CHARACTER FORMATION WITH LEADERSHIP, DECISIONM MAKING,

ADMINISTRATION AND MANAGEMENT

CHAPTER 5 (DECISION MAKING)
Introduction
Decision making is the process of making choices by identifying a decision,
gathering information, and assessing alternative resolutions.
Using a step-by-step decision-making process can help you make more
deliberate, thoughtful decisions by organizing relevant information and defining
alternatives. This approach increases the chances that you will choose the most
satisfying alternative possible.
However, people often say that they find it hard to make decisions.
Unfortunately we all have to make decisions all the time, ranging from trivial issues like
what to have for lunch, right up to life-changing decisions like where and what to study,
and who to marry.
Some people put off making decisions by endlessly searching for more
information or getting other people to offer their recommendations. Others resort to
decision-making by taking a vote, sticking a pin in a list or tossing a coin.

Learning outcome:
At the end of the topic, the students will be able to:

1. Understand the concept of Decision making and seven step in decision

making

2. Discuss what is a good decision making

3. Enumerate and discuss the seven step approach to take this into account.

4. Identify and explain the different types stages and effective decision making.
Learning content
It contains readings, selection and discussion questions and sets of activities that
students can work on individually or by group.

a) Decision Making
b) Seven Steps in Decision Making
c) Good Decision Making
d) Five Steps of Good Decision Making
e) Eight (8) Steps in the Rational Decision Making Model
f) Types of Decision Making

A. Concept of Decision Making:

Decision Making is the essence of the management process.
Decisions are made to solve problems, tackling the situations, handling crises
and resolving conflicts that are inevitable. Decision
Making is at the core of planning. The Concept of decision making involves
defining the problem, finding, comparing and choosing a course of action. It is a
process or activity of choosing an appropriate course of action from several alternative
courses.
While it can be argued that management is decision making, half of the decisions
made by managers within organizations fail. Therefore, increasing effectiveness in
decision making is an important part of maximizing your effectiveness at work. This
chapter will help you understand how to make decisions alone or in a group while
avoiding common decision-making traps.

Individuals throughout organizations use the information they gather to make a

wide range of decisions. These decisions may affect the lives of others and change the
course of an organization.

The term “decision making” has been defined as a process of judging various
available options and narrowing down choices to a situation one. Decision making is a
conscious and human process involving both individual and social phenomena based on
factual and value premises which concludes with a choice of one behavioral activity
from among one or more alternatives with the intention of moving towards a desired
state of affairs.”
According to Kreitner (1966) decision making is a process of identifying and
choosing an alternative course of action in a manner appropriate to the demand of the
situation. The act of choosing implies that an alternative course of action must be
weighed and weeded out.

B. Seven Steps in Decision Making

Step 1: Identify the decision
You realize that you need to make a decision. Try to clearly define the nature of
the decision you must make. This first step is very important.
Step 2: Gather relevant information
Collect some pertinent information before you make your decision: what
information is needed, the best sources of information, and how to get it. This step
involves both internal and external “work.” Some information is internal: you’ll seek it
through a process of self-assessment. Other information is external: you’ll find it online,
in books, from other people, and from other sources.
Step 3: Identify the alternatives
As you collect information, you will probably identify several possible paths of action, or
alternatives. You can also use your imagination and additional information to construct
new alternatives. In this step, you will list all possible and desirable alternatives.
Step 4: Weigh the evidence
Draw on your information and emotions to imagine what it would be like if you carried
out each of the alternatives to the end. Evaluate whether the need identified in Step 1
would be met or resolved through the use of each alternative. As you go through this
difficult internal process, you’ll begin to favor certain alternatives: those that seem to
have a higher potential for reaching your goal. Finally, place the alternatives in a
priority order, based upon your own value system.
Step 5: Choose among alternatives
Once you have weighed all the evidence, you are ready to select the alternative that
seems to be best one for you. You may even choose a combination of alternatives. Your
choice in Step 5 may very likely be the same or similar to the alternative you placed at
the top of your list at the end of Step 4.
Step 6: Take action
You’re now ready to take some positive action by beginning to implement the
alternative you chose in Step 5.
Step 7: Review your decision & its consequences
In this final step, consider the results of your decision and evaluate whether or not it
has resolved the need you identified in Step 1. If the decision has not met the identified
need, you may want to repeat certain steps of the process to make a new decision. For
example, you might want to gather more detailed or somewhat different information or
explore additional alternatives.

C. Good Decision Making

A good decision is one that is made deliberately and thoughtfully, considers and
includes all relevant factors, is consistent with the individual’s philosophy and values,
and can be explained clearly to significant others.
It is a cognitive process leading to the selection of a course of action among
alternatives. It begins when we need to do something but we do not know what.
Decisions that seem to be the most difficult are those that require a deeper level
of thought. Examples of difficult decisions consist of things like where to attend college,
what career path would be best, and/or whether or not to marry and start a family.
These types of decisions are difficult because they are life changing decisions; they
shape who we are, and they shape our future.

D. Five Steps of Good Decision Making

Step 1: Identify Your Goal
One of the most effective decision making strategies is to keep an eye on your goal.
This simply means identifying the purpose of your decision by asking yourself what
exactly is the problem that needs to be solved? And why does this problem need to be
solved?

Step 2: Gather Information for Weighing Your Options

When making good decisions it is best to gather necessary information that is directly
related to the problem. Doing this will help you to better understand what needs to be
done in solving the problem, and will also help to generate ideas for a possible solution.
Step 3: Consider the Consequences
This step can be just as important as step one because it will help you determine how
your final decision will impact yourself, and/or others involved. In this step, you will be
asking yourself what is likely to be the results of your decision. How will it affect you
now? And how will it affect your future?
Step 4: Make Your Decision
Now that you have identified your goal, gathered all necessary information, and
weighed the consequences, it is time to make a choice and actually execute your final
decision. Understanding that this step can cause some people a lot of anxiety is
important because this is where you have to trust your instincts.
Step 5: Evaluate Your Decision
Once you have made your final decision and put it into action, it is necessary to
evaluate the decision and the steps you have taken to ensure that it works. This final
step is probably just as important as step one, if not more important, because it will
help you to further develop your decision making skills for future problems. This step is
also fundamental because it may require you to seek out new information and make
some changes along the way.

E. Eight (8) Steps in the Rational Decision Making Model

The rational decision-making process involves careful, methodical steps. The
more carefully and strictly these steps are followed, the more rational the process is.
We’ll look at each step in closer detail.
1. Identifying a problem: the first step needed in taking a decision is to have
detected a difference between the current situation and the desired situation.
2. Weighting the criteria: correct prioritization of the criteria selected in the previous
stage - not all criteria will have the same importance when it comes to making the final
decision.
3. Considering the options: this means being capable of grasping and presenting all
the feasible options that might successfully resolve the problem.
4. Analyzing the options: the person responsible for decision-making must study the
proposed options in minute detail. The strengths and weaknesses of each one should
become clear when compared against the criteria selected and ranked in stages two
and three.
5. Selecting an alternative: once all the options have been identified and put
forward, and after the person responsible for making the decision has assessed them
according to the hierarchy of criteria set out, the moment arrives when just one option
must be selected: the best of the options put forward according to the procedure set
out.
6. Implementing the alternative option: with the selection process over, the
implementation of the course of action decided upon now also becomes vitally
important.
7. Assessing the effectiveness of the decision: finally, the results achieved as a
result of the decision taken and the solution adopted must be assessed to see if they
have corrected the problem.
8. Decision Making Process: a method of gathering information, assessing
alternatives, and, ultimately, making a final choice.  

F. Types of Decision Making

1. Tactical and Strategic Decisions
Tactical decisions are those which a manager makes over and over again adhering to
certain established rules, policies and procedures. They are of repetitive nature and
related to general functioning. Authority for taking tactical decisions is usually delegated
to lower levels in the organization.
2. Programmed and Non-programmed Decisions

Prof. Herbert Simon (June 15, 1916 - February 9, 2001), an American economist and
psychologist, has used computer terminology in classifying business decisions. These
decisions are of a routine and repetitive nature. The programmed decisions are basically
of a routine type for which systematic procedures have been devised so that the
problem may not be treated as a unique case each time it crops up.
3. Basic and Routine Decisions
Professors classified decisions as basic and routine. Basic decision is those which
require a good deal of deliberation and are of crucial importance. These decisions
require the formulation of new norms through deliberate thought provoking process.
Examples of basic decisions are plant location, product diversification, selecting
channels of distribution etc.
Routine decisions are of repetitive nature and hence, require relatively little
consideration. It may be seen that basic decisions generally relate to strategic aspects,
while routine decisions are related to tactical aspects of an organization.
4. Organizational and Personal Decisions
Organizational decisions are those which an executive take in his official capacity and
which can be delegated to others. On the other hand, personal decisions are those
which an executive take in his individual capacity but not as a member of organization.
5. Off-the-Cuff and Planned Decisions
Off-the-cuff decisions involve "shooting from the hip". These decisions can be taken
easily and may be directed towards the purposes of the enterprise. On the other hand,
planned decisions are linked to the objectives of organization. They are based on facts
and involve the scientific process in problem solving.
6. Policy and Operating Decisions
Policy decisions are those which are taken by top management and which are of a
fundamental character affecting the entire business. Operating decisions are those
which are taken by lower management for the purpose of executing policy decisions.
Operating decisions relate mostly to the decision marker's own work and behavior while
policy decisions influence work or behavior pattern of subordinates.
7. Policy, Administrative and Executive Decisions
Ernest Dale (born in Hamburg, Germany and died at the age of 79) has classified
decisions in business organization as under.
(a) Policy decisions,
(b) Administrative decisions and
(c) Executive decisions.
(1) Policy decisions are taken by top management or administration of an
organization. They relate to major issues and policies such as the nature of the financial
structure, marketing policies, outline of organization structure.
(2) Administrative decisions are made by middle management and are less
important than policy decisions. According to Ernest Dale the size of the advertising
budget is a policy decision but selection of media would be an example of
administrative decision.
(3) Executive decisions are those which are made at the point where the
work is carried out. Distinguishing between these three types of decisions Dale writes,
"policy decisions set forth goals and general courses of action, administrative decisions
determine the means to be used and executive decisions are those made on a day-to-
day basis as particular cases come up".

Learning Task 1:
1. Read the following resource materials. (Module or E-resources)
a. Effective Decision Making.https://www.slideshare.net/MadhuVenkataraman/effective-
decision-making-10586286
b. Problem Solving and Decision Making.https://www.slideshare.net/search/slideshow?
searchfrom=header&q=Decision+Making+in+Crimina
2. Choose Problem and Make a Decision Using the Format.
https://www.pinterest.co.uk/pin/461830136790287488/

References:

 https://link.springer.com/content/pdf/bfm%3A978-1-4757-9954-5%2F1.pdf
 https://www.slideshare.net/pakizaarif/decision-making-in-criminals
 https://www.skillsyouneed.com/ips/decision-making.html
 https://www.umassd.edu/fycm/decision-making/process/
 https://en.wikipedia.org/wiki/Decision-making
 https://www.slideshare.net/soton73/effective-decision-making?qid=13a24c2e-
1ae0-4406-9a3a-03aa7c03619d&v=&b=&from_search=2
 https://www.slideshare.net/owaistoru/chapter-05-18340873?qid=13a24c2e-
1ae0-4406-9a3a-03aa7c03619d&v=&b=&from_search=5
 https://courses.lumenlearning.com/wmopen-principlesofmanagement/chapter/
rational-decision-making-vs-other-types-of-decision-making/

Learning Task 2:

1. Read the following resource materials. (Module or E-resources)

a. Five Leadership Theories and How to Apply Them.
https://cvdl.ben.edu/blog/leadership_theories_part1/
b. Leadership Theories and Models.
http://ndl.ethernet.edu.et/bitstream/123456789/79485/7/04chapter4.pdf

2. What are the 7 Most Common Leadership Styles.

https://www.americanexpress.com/en-us/business/trends-and-insights/articles/the-7-
most-common-leadership-styles-and-how-to-find-your-own/
References:

 http://www.personal.psu.edu/faculty/e/w/ews3/EricWStein/CLASSES/
MGMT501/MGT_LECTURES_WEB/Lecture2-DM.pdf
 https://www.studocu.com/en-ie/document/university-college-dublin/introduction-
to-management/lecture-notes/pdf-chapter-7-decision-making/1705060/view
 http://www.decisions-books.com/LectureNotes3.pdf
 https://www.umassd.edu/media/umassdartmouth/fycm/
decision_making_process.pdf
 https://shodhganga.inflibnet.ac.in/bitstream/10603/37178/9/09_chapter1.pdf
 https://www.psychologytoday.com/us/blog/the-science-behind-behavior/
201707/what-is-good-decision#:~:text=Based%20on%20the%20emphasis
%20on,explained%20clearly%20to%20significant%20others.
 https://www.corporatewellnessmagazine.com/article/5-steps-to-good-decision-
making
 CHARACTER FORMATION WITH LEADERSHIP, DECISIONM MAKING,
ADMINISTRATION AND MANAGEMENT

CHAPTER 6 (Management)
Introduction
Management is the act of getting people together to accomplish desired goals
and objectives using available resources efficiently and effectively. Since organizations
can be viewed as systems, management can also be defined as human action, including
design, to facilitate the production of useful outcomes from a system. This view opens
the opportunity to manage oneself, a pre-requisite to attempting to manage others.

Learning outcome:
At the end of the topic, the students will be able to:

1. Understand the concept of management, management as a science

2. Discuss the features, objectives, and functions of management.

Learning content
It contains readings, selection and discussion questions and sets of activities that
students can work on individually or by group.

a. Management as Science

b. Features of Management

c. Importance of Management

d. Objective of Management

e. Functions of Management
 A. Management as Science

Management is the act of getting people together to accomplish desired goals

and objectives using available resources efficiently and effectively. Since organizations
can be viewed as systems, management can also be defined as human action, including
design, to facilitate the production of useful outcomes from a system. This view opens
the opportunity to manage oneself, a pre-requisite to attempting to manage others.

Management as a Science

Management is in complete agreement with all the features of science mentioned

above. Let us discuss how:

Management is a systematic subject. Evidently, it has various concepts and

theories which are developing with time and is also related to other subjects like
mathematics, economics etc. Further, there are certain terms and vocabulary exclusive
to management. Management professionals extensively use these terms to
communicate with each other.

The various principles and concepts of management are a result of constant

experimentation and observation. However, human beings are complex organisms with
unpredictable behaviors. Interestingly management deals with human beings and
human behavior. As a result of the experiments in the field of management are not
completely predictable or replicable. This means there exists an element of uncertainty.
Evidently, management is also known as an inexact science.

As discussed the principles of management are not exact, relative to other

concrete sciences like math, chemistry etc. Thus these concepts are also non-universal.
However, they can be applied to a wide variety of situation and form the pillars of the
science of management. Further, managers use these principles to tackle situations and
for training and development of managers.

C. Features of Management

1. Management is Goal-Oriented: The success of any management activity is

assessed by its achievement of the predetermined goals or objective. Management is a
purposeful activity. It is a tool which helps use of human & physical resources to fulfill
the pre-determined goals. For example, the goal of an enterprise is maximum consumer
satisfaction by producing quality goods and at reasonable prices. This can be achieved
by employing efficient persons and making better use of scarce resources.
2. Management integrates Human, Physical and Financial Resources: In an
organization, human beings work with non-human resources like machines. Materials,
financial assets, buildings etc. Management integrates human efforts to those
resources. It brings harmony among the human, physical and financial resources.

3. Management is Continuous: Management is an ongoing process. It involves

continuous handling of problems and issues. It is concerned with identifying the
problem and taking appropriate steps to solve it. E.g. the target of a company is
maximum production. For achieving this target various policies have to be framed but
this is not the end. Marketing and Advertising is also to be done. For this policies have
to be again framed. Hence this is an ongoing process.

4. Management is all Pervasive: Management is required in all types of

organizations whether it is political, social, cultural or business because it helps and
directs various efforts towards a definite purpose. Thus clubs, hospitals, political parties,
colleges, hospitals, business firms all require management. Whenever more than one
person is engaged in working for a common goal, management is necessary. Whether it
is a small business firm which may be engaged in trading or a large firm like Tata Iron
& Steel, management is required everywhere irrespective of size or type of activity.

5. Management is a Group Activity: Management is very much less concerned with

individual’s efforts. It is more concerned with groups. It involves the use of group effort
to achieve predetermined goal of management of ABC & Co. is good refers to a group
of persons managing the enterprise.

D. Importance of Management

1. It helps in Achieving Group Goals - It arranges the factors of production,

assembles and organizes the resources, integrates the resources in effective
manner to achieve goals.

2. Optimum Utilization of Resources - Management utilizes all the physical &

human resources productively. This leads to efficacy in management.
Management provides maximum utilization of scarce resources by selecting its
best possible alternate use in industry from out of various uses. It makes use of
experts, professional and these services leads to use of their skills, knowledge,
and proper utilization and avoids wastage. If employees and machines are
producing its maximum there is no under employment of any resources.
3. Reduces Costs - It gets maximum results through minimum input by proper
planning and by using minimum input & getting maximum output. Management
uses physical, human and financial resources in such a manner which results in
best combination. This helps in cost reduction.

4. Establishes Sound Organization - No overlapping of efforts (smooth and

coordinated functions). To establish sound organizational structure is one of the
objective of management which is in tune with objective of organization and for
fulfillment of this, it establishes effective authority & responsibility relationship
i.e. who is accountable to whom, who can give instructions to whom, who are
superiors & who are subordinates.

5. Establishes Equilibrium - It enables the organization to survive in changing

environment. It keeps in touch with the changing environment. With the change
is external environment, the initial co-ordination of organization must be
changed.

6. Essentials for Prosperity of Society - Efficient management leads to better

economical production which helps in turn to increase the welfare of people.
Good management makes a difficult task easier by avoiding wastage of scarce
resource.

E. Objectives of Management

1. Getting Maximum Results with Minimum Efforts - The main objective of

management is to secure maximum outputs with minimum efforts & resources.
Management is basically concerned with thinking & utilizing human, material &
financial resources in such a manner that would result in best combination. This
combination results in reduction of various costs.

2. Increasing the Efficiency of factors of Production - Through proper

utilization of various factors of production, their efficiency can be increased to a
great extent which can be obtained by reducing spoilage, wastages and
breakage of all kinds, this in turn leads to saving of time, effort and money which
is essential for the growth & prosperity of the enterprise.

3. Maximum Prosperity for Employer & Employees - Management ensures

smooth and coordinated functioning of the enterprise. This in turn helps in
providing maximum benefits to the employee in the shape of good working
condition, suitable wage system, incentive plans on the one hand and higher
profits to the employer on the other hand.
4. Human betterment & Social Justice - Management serves as a tool for the
upliftment as well as betterment of the society. Through increased productivity &
employment, management ensures better standards of living for the society. It
provides justice through its uniform policies.

F. Functions of Management

1. Planning - It is the basic function of management. It deals with chalking out

a future course of action & deciding in advance the most appropriate course of
actions for achievement of pre-determined goals. According to KOONTZ,
“Planning is deciding in advance - what to do, when to do & how to do. It
bridges the gap from where we are & where we want to be”. A plan is a future
course of actions. It is an exercise in problem solving & decision making.

2. Organizing - It is the process of bringing together physical, financial and

human resources and developing productive relationship amongst them for
achievement of organizational goals. According to Henry Fayol, “To organize a
business is to provide it with everything useful or its functioning i.e. raw
material, tools, capital and personnel’s”. To organize a business involves
determining & providing human and non-human resources to the organizational
structure. Organizing as a process involves:

Identification of activities.
Classification of grouping of activities.
Assignment of duties.
Delegation of authority and creation of responsibility.
 Coordinating authority and responsibility relationships.
3. Staffing - It is the function of manning the organization structure and keeping it
manned. Staffing has assumed greater importance in the recent years due to
advancement of technology, increase in size of business, complexity of human
behavior etc. The main purpose o staffing is to put right man on right job i.e.
square pegs in square holes and round pegs in round holes. According to Kootz
& O’Donell, “Managerial function of staffing involves manning the organization
structure through proper and effective selection, appraisal & development of
personnel to fill the roles designed un the structure”. Staffing involves:
Manpower Planning (estimating man power in terms of searching,
choose the person and giving the right place).
Recruitment, Selection & Placement.
Training & Development.
Remuneration.
Performance Appraisal.
Promotions & Transfer

4. Directing - It is that part of managerial function which actuates the organizational

methods to work efficiently for achievement of organizational purposes. It is
considered life-spark of the enterprise which sets it in motion the action of
people because planning, organizing and staffing are the mere preparations for
doing the work. Direction is that inert-personnel aspect of management which
deals directly with influencing, guiding, supervising, motivating sub-ordinate for
the achievement of organizational goals. Direction has following elements:

Supervision- implies overseeing the work of subordinates by their superiors. It is

the act of watching & directing work & workers.

Motivation- means inspiring, stimulating or encouraging the sub-ordinates with

zeal to work. Positive, negative, monetary, non-monetary incentives may be used
for this purpose.

Leadership- may be defined as a process by which manager guides and

influences the work of subordinates in desired direction.
 Communications- is the process of passing information, experience, opinion etc
from one person to another. It is a bridge of understanding.

5. Controlling - It implies measurement of accomplishment against the standards and

correction of deviation if any to ensure achievement of organizational goals. The
purpose of controlling is to ensure that everything occurs in conformities with the
standards. An efficient system of control helps to predict deviations before they
actually occur. According to Theo Haimann, “Controlling is the process of checking
whether or not proper progress is being made towards the objectives and goals and
acting if necessary, to correct any deviation”. According to Koontz & O’Donell
“Controlling is the measurement & correction of performance activities of
subordinates in order to make sure that the enterprise objectives and plans desired
to obtain them as being accomplished”. Therefore controlling has following steps:
Establishment of standard performance.
Measurement of actual performance.
Comparison of actual performance with the standards and finding out
deviation if any.
Corrective action.

Learning Task 1:
1. Read the following resource materials. (Module or E-resources)
a. Overview of Management.
https://www.pinterest.co.uk/pin/461830136790287488/
b. Principles of Management.
https://www.slideshare.net/ImJeffreyPalma/principles-of-management-lecture
2. Make a Time Management Worksheet (include school)
https://www.pinterest.ph/pin/285697170088735966/

References:

 https://www.indeed.com/career-advice/career-development/basic-functions-of-
management#:~:text=The%20four%20basic%20functions%20of
%20management%20are%20planning%2C%20organizing%2C
%20leading,builds%20on%20the%20previous%20function.
 https://www.managementstudyguide.com/management_functions.htm
 https://www.businessmanagementideas.com/management/features-of-
management/features-of-management/19466
 https://www.toppr.com/guides/business-studies/nature-and-significance-of-
management/management-as-science/
 https://www.managementstudyguide.com/management_science.htm
 https://www.managementstudyhq.com/management-discipline.html
 https://www.managementstudyhq.com/wp-content/uploads/2018/12/
Management-as-a-Discipline.jpg
 https://courses.lumenlearning.com/boundless-business/chapter/an-introduction-
to-management/
 CHARACTER FORMATION WITH LEADERSHIP, DECISIONM MAKING,
ADMINISTRATION AND MANAGEMENT

CHAPTER 7 (Administration)
Introduction
When the question, “What is administration?” is asked, there will be a number of
different answers. An individual responding to such a question will either try to give one
of the definitions of the concept or will try to explain its meaning in view of his/her
perception of it. For a better understanding of the concept of administration, we will
first give several definitions and then discuss the basic components of each definition
for identifying the common elements among them.

Learning outcome:
At the end of the topic, the students will be able to:

1. Discuss the concept of Administration, role and types of administration

2. Differentiate management and administration
3. Understand the principle of administration.

Learning content
It contains readings, selection and discussion questions and sets of activities that
students can work on individually or by group.

a. Concept of Administration

b. Role of the Administration

c. Management and Administration

d. Principle of Administration
 A. Concept of Administration
The definition of administration refers to the group of individuals who
are in charge of creating and enforcing rules and regulations, or those in leadership
positions who complete important tasks.
An example of administration is the President of the United States and
the individuals he appoints to support him.
According to Simon, “Administration can be defined as the activities
of groups cooperating to accomplish common goals” (Simon, Smithburg, Thompson,
1950). As can be seen, administration is defined as cooperative human action or
cooperative group behavior. The word, “cooperative”, is the first key element in this
definition. Human activity is cooperative if it has the effects that would be absent if the
cooperation did not take place.

B. Role of the Administration

Administration Department is backbone of an organization. An
effective administrator is an asset to an organization. He or she is the link between an
organization's various departments and ensures the smooth flow of information from
one part to the other. Thus without an effective administration, an organization would
not run professionally and smoothly.

An effective administrator should have the ability:

1. To understand general concepts of Administration

2. To enhance the office staff’s ability to manage and organize office effectively and
professionally
3. File in the proper way and filing standard
4. Develop an appropriate office management strategy
5. Develop an appropriate assets management strategy
6. Able to develop administrative procedures
7. Able to plan and control administrative budget
8. The duty of an administrator depends on the company that the administrator
works for.
9. The main job responsibility of an administrator is to ensure the efficient
performance of all departments in an organization. They act as a connecting link
between the senior management and the employees. They provide motivation to
the work force and make them realize the goals of the organization.
 C. Management and Administration
According to Theo Haimann, “Administration means overall
determination of policies, setting of major objectives, the identification of general
purposes and laying down of broad programs and projects”. It refers to the activities of
higher level. It lays down basic principles of the enterprise. According to Newman,
“Administration means guidance, leadership & control of the efforts of the groups
towards some common goals”.

Whereas, management involves conceiving, initiating and bringing together the various
elements; coordinating, actuating, integrating the diverse organizational components
while sustaining the viability of the organization towards some pre-determined goals. In
other words, it is an art of getting things done through & with the people in formally
organized groups.
Point of Comparison between Management and Administration

Basis Management Administration

Meaning Management is an art of getting things It is concerned with formulation

done through others by directing their of broad objectives, plans &
efforts towards achievement of pre- policies.
determined goals.

Nature Management is an executing function. Administration is a decision-

making function.

Process Management decides who should as it & Administration decides what is

how should he dot it. to be done & when it is to be
done.

Functio Management is a doing function because Administration is a thinking

n managers get work done under their function because plans &
supervision. policies are determined under it.

Skills Technical and Human skills Conceptual and Human skills

Level Middle & lower level function Top level function

On the Basis of Usage: -

Basis Management Administration

Applicability It is applicable to business It is applicable to non-business

concerns i.e. profit-making concerns i.e. clubs, schools,
organization. hospitals etc.

Influence The management decisions are The administration is influenced by

influenced by the values, public opinion, govt. policies,
opinions, beliefs & decisions of religious organizations, customs etc.
the managers.

Status Management constitutes the Administration represents owners of

employees of the organization the enterprise who earn return on
who are paid remuneration (in their capital invested & profits in the
the form of salaries & wages). form of dividend.

Practically, there is no difference between management &

administration. Every manager is concerned with both - administrative management
function and operative management function as shown in the figure. However, the
managers who are higher up in the hierarchy denote more time on administrative
function & the lower level denote more time on directing and controlling worker’s
performance i.e. management.

D. Principle of Administration
1. For any administration- business, government, education institutions- to function
properly, the principles of management which include hierarchy, control, unity of
command, delegation of authority, specialization, objectives, centralization and
decentralization must be adhered to.
2. Every administration has a hierarchy that often represented as a pyramid. The heads
of department in organizations make decisions that concern their divisions. Final
decision making, however rets with the head of the organization.
3. Unity of command establishes who is responsible for reporting whom.
4. Delegation of authority starts at the top and works its way down the chain of
command: reporting works its way back.
5. Specialization refers to the people doing what they were hired to do rather than
being assigned tasks outside of their job descriptions.
6. Every organization has to have clearly stated objectives that all employees try to
meet. Centralization refers to authority at the top: decentralization is when
responsibility is delegated to various levels.

Learning Task 1:
1. Read the following resource materials. (Module or E-resources)
a. 14 Principles of Management
https://www.12manage.com/methods_fayol_14_principles_of_management.html
b. Educational Management. https://www.yourarticlelibrary.com/educational-
management/educational-administration/top-6-principles-of-educational-
administration/63731
2. List of Different types of Administration.
https://www.slideshare.net/irshadirshad75457/types-of-administration

References:
 https://www.managementstudyguide.com/management_administration.htm
 https://blog.taskpigeon.co/difference-management-administration/]
 https://help.sap.com/doc/saphelp_nw73ehp1/7.31.19/en-US/
63/329015949040038a25e0b8254ee52f/content.htm?no_cache=true
 https://www.linkedin.com/pulse/20140714095925-34031211-effective-role-of-
administration-in-an-organization/
 https://www.roberthalf.com.au/employers/administration/administrator-jobs
 https://notesread.com/types-of-administration/
 https://en.wikipedia.org/wiki/Administration_(government)
 https://en.wikipedia.org/wiki/Public_administration_theory
 https://notesread.com/types-of-administration/
 https://www.slideshare.net/denys572/administration-and-its-principles2014-pptx
 https://en.wikiquote.org/wiki/Principles_of_administration