 Defined as the achievement of

organizational objectives through

people and other resources. It consists of
several functions, which are decision
making, planning, organizing, staffing,
communicating, motivating, leading,
and controlling.
 Define goals
 Establish strategies for achieving those
goals
 Develop plans to integrate and
coordinate activities

Setting goals and plans (how to achieve

them)
 Determine
› What tasks are to be done ?
› Who is to do them ?
› How tasks are to be grouped ?
› Who reports to whom ?
› Where decisions are to be made ?

Arrange tasks and other resources to

accomplish organization’s goals
 STAFFING
It refers to the process of recruiting,
placing, training, and developing
personnel.
 Motivate subordinates(lower positions)
 Help resolve group conflicts
 Influence individuals or teams as they
work
 Select the most effective
communication channel
 Deal with employee behavior issues

Hire, train, motivate(lead) people

 Monitor activities’ performance
 Compare actual performance with the set
goals
 Evaluate activities’ performance whether
things are going as planned
 Correct any disturbance to get work back
on track and achieve the set goals

Ensure all activities are accomplished as

planned
 Decision Making
Determines the available alternatives and
chooses the best solution that suits a given
problem.
 Communicating – transferring
information from one communicator to
another.
 Motivating- act of giving employees
reasons or incentives to work in order to
achieve organizational objectives.
  Efficiency = getting the most output from
the least amount of inputs
 “doing things right”
Efficiency
 concern with means(ways) of getting
things done

 Effectiveness = do those work activities

that will help the organization reach its
goals
Effectiveness

 “doing the right things”

 concern with ends(result) of
organizational goal achievement
  Efficiency = getting work done with a
minimum effort, expense, or waste
 (use resources – people, money, raw
Efficiency materials– wisely and cost-effectively)

 Effectiveness = accomplish tasks that help

fulfill organizational objectives
(make the right decisions and successfully
Effectiveness


carry them out to accomplish the org.
goal)
 Efficiency Effectiveness
(Means) (Ends)

Resource Goal
Usage Attainment

Low Waste High Attainment

Management Strives for:

Low Resource Waste (high efficiency)
High Goal Attainment (high effectiveness)
 A manager is one who plans, organizes,
leads, and controls other individuals in
the process of pursuing organizational
goals. Managers are vested titles like
president, department head, dean,
administrator, supervisor, team leader,
and the like.
 Traditional Pyramid Form of Management Level

Top
Managers

Middle Managers

Lower Level Manage

Non-Managerial
Employees
Functional R&D Marketing Finance Production HR
Areas
 First-line managers: manage the work of
nonmanagerial employees who typically
are involve with producing the
organization’s products or servicing the
organization’s customer

 They are often called: supervisor, shift

manager, district manager, department
manager, office manager
 Middle managers: manage work of first-line
managers. Direct the activities of other
managers and sometimes also those
operating employees. They work with top
managers and coordinate with peers to
develop and implement action plans to
accomplish organizational objectives

 They are often called: regional manager,

project leader, store manager, division
manager
 Top managers: are responsible for the
overall performance of the organization.
They formulate strategies, provide
leadership, evaluate and shape the
method of organizing, and control the
direction of the organization in the effort to
accomplish goals.

 They are often called: chief executive

officer, president, vice president, managing
director, chief operating officer, senior vp.
Top Managers Conceptual
Skills

Middle Managers Human

Skills

Technical
Low-Level Managers Skills

*Dark color = necessary to have

 Technical Skills- refer to the abilities to use
special proficiencies or expertise in performing
specific tasks. They refer to the use of tools,
techniques, and specialized knowledge.

 Human Skills-refer to the abilities to work well in

cooperation with other persons; whether they
are subordinates, peers, or superiors.

 Conceptual Skills- refer to the ability of the

manager to see the organization as a whole
and to solve problems in ways that benefit the
total system.
 Specific actions or behaviors expected
of a manager

 3 types of managerial roles:

› Interpersonal
› Informational
› Decisional
 Interpersonal Roles: involve people
(subordinates and person outside the
organization) and other duties that are
ceremonial and symbolic in nature

 Informational Roles: involve collecting,

receiving, and disseminating information

 Decisional Roles: entail making decisions or

choices
Managerial activities Associated roles

Interpersonal roles: arising

from formal authority and •figurehead
status and supporting the •liaison
information and decision •leader
activities.

•monitor
Informational roles •disseminator
•spokesman

Decisional roles: making
significant decisions
•improver/changer (entrepreneur)
•disturbance handler
•resource allocator
•negotiator
http://www.bola.biz/mintzberg/mintzberg2.html
 Figurehead: perform ceremonial duties
like greeting company visitors, speaking
at the opening of a new facility, or
representing the company at a
community luncheon to support local
charities
 Leader: motivate and encourage
workers to accomplish organizational
objectives

 Liaison: deal with people outside their

units to develop alliances that will help in
org. goal achievement
 Monitor: scan environment for
information, actively contact others for
information, continually update news/
stories related to their business (inside
and outside org.)

 Disseminator: share the information they

have collected with their subordinates
and others in the company
 Spokesperson: share information with
people outside their departments and
companies
 Entrepreneur: adapt themselves, their
subordinates, and their units to change/
innovation

 Disturbance Handler: respond to

pressures and problems demand
immediate attention and action
 Resource Allocator: set priorities and
decide about use of resources

 Negotiator: continual negotiate

schedules, projects, goals, outcomes,
resources, and employee raises in order
to accomplish the goals
 Is a collection of people working
together to achieve a common purpose.
 Common Characteristics of Organization
1. Coordination of effort – produce better
outputs
2. Common Goal or Purpose – to achieve
proper direction, employees should be
provided with a common goal or purpose.
3. Division of labor – when jobs are divided
into manageable parts, workers will be more
familiar with their assignments.
4. Hierarchy of Authority – chain of command
1. Management Principles by Henri Fayol

› Division of Labor – breaking a job for

productivity
› Authority – give orders and the power to
exact obedience
› Discipline – uniform application of behavior
› Unity of Command – one supervisor (organic
supervision)
➢ Unity of Direction – efforts of the
organization as a whole
➢ Subordination of the individual interests
to the general interest - ROI and salary
increase
➢ Remuneration – employees should be
paid fairly
➢ Centralization – centralized power and
authority
➢ Scalar Chain – subordinates must
observe the official chain of command
➢ Order – human and non- human
resources must be in their proper places.
➢ Equity – kindliness and justice
➢ Stability of Tenure – effective manpower
planning
➢ Initiative – the ability to assess and initiate
things independently.
➢ Esprit de Corps – teamwork and
harmony
 Principle of Objective
› The objective of the organization must first
be determined and laid out clearly before
any activity is undertaken. The objective will
serve as the guide in determining whether a
certain activity is required or not.
 Principle of Analysis
› Managers in an organization must be able to
break a problem down into its components,
analyze these components, and then come
up with a feasible solution.
 Principle of Simplicity
› Simplest manner that could make the
achievement of objectives possible. Only
activities that are absolutely necessary
should be undertaken, and those, which are
not, should be eliminated.
 Principle of Functionalization
› Business firms are not supposed to be
organized to accommodate individuals.
Rather, it should be built around the main
functions of the business.
 How will you Educate managers?
A very important concern in
management is training managers.
Business firms should make sure that their
managers are well qualified to handle the
jobs assigned to them. Skills required of
managers in the effective performance of
their jobs are technical, human, and
conceptual.