MANAGEMENT FUNCTIONS
MANAGEMENT approving the funds necessary to purchase computer
• “working with and through
people to accomplish a common
mission.”
All organizations have mission or do have goals and this
can only be achieved by working with and through people
or members of the organization. We can therefore say that
management is actually how you are going to make people
work to achieve the organization's goals?
CONDITIONS OF MANAGEMENT
• Mission: goal
• Leaders: direct team (who will direct or serve as guide to
achieve the organization's goal or mission.)
• Resources: people, money, equipment (The people or the
members of the organization are considered resources.
They are the manpower, actually. Now we have the money
and the equipment.
• Responsibility
• Accountability (This is of the manager not to be
accountable, to be responsible in facing the challenges or
the hurdles of the organization.)
ROLES OF MANAGER
1. Informational Roles
• Monitor - manager seeks out and gathers information that
are relevant to the organization. e.g., To find out about
legal restrictions of a new product technology.
• Disseminator - manager provides information where it is
needed in the organization; provide current production
figures to workers on the assembly line, so this information
that is provided by the manager will give the workers and
idea how far or near they are
• Spokesperson - somebody who transmits the information
to the people outside the organization e.g. the manager
can represent the company at a shareholders meeting
2. Interpersonal Roles
• Figurehead - the manager can represent the company in
a symbolic way (ribbon-cutting).
• Leader - manager should guide and motivate the
employees to achieve organizational goals (manager help
subordinates to set the monthly performance goals)
• Liaison - manager acts as a go-between among
individuals inside and outside the organization
(representing the retail sales division of the company at
original sales meeting.)
3. Decision Roles
• Entrepreneur - manager searches out new opportunities
and initiates this change; implements a new production
process using the new technology
• Disturbance Handler - manager handles unexpected
events and crisis; fire in the workplace, so this crisis is
being handled by the manager
• Resource Allocator - manager designates the use of
financial, human, and other organizational resources;
equipment and hire the personnel
• Negotiator - manager represents the company at the
negotiating process; manager participates in salary
negotiations with the Union representatives
SKILLS OF A MANAGER
• Organizational skills - Organizational skills include the
ability to conceptualize and apply management process,
systematized workflow, make decisions, and communicate
with coworkers. A manager should have or possess this
ability. That is, to create a system that the Members should
follow in order to run the company or the organization
smoothly. The manager should also capable of making
sound decisions and should have good. Communication with
the members of the organization or the workers of the
company in order to avoid problems and make everything in
the organization in order.
• People skills - understanding of the basic human needs and
work motivation is essential to accomplishing goals of the
individual and the organization. Being a good manager, you
always take into consideration the thoughts, feelings or
welfare of your people. Also satisfying their basic needs in
order for them to be continuously motivated and render their
services into chest equally. And successfully achieve their
personal goals as well as the goals of the organization.
• Financial management skills - It involves the effective use
of and accounting for the monetary assets of the company.
One of the most crucial part of management actually involves
money. A good manager must know how and when to spend
the company's money in order to increase the value of the
company, and that both the company and its members or
workers will.
• Technical skills - It involves the synthesis of the first three
skills and management of physical resources, the supplies,
equipment, and facilities into the operational parameters
which could be products or services, or both, which are
unique in each to each organization.
How you do things in the company in terms of managing the
physical resources using the three skills that the people, skills,
organizational skills and financial management skills will be
reflective of the company’s operations in producing the
products or services. A particular company is producing a
world class quality product that is a reflection of the kind of
management of their managers.
MAJOR MANAGEMENT THEORIES
1. SCIENTIFIC/CLASSICAL MANAGEMENT THEORY
• uses data and measurements to make organizations more
effective.
• The process of gathering data led to standardization and
a management strategy based on punishment and reward
For example, if the company have increased sales, then
workers will be given reward, but if it's otherwise, then it will
be taken against the employees responsible and will be
reprimanded by the management.
 • This approach worked for mechanized operations, but it did • This theory gives emphasis on adopting policies which will
not do justice to the human element, the role that personnel benefit both the company and the employees.
play in innovation, and the importance of keeping staff • The company gives fringe benefits to the employees such as
satisfied and engaged so they do good work. rice allowance, travel allowance, performance bonus, and.
• The human element is neglected actually in this type of Other allowances and bonuses since employees are
management. receiving these things which will somehow make their
personal lives convey. And yet they will, in return, become
PROPONENTS happier and enthusiastic in doing their job, which will benefit
Introduced the concept that the company because of their good performance.
management should be an
orderly process of tasks & PROPONENTS
duties, of which planning was Elton Mayo
the most important (1880-1949)
Henri Fayol Douglas
There should be a concrete plan developed assumptions about the
McGregor (1906-
so that whatever tasks or duties basic nature of man
1964)
that the Members and as well the Rensis Likert encouraged managers to be
manager will perform in the (1903-1981) supportive in their relationships
organization will be orderly or
organized. 4. SYSTEMS ANALYSIS MANAGEMENT
The father of scientific (LUDWIG CON BERTALANFFY)
Frederick management, broke down each • looks for holistic patterns in scientific and metaphysical
Taylor task into segments that could be contexts.
(1856-1915) analyzed for ways to improve
MANAGEMENT PROCESS
efficiency. • Henry Fayol first proposed that management process was a
Frank continuum of functions that the manager must perform to
Gilbreth perfected Taylor’s motion study ensure smooth operations of an organization.
(1868-1924) & method & developed methods • Management operations were distilled or streamlined into:
Lilian Gilbreth analysis Planning, organizing, directing, & controlling.
(1878-1972)
Mary Parker 4 CLASSICAL FUNCTIONS OF MANAGEMENT
pointed out that management is
Follett
essentially coordination. Planning
(1868-1933) Choose appropriate organizational
introduced the role of the goals and courses of action to best
achieve those goals
Lyndall management consultant & Controlling Organizing
Urwick (1861- attempted to classify & codify the Establish accurate Establish task and
1983) work done on management measuring and monitoring authority relationships that
systems to evaluate how allow people to work
theories. well the organization has together to achieve
achieved its goals organizational goals
Leading
2. BUREAUCRATIC MANAGEMENT Motivate, coordinate, and
energize individuals and
• stresses clearly designated roles for employees and groups to work together to
management based on hierarchies that streamline authority achieve organizational goals
and make it clear who is in charge and who is not.
• emphasizes the roles of the workers and also the extent of 1. PLANNING
the authority of the persons in charge. • thinking & analyzing portion.
• It clarifies the process of attaining the desired goals of an
PROPONENTS organization.
Adam Smith introduced the concept of • It requires creativity, innovation, vision, & thinking “outside
(1723-1790) specialization the box”.
Peter Drucker
Others This is the point when you think of the ways on how to achieve
Tom Peters
the desired goals. In doing so, you need to be creative,
3. HUMAN RELATIONS MANAGEMENT OR innovative or inventive, and you need to have vision and think
ORGANIZATIONAL BEHAVIOR MANAGEMENT outside the box.
• emphasizes the importance of aligning the needs of the
workers with the needs of the company and adopting
policies aimed at their mutual benefit.
• uses concepts from Psychology & Sociology
 COMPONENTS OF PLANNING The major components of the organizing function:
• Mission statements and core principles Prioritizing is knowing what needs to
Serve as your anchor or basis in everything that you're going Prioritizing be done first or needs to be done
to do during planning, particularly goal setting (must have a urgently.
timeline or schedule in its accomplishment) A process of making the workers work
Team building
• Be proactive rather than reactive together harmoniously.
Proactive view, do things to prevent a crisis or problem from guiding or leading the workers of the
Directing
arising; react to a problem or crisis you did the remedy or you things that needs to be accomplished.
solve the problem and the problem is already there. • Coordination
• Communication 3 Cs
• Assessment
• Collaboration
Included in planning in order to evaluate the accomplishment
or success of the plan and making changes in order to reach
the target; THE IMPORTANCE OF 3 Cs
• Innovation & vision
• Goal setting • Is
the blending of functions so that
• Accomplish goals & objectives in a timely & efficient they are intertwined & build on each
manner other. It reduces the risks of
• Remain competitive & cost effective duplication & redundancy. It also
Coordination minimizes the risk of overlooking or
PLANNING IS A PROCESS ESSENTIAL TO: “falling through the cracks.”.
• make advanced rational decisions in the future; • requires that various portions of the

• anticipate & react positively to changes; plan move at a specified speed so

• analyze information and make improvements; and
• reduced ambiguity & anxiety among staff.
Planning can make the workers confident in doing their job
and that confusion, resistance to changes, and
apprehensions may be avoided if the plan is understood by
the workers.
2. ORGANIZING
• determining the steps needed to implement a successful
plan. These steps are allocating & reallocating resources.
People or the manpower supplies and facilities, these three
are the resources of a company or an organization.
There are 4 major key elements of laboratory
organization:
1. Assays & tasks to be performed
2. Individual task performers
3. Teams of laboratory personnel working together – working
relationship of the personnel
4. Physical environment of the workplace
• Organizing an activity entail being cognizant to the
organizational structure.
• There are 2 dimensions of the structure:
b.1. formal hierarchy
b.2. informal relationships
Underlying Premises of Organizing:
• Everyone is working toward a common goal.
• The goal has been articulated in detailed plans in terms of
scope and priorities.
• Responsibilities are clearly outlined and delegated.
• There is a common structure and an understanding of
authority
Either responsibilities of each member or worker and also
the extent of the power or authority of the persons in the
position is clear and understood by everyone.
they remain synchronized.
• is the act of working together to
achieve a common end. It is difficult
to attend without cooperation. It is
design to align people.
• working collaboratively is a way of
Collaboration
improving the productivity of a
person or the company than they
are working alone.
• This gives the worker a sense of
purpose.
may be the most critical element to
Communication
the success of a manager.
Types of Communication:
A. Informal
- rumor or grapevine
- faster, clear, accurate but damaging if not factual
- Becomes obsolete in this digital era
- Chance encounters
B. Formal
- most of the time are done through writing
- official flow of information (letter, immediate head)
3. DIRECTING or LEADING
• includes seeing that the day-to-day tasks necessary to
ensure a smooth-running facility are done. This is also called
the human factor stage because leadership and managerial
skills come to the forefront. This takes up 40%-50% of a
manager’s efforts.
• This is the point where in the leader or manager will show his
or her abilities in leadership or management.
• How the manager will deal with a daily situation in the
attainment of the goals or targets of the organization as
planned.
4. CONTROLLING Drucker used the acronym SMART (Specific, Measurable,
• process of checking up on the priorities established in the 3 Acceptable, Realistic, Time-bound) to express the concept.
management functions.
• This is the measurement & feedback mechanism of setting
#3. Stimulating the participation of employees in setting
objectives. individual objectives. Steps that organizations should
• It completes the management function loop by comparing
use to put the management technique into practice.
what has been accomplished with the original master plan in After the organization's objectives are shared with employees,
order to determine its success or identify needed from the top to the bottom, employees should be encouraged
modifications. to help set their own objectives to achieve these larger
• It is at this point where attainment of the objective is being organizational objectives.
evaluated in order to make decisions.
This gives employees greater motivation since they have
Accomplishment Report greater empowerment.
Original What has been Reasons for
Comments #4. Monitoring the progress of steps that organizations
Plan Accomplished not achieving
should use to put the management technique into
• The tools of persuasion & control are the primary practice.
mechanisms for success in the controlling function.
In step two, a key component of the objectives was that they
• Tools of Persuasion - credibility, emotions and logic;
are measurable in order for employees and managers to
convincing power
determine how well they are met. It is in this step where in the
• Quality Control - accounting control, cost control and other
extent of the achievement of the goal or of the objective is
things involved in the plan are your tools of.
being measured.
• This should be matched with others such as the quality
management models and the MBO program, in which #5. Evaluating and rewarding employee progress.
standards are established, performance is measured, & This step includes honest feedback on what was achieved
corrective action is taken. and not achieved for each employee.
• Implementing & controlling are 2 separate management
functions but discussed together as one function because
practically they occur simultaneously.

The major components are:

1. Monitoring - checking the progress of the plan, which
is done during the implementation.
2. Outcomes evaluation
3. Personnel management & staff development
4. Making adjustments - if the initial plan is not successful
or if the targets were not reached

MANAGEMENT BY OBJECTIVES (MBO)

by Peter Drucker
• Objectives are laid out with the help of employees and are
meant to be challenging but achievable.
• Employees receive daily feedback, and the focus is on
rewards rather than punishment (which will encourage their
employees to become more productive for the company).
• Personal growth and development are emphasized,
rather than negativity for failing to reach objectives.
• a strategic management model that aims to improve the
performance of an organization by clearly defining
objectives that are agreed to by both management and
employees.
• A strategy where in the employees take part in that decision
making, particularly in setting the objectives

Steps that organizations should use to put the

management technique into practice.
#1. Either determining or revising organizational objectives for
the entire company. This broad overview should be derived
from the firm's mission and vision.
#2. Translating the organizational objectives to employees.