JESTIN LOUISE KYLE T.

GREFALDE MAEDADSUP-2
Educ 264

SUMMARY OF CHAPTERS 1-16

Chapter I- Administration vs. Management

 Administration is the management and application of the processes an office,

business, or organization.
 It involves the efficient and effective organization of people, information, and
other resources to achieve organizational objectives.
 Information is key to business operations, and people are the resources who
make use of information to add value to an organization. This means that
companies will struggle without some type of administration management.
 Management is the process of guiding the development, maintenance, and
allocation of resources to attain organizational goals.
 Managers are the people in the organization responsible for developing and
carrying out this management process.
 Management is dynamic by nature and evolves to meet needs and constraints in
the organization’s internal and external environments.
 The management of administration has become an important function for every
successful organization.
 Administrative Management is the process of managing information through
people. This usually involves performing the storage and distribution of
information to those within an organization.

Chapter 2- Fundamentals of Planning

 Planning is the most basic of all management functions.

 It involves looking ahead and relating today's events with tomorrow's
possibilities.
 Planning is goal-oriented, and forward-looking process.
 Its offsets uncertainty and risk, provides a sense of direction, provides
guidelines for decision-making, and increases operational efficiency and
organizational effectiveness.
 It helps in the coordination of organizational activities and facilitates control
and delegation.
 Plans can be of various types, depending on the organization level, the
frequency of use and the time frame. Depending on the organization level,
plans can be strategic, tactical or operational.

Chapter 3- Decision Making, Problem Solving and Ethics

  Problem solving and decision making are important skills for the organization.
While ethics is a set of moral principles, especially ones relating to or affirming a
specified group, field, or form of conduct.
 Problem solving often involves decision making, and decision making is
especially important for management and leadership.
 There are processes and techniques to improve decision making and the quality
of decisions.
 Decision making is more natural to certain personalities, so these people should
focus more on improving the quality of their decisions.

Chapter 4- Fundamentals of Organizing

 Organizing is an important managerial function. If managerial planning focuses

on deciding what to do, organizing focuses on how to do it. Thus, after a
manager has set goals and developed a workable plan, the next managerial task
is to organize people and groups to carry out the plan.
 A process of identifying and grouping the work to be performed, defining and
delegating authority, and establishing relationships to enable people to work
together to achieve the organization's objectives.
 It helps individuals clearly visualize the tasks they are expected to accomplish. It
supports planning and control activities.
 Organizing also creates channels of communication and helps in maintaining the
logical flow of work activities.
 The process of organizing ensures efficient use of resources and helps avoid
conflicts and duplication of effort. It coordinates diverse activities and builds
harmonious relationships among members of the organization.
 It also help managers to focus on tasks that are logically related to a common
goal.

Chapter 5- Delegating Employees

 The leaders must know the skills and abilities of his members in order to
delegate them well with their specified job.
 Placing an employee to the job that fit to his skills and abilities will benefit the
leaders so as the organization because an employee can work at his best if the job
is within his expertise.
 Delegation is the process of giving decision-making authority to lower-level
employees.
 It involves providing the training, tools and management support that
employees need to accomplish a task.
 The authority can be delegated but the responsibility of the person who
delegates a task is must be responsible for its success.
 The assigned worker is therefore accountable for meeting the goals and
objectives of the task.
 Effective delegation can benefit the manager, the employee, and the organization
as it can improve quality of work by allowing the employees who have direct
knowledge of products and services to make decisions and complete tasks
Chapter 6- Communication
  Communication is important to build relationships and interact with each
other in an organization.
 In communication, there is an encoder of the message, a channel and a
decoder or a receiver.
 A source of information to the organizational members for decision-making
process as it helps identifying and assessing alternative course of actions.
 It helps to communicate with employees, influence them to do their best at
work and motivate them to perform well.
 It is significant for the leaders in the organizations so as to perform the basic
functions of management like planning, organizing, leading and controlling.
 Communication helps the leaders to perform their jobs and responsibilities.

Chapter 7- Motivation

 Motivation is incitement or inducement to act or move. It is the process of

inducing the employees of an organization to act in a predetermined desired
manner so as to achieve organizational goals.
 Motivating employee is a must for them to perform well.
 The reason why a person works because of his needs and the needs of his family.
Aside from that fact, a person also works because of passion on his job.
 It refers to the inner state of mind that initiates and controls behavior towards
business goals. They directly correspond to the needs of individuals.
 Motivation meets the needs of the employee and thereby creates the drive to
work to the best of his abilities.
 A process of stimulating action by understanding the needs of employees and by
utilizing their motives. The motivator is the technique used for motivation such
as pay bonuses, promotion among others.

Chapter 8 - Leadership

 Leadership is something that can influence others.

 A leader is the one who practices leadership.
 Skills are needed in order to become a leader, some of it are innate to a person
and some are gained through experiences and trainings.
 There are things that affects leadership and a leader must handle and overcome
these circumstances professionally.
 Every leader has it own form of leadership style that they practice in an
organization. It depends on their behavior, attitude and characteristics.
 An employee is the heart of the organization and leader should influence and
motivate them to work at their best for to achieve their goals. Also, leader should
manage well his/her employee, coach and train them to improve and to get a
high performance.

CHAPTER 9- Managing Change, Group Development and Team Building

  Change in management is necessary in order to succeed and grow.
 Leaders must communicate clearly and effectively to the employees to motivate
them in supporting the said change. Decision-making skill is important in
delegating the task to the employees.
 Group development on the other hand is the process wherein the newly formed
work team will learn about their teammate. It is good to socialize with the group
to develop teamwork skills to create team effectiveness.
 Team building, a management technique used to improve the efficiency and
performance of the workgroups through various activities.
 Team building helps a leader to learn the strengths and weaknesses of each team
member in order to create a team with the desired skills. The leader should focus
on developing strong relationship to build trust among the team members.

Chapter 10 – Meetings and Facilitation Skills

 Meeting gathers everyone to talk about a certain agenda. It might be about

identifying and solving problems, developing new strategies, work plan etc.
 Meetings involves facilitation skills to have an organized flow of discussion in
order to cover all the topics in the agenda and to come up with a solution or a
strategy.
 The skills needed to facilitate well a meeting includes group facilitation skills,
meeting planning, problem solving, decision making, and agenda development.
 The facilitator guides to help people move through a process together, not the seat
of wisdom and knowledge. That means a facilitator are there to draw out
opinions and ideas from the participants.
 During the meeting, facilitators make sure that important issues are discussed,
decisions will be made, and then actions must be taken.
 The key word here is to facilitate, ask and listen.

Chapter 11 – Coaching For Higher Performance

 In an organization, there is really a need to improve the performance of an

employee.
 Coaching an employee may not sounds good as it feels like you’re lacking
something even though you’re working so hard. But in a bigger sense it will help
an individual to solve performance problems and to improve the work of the
employee, the team, and the department.
 It is also a must to explain to the employees their performance problem. Show
confidence in the employee's ability and willingness to solve the problem.
 Employees who have a positive mindset over performance coaching will be a
good asset to a company or an organization as they accept corrections and
willing to improve themselves for the sake of their job, their organization, and be
able to grow professionally.
 The key word here is acceptance and self-improvement for a higher performance.
Chapter 12 – Managing Conflict, Stress and Time
  Leaders must know how to manage well the employees to avoid stress and
conflict as they are not robots who are working without feelings, exhaustion etc.
 We work targeting a certain goal, vision, and mission. In any form of job, we
surely feel pressured at work because of a need to achieve something. Stress will
build up to a person working under pressure by managing his/her time well to
finish loads of work, and if someone will come in between to comment or
disagree, it will then create conflict.
 Leaders, shall we say managers for example must have the skill on managing a
conflict to fairly judged the situation, put the situation under control and to solve
the issue among the employee.
 In an article that I have read states that stress is not only giving us a negative
effect but also a positive one. In a sense that employees felt the tension in
achieving goals by working hard which results to a high performance.
 What makes it negative is when the management is not good. Some of the causes
of stress are due to lack of managerial leaderships, rules and regulations, extent
of centralization and decentralization, type of communication, delegation of
powers, number of employees in a room or hall working together etc.
 Certain jobs demand teamwork. Employees’ behavior is influenced by group.
The group is also a potential cause of stress where there is lack of cohesiveness
and social support.

Chapter 13 – Exercising Control

 Exercising control is important in management. Its importance becomes apparent

when we find that it is needed in all the functions of management.
 Controlling checks mistakes and tells us how new challenges can be met or faced.
The success of the organization thus hinges on the effective controlling.
 There are different examples of control like controlling our bad habits in our
workplace like being late all the time and of course by controlling our outputs at
work.
 Changing the workplace without giving employees some form of control in the
design can adversely impact employee health, safety, and welfare.
 When employees perceive the workplace as negative, the consequences can
mean an increase in employee stress, workplace injuries, absences, employee
turnover, insurance claims, benefits utilization, and error rates and subsequently
a decrease in employee productivity, engagement, satisfaction, innovation,
customer service and quality of work.

Chapter 14 – Controlling Productivity, Quality and Safety

 Productivity is a measure of how efficiently a process runs and how effectively it

uses resources.
 Productivity growth is important to a business because it controls the real
income means needed to meet obligations to customers, stakeholders, and
governments (taxes and regulation).
 Organizational control, refers to the process by which an organization influences
its subunits and members to behave in ways that lead to the attainment of
organizational goals and objectives.
  It provides significant benefits, particularly when they help the firm stay on track
with respect to its strategy.
 Quality in organizations is what truly counts and what creates the differential.
 Identifying quality aspects in a product include breaking it down, measuring the
quality and controlling it.
 The quality organization has implemented a set of interdependent behaviors
aimed at satisfying its stakeholders.
 Stakeholders' dissatisfaction inhibits management's ability to implement the
behaviors, and management's failure to implement the behaviors leads to
stakeholders' dissatisfaction.
 It is the employer’s responsibility to maintain a safe and healthy workplace.
 A safety and health management system, or safety program, can help you focus
your efforts at improving your work environment. The people in your
organization do to prevent injuries and illnesses at your workplace.

Chapter 15 – Selecting, Appraising and Disciplining Employees

 Employee Selection is the process of interviewing and evaluating the candidates

for a specific job and selecting an individual for employment based on certain
criteria. A procedure of matching organizational requirements with the skills and
qualifications of people.
 Human Resources recruit employees, trained them, and select among them.
 Appraising monitors the performance and progress of an employee. To
determine their weaknesses and strengths in dealing their job in order to address
it by giving them trainings, seminars or anything that can aid their performance
so that they will perform well on the job given to them.
 Performance appraisal is the periodic assessment of an employee’s job
performance as measured by the competency expectations set out by the
organization.
 The performance assessment often includes both the core competencies required
by the organization, also the competencies specific to the employee’s job.
 The appraiser, often a supervisor or manager, will provide the employee with
constructive, actionable feedback based on the assessment. This in turn provides
the employee with the direction needed to improve and develop in their job.
 Disciplinary action was also brought together with this topic because it will help
to solve issues in an organization.
 There will be times when it’s necessary to discipline an employee, whether for
performance issues or behavioral issues.
 It will be done first through verbal warning, then written warning, next is
suspension or improvement plan and then termination. Thus, an employee can
be given a chance to change and improve himself or in the worst case will be
terminated due to his actions.

Chapter 16 – Supervisor, Labor Relations, Legal Issues

 Supervisors are responsible for the day-to-day performance of a small group,

either a team, a department, or a shift.
 Supervisors typically have experience in the group's purpose or goal and have
earned the position based on management's belief that they're capable of guiding
the team.
 Supervisors plays an important role in giving feedback, both constructive and
positive wherein constructive feedback is more challenging for most supervisors
to deliver.
 To become a successful and productive supervisor, one must have these skills.
 Labor relations term used to define the process between employers and
employees, management, and unions in order to make decisions in
organizations. The decisions taken refer to wages, working conditions, hours of
work, and safety at work, security, and grievances.
 Wages and benefits received by employees for their work represent the
compensation or ‘the price paid by employers for their workers services’. This
requires a specific analyze because the work is realized under a contract and
propose and active commitment of the workers.
 Legal issues cover the laws to protect the rights of every employees.