measure performance

5 •Develop people
6 MS Money

Manpower Machines

6 Ms
Markets Materials

Methods
EFFECTIVENESS
– doing the right things
(to generate high quality results)
EXAMPLE
TOYOTA NISSAN

Money
Time
Employees

100 80
cars cars

8/10 10/10
QUALITY
EFFICIENCY
– doing things right
(to avoid wastes of input resources like labor & raw materials)
EXAMPLE

TOYOTA NISSAN

Money
Time
Employees

100 80
cars cars
WHAT DO MANAGERS DO?

MANAGEMENT involves
coordinating and overseeing the
work activities of others so that
their activities are completed
efficiently and effectively.
MAIN CHARACTERISTICS OF
MANAGEMENT

Continuous and never ending process

Getting things done through people

Result oriented

Multidisciplinary in nature
MAIN CHARACTERISTICS OF
MANAGEMENT

A group and not an individual activity

Follows established principles or rules

Aided but not replaced by computers

Situational in nature
MAIN CHARACTERISTICS OF
MANAGEMENT

Need not be an ownership

Both an art and science

Management is all pervasive

Management is intangible
MAIN CHARACTERISTICS OF
MANAGEMENT

Uses a professional approach in


work

Dynamic in nature
BASIC FUNCTIONS OF MANAGEMENT
P
C O
M

L S
PLANNING
Planning – Management function that involves
setting goals, establishing strategies for
achieving those goals, and developing plans
to integrate and coordinate activities

Strategy – the outcome of planning, which is a


bunch of decisions that focuses on the
organizational goals to pursue, the actions to
take and the managing of resources towards
goal accomplishment.
ORGANIZING

Organizing– Management function that


involves arranging and structuring work to
accomplish the organization’s goal.

Organizational structure – a formal system


visualizing the task and reporting connections
that harmonize and inspire members to work
together for goal and objective achievement.
STAFFING

Staffing – Management function that


involves employing the right people for
the right jobs to realize the objectives of
the organization. It includes recruitment,
training and development, performance
appraisals, promotions and transfers.
LEADING

Leading – Management function that


involves working with and through
people to accomplish organizational
goals.
CONTROLLING

Controlling– Management function that


involves monitoring, comparing, and
correcting work performance.
BASIC MANAGERIAL ROLES According
to Henry
Mintzberg
MANAGERIAL ROLES

INTERPERSONAL INFORMATIONAL DECISIONAL

• Figurehead • Monitor • Entrepreneur


• Leader • Disseminator • Disturbance
• Liaison • Spokesperson handler
• Resource
allocator
• Negotiator
MANAGERIAL ROLES
-Organize and attend events
INTERPERSONAL INFORMATIONAL DECISIONAL
with clients & customers.
-Build trusting relationship
• Figurehead • Monitor • Entrepreneur
with employees, effective
• Leader • Disseminator • Disturbance
teams, manage conflict
• Liaison -Create and maintain handler
• Spokesperson social
networks with key • Resource
stakeholders allocator
• Negotiator
MANAGERIAL ROLES
-Handles
correspondence
INTERPERSONAL INFORMATIONAL DECISIONAL
industry news and
• competitive
Figurehead • Monitor • Entrepreneur
• information.
Leader • Disseminator • Disturbance
-Forward
• Liaison • Spokesperson handler
informational email, • Resource
conference calls. allocator
-Attend • Negotiator
management
meetings
MANAGERIAL ROLES
-Participate in strategy and
review meetings for new
INTERPERSONAL projects.INFORMATIONAL DECISIONAL
-Get directly involved with
• Figurehead
key issues and• people
Monitor • Entrepreneur
• Leader-Create work schedules,
• Disseminator • Disturbance
• Liaisonparticipate in budgeting
• Spokesperson handler
activities. • Resource
-Negotiate with vendors & allocator
clients; and settle dispute • Negotiator
about resource allocation
SKILLS OF A MANAGER
According
to Robert
L. Katz
“In today’s demanding and dynamic
workplace, employees who want to be
valuable assets must constantly
upgrade their skills, and developing
management skills can be
particularly beneficial in today’s
workplace.”
Delivering consistent
high-quality customer
service
CUSTOMERS
SUSTAINABILITY
INNOVATION
A company’s ability to achieve its business goals
and increase long-term shareholder value by

CUSTOMERS
integrating economic, environmental and social
opportunities into its business strategies.

SUSTAINABILITY
INNOVATION
WHY IS THERE A NEED TO
STUDY MANAGEMENT?
THE UNIVERSALITY OF MANAGEMENT
THE REALITY OF WORK

Be
Manage.
Managed.
REWARDS AND CHALLENGES
Rewards Challenges
Create a work environment in which organizational Do hard work
members can work to the best of their ability

Have opportunities to think creatively and use May have duties that are more clerical than
imagination managerial

Help others find meaning and fulfillment in work Have to deal with a variety of personalities

Support, coach, and nurture others Often have to make do with limited resources
Work with a variety of people Motivate workers in chaotic and uncertain situations

Receive recognition and status in organization and Blend knowledge, skills, ambitions, and experiences
community of a diverse work group

Play a role in influencing organizational outcomes Success depends on others’ work performance

Receive appropriate compensation in the form of


salaries, bonuses, and stock options
What is your
own definition of
management?
CHANGES FACED BY MANAGERS

 Shifting organizational
boundaries Virtual
workplaces
Changing  More mobile workforce
Technology  Flexible work
(Digitization) arrangements
Empowered employees
 Work life–personal life
balance
CHANGES FACED BY MANAGERS

 Shifting organizational
Increased boundaries Virtual
workplaces
Emphasis on  More mobile workforce
Organizational  Flexible work
and Managerial arrangements
Empowered employees
Ethics  Work life–personal life
balance
CHANGES FACED BY MANAGERS

 Customer service
Increased Innovation
Competitiveness  Globalization
 Efficiency/productivity
CHANGES FACED BY MANAGERS

 Risk management
 Uncertainty over future
energy sources/prices
Changing  Restructured workplace
 Discrimination concerns
Security Threats  Globalization concerns
 Employee assistance
 Uncertainty over
economic climate
QUESTIONS?