1) Planning- includes defining goals, establishing strategy and
- The art of getting things done through CHAPTER 1: INTRODUCTION TO MANAGEMENT
people. (Mary park Follet)
- The process of administering and
coordinating resources effectively, efficiently
and in an effort to achieve the goals of the
organization (General)
MANAGERIAL
SKILLS
1) Conceptual skill- mental capabilities that help managers see the
whole enterprise as well as the relationships that exist between
the various parts in the organization. It includes intelligence and
verbal ability
2) Human skill – ability to work effectively with other people.
MANAGERIAL
3) Technical skill- the ability to use the procedures, techniques and
the knowledge of specialized field. This skills are developed
through experience and education
developing plans to coordinate activities
DEFINITION
FUNCTION
MANAGEMENT
Information roles – assists the manager in receiving
and communicating information to make the right
ROLES
decision (monitor/disseminator/spokesperson)
Interpersonal roles- help the manager in managing the
organizational smoothly (figurehead/leader/liaison)
Decisional roles- assist manager making decisions that
solve problem or analyze (entrepreneur/disturbance
handler/resource allocator/negotiator)
2) Organizing- determines what tasks are to be done who is to
do them, how the task are to be grouped, and who reports to
whom
3) Leading- motivating and directing others, also selecting the
most effective communication
4) Controlling- monitoring activities to ensure that they
accomplished as planned
4) Controlling
TYPE OF
MANAGER
1) First-line managers – responsible for putting into plans of higher
and middle management and they do not supervise but responsible
for the works of others.
2) Middle Managers- to direct activities and implement their
organizations policies and to balance the demand of their superiors
with the capacity of their subordinates.
3)Top Managers – Establish objectives, policies and strategies, make
long term decision and guide the organization’s interactions with its
environment.
 CHAPTER 2: PLANNING

PLANNING

STRATEGIC PLANS

- To determine the overall organizational

DEFINITION PURPOSE GOALS purpose and objectives and how they are
achieved.
PLANNING- The process of outlining the The purpose of planning is simple to ensure - The formal target of the organization and set
activities that are necessary to achieve the that the organization is both effective and to help the organization accomplish its purpose. SINGLE USE PLANS
goals of the organization. efficient in its activities.
TYPE OF GOALS - Type of plan that probably will not be
A PLAN- A blueprint for action it prescribes the IMPORTANCE repeated in the same form in the future. –
activities necessary for an organization to 1) Purpose- intention to produce specific goods Specific purpose of time.
realize their goals. - Foundation - Effective & Efficient or service
TYPE OF SINGLE USE PLANS
- Appropriate - Guidance & Direction 2) Mission- purpose or reason for the existence
of an organization 1) Programs- actual course of action designed
to carry out the established. 2) Projects-
STEPS IN PLANNING 3) Objectives- estimated end result expected in smaller than programs with limited scope and
the future.
1) Stating organizational objectives. distinct directives. 3) Budgets-
CHALLENGES statement of financial resources set asides for
4) Strategy- the methods of shaping a
2) Listing alternative ways of reaching specific activities in a given period.
1) Lack of commitment to planning. company’s future.
objectives.
STANDING PLANS
2) Failure to see the scope of plans.
3) Developing premises upon which each
alternative is based. - Designed to be used again and again -
3) Rely too much on experience Exist in the form of policies, procedures and
4) Choosing best alternative for reaching rules.
OVERCOMING CHALLENGES
objectives.
TYPES OF STANDING PLANS
1) Planning must be organized
5) Developing plans to pursue chosen
alternative. 1) Policies- guidelines for making decisions and
2) Planning must be clear and define taking action. 2)
6) putting plans into action. Procedures- series of steps in which activities
3) Managers must be participate in planning are to be carried out. 3) Rules-
specific actions to be taken or not be taken with
respect to a situation
 CHAPTER 3: DECISION-MAKING

DEFINE TYPE OF DECISION-MAKING

The process by which a course is selected as the way to 1) Non-programmed Decision – deals with a unique, unusual or exceptional
deal with specific problem. problem. Requires higher level of management participation

2) Programmed Decision Making – a repetitive decision that can be handled by a

routine approached. It is in accordance with some established habit, rule or
procedure (STONER).

DECISION-MAKING CONDITIONS STEPS IN DECISION –MAKING

1) Condition under certainty 2) Condition under uncertainty 1) Investigate situation 2) Develop alternatives

DECISION-MAKING 3) Condition under risk 4) Condition under ambiguity 3) Evaluate the alternative and 4) Implementation of the solution and
select the best one follow up

GROUP DECISION MAKING

- A situation where people are brought together to solve problems by sharing their opinions and inputs

Group Decision Making Technique Advantages & Disadvantages

1) Authoritarian style(Individual or minority control) Advantages

2) Brainstorming 1) Helps to combine individual strengths of group members.
3) Voting Based Method 2) Individual opinions can be biased or affected by pre conceived
4) Nominal Group Technique notions 5)
Delphi Technique 3) Helps to gain a broader perspective
6) Devil’s Advocacy Approach Disadvantages
7) Dialectical Inquiry 1) More time consuming
2 2) Takes longer time to finalize

ORGANIZING
ORGANIZING PROCESS
1) Detailing of work
2) Division of work
3) Departmentalization
4) Coordination of work
5) Monitoring and reorganizing
work
ORGANIZATIONAL STRUCTURE
- Defines the primary reporting
relationships that exist within an
organization.
FORM OF ORGANIZATIONAL
STRUCTURE
- Functional structure
- Product structure
- Geographic structure
- Customer structure
- Matrix structure
- Network structure.
CHAPTER 4: ORGANIZING
DEFINE SPAN OF CONTROL / MANAGEMENT
- Organizing is the process of determining what needs to - The number of employees reporting to a particular manager. In theory,
be done, how will it be done & who is to do it. when tasks are very complex, span of control should be relatively narrow
and otherwise. Two types that is wide / flat and narrow / tall.
FACTOR
- Type of work ( heavy supervision or not) - The location of tasks
DELEGATION - The abilities and skill of the employees -The ability of manager
- The process of transferring the authority for a specific
activity or task to another member of the organization and
empowering that individual to accomplish the task effectively.
BENEFIT OF DELEGATION
STEPS IN DELEGATION
- Lead to a more involved and empowered CHAIN OF COMMAND
Decide which goals > Make assignments > Grant authority workforce
act > Hold responsible > Monitor. - Improved response time - Separate lines of authority /
power among all position in an
CHALLENGES organization.
AUTHORITY
- Lack of confidence in the 2 COMPONENTS :
abilities
- The right to make decisions with respect to work assignments & to require
- Manager experience dual 1) Unity of command – each
subordinate to perform assigned tasks in accordance with the decision made.
accountability person within an organization must
- No reward for the job
TYPE OF AUTHORITY:- have a clear reporting relationship
done. to only one superior.
- Authority - Formal authority - Informal authority - Responsibility
OVERCOMING 2) Scalar relationship- a clear and
CHALLENGES
LINE AUTHORITY unbroken line of authority that
extends from the lowest to the
- More support &training
- Organizational members that are directly involved in” delivering the products highest position in the organization.
- Improved communication
and services of the organizations”
- Give employees freedom
STAFF AUTHORITY in their tasks given.
- Organizational members that are not directly involved” “.