Nature of Management

Learning Objectives
1. The Definition of Management
2. The Management Functions
3. Management Skills
4. What is it like to be a Manager?
 Elements of Management
• Managers are the executive function of the
organization
• Building and coordinating the entire system
• Create systems and conditions that enable
others to perform those tasks
• Create the right systems and environment,
managers ensure that the department or
organization will survive and thrive
• Recognize the key role of people
 Elements of Management

“The art of getting things done through people”

–Mary Parker Follett

“Give direction to their organization, provide

leadership, and decide how to use
organizational resources to accomplish goals”
-Peter Drucker

4
 The Definition of Management
Management is the
attainment of
organizational goals in
an effective and efficient
manner through
planning, organizing,
leading, and controlling
organizational resources.

5
What Do Managers Do?

6
 State-of-the-Art Management
Competencies for Today’s World

7
 Today’s Best Managers…
• are “future-facing”
• they design the organization and culture to
anticipate threats and opportunities from the
environment, challenge the status quo, and
promote creativity, learning, adaptation, and
innovation.

8
 Why Innovation Matters?
• Managers focus on innovation to stay
competitive
• In a hypercompetitive, global environment,
organizations must innovate more.
• Innovation can be in terms of:
✓New products, services, technologies
✓Controlling costs
✓Investing in the future
✓Corporate values
9
The Four Management Functions
• Planning. Identifying goals and resources or
future organizational performance.
• Organizing. Assigning tasks, delegating
authority and allocating resources.
• Leading. The use of influence to motivate
employees to achieve goals.
• Controlling. Monitoring activities and taking
corrective action when needed.

10
The Process of Management

11
 Organizational Performance
• Organizations bring together knowledge,
people, and raw materials to perform tasks
✓Effectiveness is the degree to which the
organizations achieves goals
✓Efficiency is the use of minimal resources to
produce desired output
• Organization is a social entity that is goal
directed and deliberately structured.

12
 Management Skills
• Conceptual Skills – cognitive ability to see the
organization as a whole system
• Human Skills – the ability to work with and
through other people
• Technical Skills – the understanding and
proficiency in the performance of specific
tasks

13
Top Causes of Manager Failure

14
 Types of Managers: Vertical
• A top manager is one who is at the apex of the
organizational hierarchy and is responsible for the
entire organization.
• Middle managers work at the middle level of the
organization and are responsible for major divisions or
departments.
✓ A project manager is a manager who is responsible for a
temporary work project that involves people from
various functions and levels of the organization.
• Most new managers are first-line managers—
managers who are at the first or second level of the
hierarchy and are directly responsible for overseeing
groups of production employees.

15
 Types of Managers: Horizontal
• A functional manager is responsible for a
department that performs a single functional
task, such as finance or marketing.
• General managers are responsible for several
departments that perform different functions,
such as the manager of SM department store
or a Ford automobile factory.

16
Levels of Management

17
 What is it like to be a manager?
• The manager’s job is diverse
• Managerial tasks can be characterized into
characteristics and roles
• Most managers enjoy activities such as
leading others, networking and leading
innovation
• Managers dislike controlling subordinates,
handling paperwork and managing time
pressure
18
 Becoming a New Manager

• First-line supervisors experience the most job

burnout and attrition
• Shifting from contributor to manager is often
tricky
• Managers must establish strong personal
identity

19
Making the Leap from Individual Performer to Manager

20
 Manager’s Activities
• Managers perform a diverse amount of
work—fast
• The variety, fragmentation and brevity of
tasks require multitasking
• Managers shift gears quickly – agile

21
Manager Roles

INFORMATIONAL:
INTERPERSONAL:
Monitor,
Figurehead,
Disseminator,
Leader, Liaison
Spokesperson

DECISIONAL: Entrepreneur,
Disturbance Handler,
Resource Allocator,
Negotiator

22
Importance of Leader and
Liaison Roles

23
 Managing Small Businesses and Nonprofit
Organizations
• Small businesses are growing in importance
• Many small businesses are threatened by
inadequate management skills
• Small business managers wear a variety of
hats
• The functions of management apply to
nonprofit organization
• Nonprofit organizations focus on social impact
but they struggle with effectiveness
24
THANK YOU FOR LISTENING

fmtajale@ust.edu.ph
0917-105-9918