WHAT IS BUSINESS ORGANIZATION?

 BUSINESS ORGANIZATION IS AN ENTITY FORMED FOR THE PURPOSE OF

CARRYING ON COMMERCIAL ENTERPRISE THAT DESCRIBES HOW BUSINESSES
ARE STRUCTURED AND HOW TO PRODUCE GOODS OR SERVICES AND MEET
NEEDS OF THE CUSTOMERS AND THEIR GOAL. THE BUSINESS ORGANISATION
AIMS TO FOCUS ON EITHER GENERATING PROFIT (FOR PROFIT
ORGANISATION) OR IMPROVING SOCIETY (NOT FOR PROFIT)

 PROFIT ORGANIZATION - ONE THAT OPERATES WITH THE GOAL OF

MAKING MONEY.
EXAMPLES :
 NON-PROFIT ORGANIZATION
- IS AN ORGANIZATION FORMED
TO SERVE THE PUBLIC GOOD.
EXAMPLES:
 EXAMPLES OF BUSINESS ORGANIZATION :

 CORPORATION, ENTERPRISE, PARTNERSHIP, FRANCHISE,

FIRM, AND ETC.,

EXAMPLES ;
 TOYOTA MOTOR CORP, COCA-COLA, AYALA CORP,
JOLLIBEE, MCDONALDS, 7\11,
 BASIC B U S I N E S S
R E S O U R C E S ( 7 M ' S )
 1. MAN
R E F E R R E D T O A S
A N A G E M E N T I S
MAN IN M E S O U R C E . I T I S T H E
A H U M A N R I N I N G ,
S E L E C T I O N , T R A
RECRUI T M E N T , A N D L I N G
G R I E V A N C E S H
O M O T I O N A N D O F
P R N E L . P A Y M E N T
OF PERSO N I N A T I O N
G R A T U I T Y , T E R M
O M P E N S A T I O N U E S T H A T
C R E T H E F E W I S S
O F S E R V I C E S A T O R E T A I N
L T E F F E C T I V E L Y
HA V E T O B E D E A I Z A T I O N .
H I N A N O R G A N
THE TALE N T W I T
2. MATERIAL MATERIAL IS A BASIC
INGREDIENT IN
MANAGEMENT BE IT A
SERVICE INDUSTRY OR A
PRODUCT INDUSTRY.
MOST OF THE INDUSTRIES
LOCATE THEM SELF
NEARBY TO THE
AVAILABILITY OF
MATERIAL.
MACHINE ARE THE BASIC
TOOLS TO PRODUCE
GOODS OR TO GENERATE
SERVICES. SELECTION OF
AN APPROPRIATE
MACHINE NOT ONLY
ENHANCES EFFICIENCY
BUT ALSO SAVES TIMES
3. MACHINE MAINTENANCE AND
AND INCREASES REVENUE. OVERHAULING ISSUES
ALONG WITH ITS LIFE SPAN
ALSO CANNOT BE
OVERLOOKED. IN SERVICE
INDUSTRY, TECHNOLOGY
MATTERS A LOT THESE DAYS
WE ARE HAVING COMPUTERS
& PERIPHERALS AS A MAJOR
MACHINE TO SERVE THE
SERVICE CLIENTS.
4. MONEY
MANAGEMENT IS DONE TO
MEET DAY TO DAY
BUSINESS REQUIREMENTS
AND THE FUNDS INVOLVED
IN MEETING THOSE
REQUIREMENTS ARE
KNOWN AS WORKING
CAPITAL.
5. METHOD
EVERY THING HAS A RIGHT WAY TO
DO AND THIS RIGHT WAY IS
KNOWN AS A METHOD IN
MANAGEMENT. IN SHORT IT MEANS,
AN ART OF DOING. A SET OF
PROCEDURES AND INSTRUCTIONS
IS KNOWN AS A METHOD. THE
VISIBLE METHODS OF A COMPANY
INCLUDE: PLANS, POLICIES,
PROCEDURES, AND DATA.
6. MEASUREMENT MEASUREMENTS ARE
QUANTIFIED
OBSERVATIONS OF
SOME ASPECT OR
ATTRIBUTE OF A
PROCESS, PRODUCT OR
PROJECT.
MEASUREMENTS
ENHANCE OUR ABILITY
TO ACCESSIBLE TO OUR
NATIVE ABILITIES AND
INTELLIGENCE.
 MARKETING MANAGEMENT IS
THE PROCESS ALLOCATING THE
RESOURCES OF THE 7. MARKETING
ORGANIZATION TOWARD
MARKETING ACTIVITIES."
THUS, A MARKETING MANAGER
IS SOMEONE WHO IS
RESPONSIBLE FOR DIRECTING
EXPENDITURES OF MARKETING
FUNDS. RELATED TO THE TERM
'MANAGEMENT' IS THE TERM
'STRATEGY.'
ECONOMIC SYSTEM MODELS
WHAT IS ECONOMIC SYSTEM MODELS
- ECONOMIC SYSTEM REGULATES THE FACTORS OF
PRODUCTION.
• LAND - DEFINE AS AN
ORIGINAL GIFT OF
NATURE.

 • CAPITAL -IN
LAYMAN’S TERMS, IT IS
KNOWN AS MONEY.
• LABOR - DEFINED AS
AN EXERTION OF
PHYSICAL AND MENTAL
EFFORT, EXERTION OF
EFFORT IS NECESSARY
TO EARN INCOME.
• PHSYICAL RESOURCES/
ENTREPRENEURSHIP - THE
ORGANIZER OF LABOR
AND CAPITAL.
 REFERENCES:
HTTPS://SMALLBUSINESS.CHRON.COM/MEANING-BUSINESS-
ORGANIZATION-41925.HTML
HTTPS://WWW.THEPROJECTDEFINITION.COM/P-BUSINESS-
ORGANISATION/
HTTPS://WWW.SHOPIFY.COM/BLOG/WHAT-IS-NONPROFIT-
CORPORATION
HTTPS://WWW.BRITANNICA.COM/TOPIC/BUSINESS-ORGANIZATION
HTTPS://DL.ACM.ORG/DOI/10.1016/J.ESWA.2010.10.045#:~:TEXT=I
N%20THIS%20RESEARCH%20SYSTEMATIC%20APPROACH,%2C%20MATERI
AL%2C%20AND%20MONEY

REFERENCES:

HTTP://WWW.BUSINESSDICTIONARY.COM/DEFINITION/MANAGEMENT.HTML

FILE:///F:/MEASUREMENT MANAGEMENT.HTM. JAMES A. WARD, AUTHOR

MADDERNFINANCIAL.COM.AU/YOUR-WEALTH

•HTTP://WWW.PRINCIPLESOFMARKETING.COM/FALL2002/CHAPTER TWO.HTM
 GROUP 1.
ALLAMO,CHRISTINE JOY O.
BERNARDINO,RAMONALYN I.
CASTILLO, KENT STEPHEN C.
CASTILLON,ERLEE KISSA B.
CASTILLON,NOLEE KIA B.
 business organization, an entity
formed for the purpose of
carrying on commercial
enterprise. Such an organization is
predicated on systems of law
governing contract and exchange,
property rights, and incorporation.
The purpose of a business organization is
to carry on a business. A business
organisation exists when two or more
people act together to carry on a
business.
In the world are the Amazon and
Apple Inc. They are one of the
biggest and successful business
organizations that surpasses high
market values.
In our locality, which is the Philippines, we also have our
own popular business organizations such as Jollibee
which it is a very popular fast food restaurant in the
Philippines and it also has spread its branch to other
countries. SM Investment is also a popular business
organization in the Philippines. It has many branches all
around the Philippines and is one of the most popular
super malls here.
In terms of business organization, their
role is to provide or distribute services
and goods to the consumers to be
able to satisfy their needs and wants.
1. SOLE PROPRIETORSHIP

A business that is
owned by only one
individual.
 • Most • Must
• The business register to
common and
owner is DTI
simplest form
called a sole (Department
of business
proprietor. of Trade and
organization. Industry).
 2. PARTNERSHIP

Business owned by
two or more persons
called partners.
 • Bind by
contract to • Must
carry on the • The business register to
business and owners are SEC
divide among called (Securities
themselves partners. and Exchange
the earnings Commission).
therefrom.
Fred and Melissa decide to open a baking
store. The store is named F&M Bakery. By
opening a store together, Fred and Melissa
are both general partners in the business,
F&M Bakery.
 3. CORPORATION
A business organized
as a separate legal
entity from the
owners.
 • Ownership in • Must
• Created by the register to
operation of corporation is SEC
law rather represented (Securities
than contract. by shares of and Exchange
stocks. Commission).
 4. COOPERATIVE

A business that is
owned by more than
one individual.
 • Founding • From the root
members shall word cooperate, a • Must
not be less than cooperative is an
register to
association of
15 individuals. CDA
individuals who
However, it can
joined together to (Cooperative
have as many contribute capital Development
members as its and cooperate in
by-laws permit..
Authority).
order to achieve
certain goals.
 means the consideration whether
in money or otherwise to be paid
or provided to the provider for any
supply or use of any goods,
services or other things under this
contract.
- Your business has to provide a product or
service, and for the business to be
successful, there has to be a demand for the
product or service.
- If you go too high, you can lose
potential customers, but going too low
can also cause problems by making
people think your product is cheap or low
quality.
-Your business will have competition.
You need to understand your
competition, including their strengths
and weaknesses.
- You need to get word out about your
business, and marketing and advertising can
help you to do that. These days, you have a
lot of options: social media and content
marketing, billboards, online ads, television
commercials, radio commercials, flyers, and
more.
- The ideal location will depend on what type
of business you're running.

- Businesses can be created using different

structures, including sole proprietorship,
corporations, and limited liability companies.
- Small business owners take on a lot of work
themselves, but sometimes they need help.

- As the business owner, you should have a great

deal of confidence in your business, An unbiased
assessment can help you form a realistic view of
your business and what it will take to succeed.
- Good disaster planning can help you beat
the odds. You should have emergency and
business continuity plans for a wide range of
possible events, including cyber attacks,
technological failures, fires, storms, illness, and
burst pipes.
- Every business needs insurance,
common policy types include commercial
property, auto liability, cyber liability,
errors and omissions, disability, and
worker's compensation insurance.
 • https://www.britannica.com/topic/business-organization
• https://stesglobal.com/wp-content/uploads/2020/07/ACCA-
BT-Chapter-1-Study-Guide.pdf
• https://online.tamucc.edu/degrees/business/mba/general/what-
is-the-role-of-business-in-society/
• https://www.makati.gov.ph/cms/business/top-100-
corporations/2261
• https://www.heffins.com/news-events/blog/10-key-
considerations-when-starting-new-business
• CRUZ, JOHN PATRICK JAUDINES
• CRUZ, RUSSEL KENT SANTOS
• DE JESUS, LANCE MUTUC
• DEL ROSARIO, ELOISA DELOS SANTOS
• DEL ROSARIO, KARLA MARTIN
 Add your first
thoughts here

MANAGEMENT THEORIES: Add your first

thoughts here

Henry Fayol and

the 14 Principles of
manifesting ~
Management
manifesting ~
manifesting ~
GROUP 3;
DELA CRUZ, CHRISTIAN MANUEL
DELA CRUZ, JAQUILYN DE JESUS
FUENTES, RYNZEL COLIN CRUZ
GONZALES, ANDREI DELA MINES
GRANADA, MYLENE VILLAMOR
ifesting

Henry Fayol The author, born in

Constantinople, now
Istanbul (Turkey), into
a French family, studied
in the country of origin
of his parents.

He began working at the

Commentry-Fourchambault
Company
ifesting

Henry Fayol Was a French engineer

and researcher known for
having formulated the
Classical Theory of
Administration. This
theory, also known as
Fayolism

known as the Father of

Modern Management
Theory.

1916, he wrote the book,

"Administration
Industrielle et
Générale,
manifesting ~
manifesting ~
manifesting ~

The 14 Principles of
Management.
 1.Division
manifesting ~

of wor k
manifesting ~
manifesting ~

Wor k s houl d be di v i ded a mong

i ndi v i dua l s a nd gr oups t o ens ur e
t ha t ef f or t a nd a t t ent i on a r e
f oc us ed on s pec i a l por t i ons of t he
t as k.

Back to Agenda Page

 2.Authority and
Responsiblity
manifesting ~
manifesting ~
manifesting ~

T he c onc ept of a ut hor i t y a nd

r es pons i bi l i t y a r e c l os el y r el a t ed.

Aut hor i t y - f a c i l i t a t es t he ma na gement

t o wor k ef f i c i ent l y a nd
Res pons i bi l i t y - ma k es t hem r es pons i bl e
f or t he wor k done under t hei r gui da nc e
or l ea der s hi p.
 3.Discipline manifesting ~
manifesting ~
manifesting ~

A s uc c es f ul or ga ni z a t i on r equi r es t he
c ommon ef f or t s of wor k er .
Wi t hout di s c i pl i ne, not hi ng c a n be
a c c ompl i s hed. I t i s t he c or e v a l ue f or
a ny pr oj ec t or a ny ma na gement . Good
per f or ma nc e a nd s ens i bl e i nt er r el a t i on
ma k e t he ma na gement j ob ea s y a nd
c ompr ehens i v e.
 4.Unity of Command manifesting ~
manifesting ~
manifesting ~

Wor k er s s houl d r ec ei v es or der s f or

onl y one ma na ger .
 5.Unity of manifesting ~
manifesting ~
manifesting ~

Dir ection
T he ent i r e or ga ni z a t i on s houd be
mov i ng t owa r ds a c ommon obj ec t i v e i n a
c ommon di r ec t i on. .
 6.Subor dination of manifesting ~
manifesting ~
manifesting ~

individual inter ests to

the gener al inter est.

T he i nt er es t of one per s on s houl d not

t a k e pr i or i t y ov er t he i nt er es t s of t he
or ga ni z a t i on a s a whol e.
 manifesting ~
manifesting ~
manifesting ~

7.Remuneration

Ma ny v a r i a bl es s uc h a s c os t of l i v i ng,
s uppl y of qua l i f i ed per s onel , gener a l
bus i nes s c ondi t i ons a nd s uc c es s of t he
bus i nes s s houl d be c ons i der ed i n
det er mi ni ng a wor k er s r a t e of pa y .
 8.Centr alization
manifesting ~
manifesting ~
manifesting ~
- r ef er s t o t he
c onc ent r a t i on of power i n
t he ha nds of t he a ut hor i t y
a nd f ol l owi ng a t op- bot t om
a ppr oa c h t o ma na gement .
- I n dec ent r a l i z a t i on, t hi s
a ut hor i t y i s di s t r i but ed t o
a l l l ev el s of ma na gement .
 9.Scalar chain.

F a y ol on t hi s pr i nc i pl es hi ghl i gt hs
t ha t t he hi er a r c hy s t eps s houl d be f r om
t he t op t o t he l owes t . T hi s i s nec es s a r y
s o t ha t t he empl oy ee s houl d be a bl e t o
c ont a c t a ny i f needed.
 10. Order
T hi s pr i nc i pl e s t a t es t ha t t her e s houl d be a n or der l y
pl a c eme nt of r es our c es ( ma npowe r , money , ma t er i a l s ,
et c . ) i n t he r i ght pl a c e a t t he r i ght t i me. T hi s
ens ur e s t he pr oper us e of r es our c e s i n a s t r uc t ur e d
f a s hi on. Mi s pl a c e me nt of a ny of t hes e r es our c e s wi l l
l ea d t o mi s us e a nd di s or de r i n t he or ga ni z a t i on.
 11.Equity.
All employees should be treated
as equally as possible.

Back to Agenda Page

 manifesting ~
manifesting ~
manifesting ~

12.Stability of Tenur e
of Per sonnel

T hi s pr i nc i pl e s t a t es t ha t a n
or ga ni z a t i on s houl d wor k t o mi ni mi z e
s t a f f t ur nov er a nd ma x i mi z e ef f i c i enc y .
 manifesting ~
manifesting ~
manifesting ~

13.Initiative

T he ma na gement s houl d s uppor t a nd

enc our a ge t he empl oy ees t o t a k e
i ni t i a t i v es i n a n or ga ni z a t i on.
 14.Esprit de Corps manifesting ~
manifesting ~
manifesting ~

E s pr i t de Cor ps mea ns “ T ea m S pi r i t ” .
T hi s henr y f a y ol pr i nc i pl e of
ma na gement s t a t es t ha t t he ma na gement
s houl d s t r i v e t o c r ea t e uni t y , mor a l e,
a nd c o- oper a t i on a mong t he empl oy ees
 That was all about
pr inciples of
management
manifesting ~
manifesting ~
manifesting ~
 Infor mation
Refer ence
Henr y - f a y ol -
ht t ps : / / wa r bl et onc ounc i l . or g/ a por t a c i on
es - de- henr i - f a y ol - 7184

Pr i nc i pl e- of - Ma na gement -
ht t ps : / / www. s i mpl i l ea r n. c om/ pr i nc i pl es -
of - ma na gement - by - henr i - f a y ol - a r t i c l e

ht t ps : / / by j us . c om/ c ommer c e/ henr i - f a y ol -

14- pr i nc i pl es - of - ma na gem ent /
manifesting ~
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 Pictur e Refer ence

Di v i s i on- of -
wor k ; ht t ps : / / www. googl e. c om/ i mgr es ? i mgur l =ht t ps %3A%2F %2F s t u
dy . c om%2F c i ma ge s %2F v i deopr e v i ew%2F v i deopr ev i ew- f ul l %

r es pons i bi l i t y - a ut hor i t y - ba l a nc e - pi c t ur ed-

1_Vx s WWppK3BWpI S Vwr bHk S w

Di s c i pl i ne- pi c t ur e- 9452f 8c 447f 0e4e24de 45a d43f 769a 01

Uni t y of c omma nd-

ht t ps : / / www. googl e. c om/ i mgr es ? i mgur l =ht t ps %3A%2F %2F my v ent ur
epa d. c om%2F wp- c ont ent %2F upl oa ds %2F 2016%2F 12%2F uni t y -
11. j pg&i mgr ef ur l =ht t ps %3A%2F %2F my v ent ur epa d. c om%2F uni t y -
di r ec t i on- di r ec t - empl oy ee s %2F &t bni d=93h8a - F E _T -
Wa M&v et =1&doc i d=C4v z Gk 42Gt ut f M&w=438&h=281&hl =en-
GB&s our c e=s h%2F x %2F i m

Uni t y - of - di r ec t i on-
ht t ps : / / www. googl e. c om/ i mgr es ? i mgur l =ht t ps %3A%2F %2F bl og. ni m
bl ef ounda t i on. or g%2F wp-
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manifesting
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t y - of - ~
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M&w=358&h=141&hl =en- GB&s our c e =s h%2F x %2F i m
 Pictur e Refer ence

S ubor di na t i on- of - i ndi v i dua l - i nt er es t s - t o t he- ge ne r a l -

i nt er es t . ht t ps : / / i ma ges . a pp. goo. gl / 19x r wAheYpHk 5y c r 5

Remuner a t i on-
ht t ps : / / www. googl e. c om/ i mgr es ? i mgur l =ht t ps %3A%2F %2F www. ogr oup. c om. a u%2
F wp-
c ont ent %2F upl oa ds %2F 2016%2F 03%2F money . j pg&i mgr ef ur l =ht t ps %3A%2F %2F www.
ogr oup. c om. a u%2F 2016%2F 03%2F 29%2F t r p- v s - t v p- wha t s - r ea l l y - i mpor t a nt -
c omes -
r emuner a t i on%2F &t bni d=f Wpm8x S 2S F F Gf M&v et =1&doc i d=x J 8L Dr mB6I 6f nM&w=299&
h=220&hl =en- GB&s our c e=s h%2F x %2F i m

Cent r a l i z a t i on- 1of 80x f 6c 5m0unj 2oc dc

S c a l a r - c ha i n- henr y - f a y ol s - pr i c i pl e- of - ma na gement - i ma ge- ppt - 12- 3

manifesting ~
manifesting ~
Or der - 14- pr i nc i pl es - of - ma na gement - 15- 320 manifesting ~
 Pictur e Refer ence

S t a bi l i t y - of - T enur e- of - Per s onnel - pi oneer s - of -

ma na gement - 213

I ni t i a t i v e- 14- pr i nc i pl es - of - ma na gement - 15- 320

E s pr i t - de - Cor ps -
ht t ps : / / www. googl e. c om/ i mgr es ? i mgur l =ht t ps %3A%2F %2F gl oba
l-
upl oa ds . webf l ow. c om%2F 62d84b3d3ba 446b2ec 041a 19%2F 62d84b3
d3ba 44663470447db_ E s pr i t _ de_ c or ps _ empl oy ee_ enga gment -
mi n. j pg&i mgr ef ur l =ht t ps %3A%2F %2F www. peopl ehum. c om%2F bl og
%2F es pr i t - de- c or ps - f or - empl oy ee-
manifesting ~
enga gement &t bni d=ZQK7hu1r KF E a v M&v et =1&doc i manifestingd=Yc N9z~
manifesting ~ 8z eT -
ueOM&w=1280&h=720&hl =en- GB&s our c e=s h%2F x %2F i m
MANAGEMENT I S ABOUT ARRANGI NG
AND T EL L I NG. L EADERSHI P I S ABOUT
NURT URI NG AND ENHANCI NG
-Unknown
Frederick taylor's
Discovering

scientific management & management by objectives

 INTRODUCTION
Scientific management
Principle of scientific management
Techniques of scientific management
Criticism of scientific management
Management by objectives
FREDERICK WINSLOW TAYLOR
-Born on March 20 1856
-Died on March 21 1915

-American inventor and engineer

-Regarded as the father of scientific
management
-Retaired at the age of 45
 FREDERICK WINSLOW TAYLOR
-In 1881, at age 25, he introduced time study at the
Midvale plant.
-Studying at night, Taylor earned a degree in
mechanical engineering
-He started the Scientific Management
movement,
- In 1909, Taylor published "The Principles of
Scientific management."
Scientific management
The theory of management known as scientific
management, also known as Taylorism or the Taylor
system.
Taylor believed that all workers were motivated by money,
so he promoted the idea of "a fair day's pay for a fair day's
work."
 Principle of
scientific management
1. Science, not the Rule of Thumb
-Decision should be based on scientific
analysis and cause and effect relationships
rather than ‘Rule of Thumb’.
 Principle of scientific management

2. Harmony, Not Discord

- The relationship between the workers and
management should work in harmony with
mutual cooperation and coordination.
3. Mental Revolution
-It requires a complete shift in the outlook ,
who must express a sense of togetherness.
 Principle of scientific management
4. Cooperation, not Individualism
- Managers and workers should have union
in working and achieving goals of the
organization.
5. Development of Every Person to his Greatest efficiency
-Workers should be developed to their full
potential through scientific selection, training,
and motivation to provide the best possible
output for the organization.
Techniques of scientific management
Time study
Motion study
Functional foremanship
Standardization
Differential piece wage plan
Other techniques
 Time Study
It is a method that gives the management the ability to determine the
typical amount of time needed to complete a certain task.

An average worker is chosen and given the task, and after that using a
stopwatch, the amount of time needed to complete that particular task is
determined.
 Motion Study
-The movement of the body and limbs necessary
to carry out a task is extensively scrutinized in
this study.

-In other words, it alludes to the analysis of an

operator's motion on a machine while doing a
specific activity.
Functional foremanship
As a single supervisor may not
be an expert in all areas of the
task, this technique was created
to increase the quality of the
output.
The functional scheme the
principle of specialization at the
supervisory level is extended by
foremanship.
 Standardization
-It suggests that items should have a physical
attitude that satisfies the demands and wants of
clients.
-To get a consistent output from workers,
Taylor argued that tools, equipment, and
working conditions should all be standardized.
Differential piece wage plan

This method of paying wages is based on a worker's efficacy.

The earnings of efficient workers are higher than those of inefficient ones
 Other techniques
-Other strategies have been created to improve
communication between management and
employees as well as to foster a better
knowledge of the task itself.
-To boost worker productivity, these include
using instruction cards, stringent rules and
regulations, graphs, slides, charts, etc.
Criticism of scientific management
-His principles were largely confined to production management.
He disregarded other managerial functions including accounting,
marketing, personnel, and finance.

-His functional foremanship transgresses the unity of

command rule.
 Management by Objectives
The "Management by Objective" (MBO) approach, in the sense
that it requires all managers to set specific objectives to be
achieved in the future and encourages them to continually ask
what more can be done, is offered as a partial answer to this
question of organizational vitality and creativity.
As a term, "Management by Objectives" was first used by Peter
Drucker in 1954.
Essentially, MBO is a process or system designed for supervisory
managers in which a manager and his or her subordinate sit
down and jointly set specific objectives to be accomplished
within a set time frame and for which the subordinate is then
held directly responsible.
Management by Objectives
MBO approach injects an element of dialogue into the

process of passing plans and objectives from one

organizational level to another.

The subordinate is then held responsible for the

accomplishment of the goals.

 Management by Objectives
Top management teams along with employees
together define the company goals and direction that
the company is going.
Work well because all levels are involved achieving
the ultimate goal.
3 key components

achievable, measurable, realistic, time-specific
Specific,
Goals are not unilateral within management
Managers give objective feedback.
 References
Page 4 https://en.wikipedia.org/wiki/Scientific_management
Page 5 https://byjus.com/commerce/taylor-principles-of-
scientific-management/
Page 7-8 https://en.wikipedia.org/wiki/Time_and_motion_study
Page 9 https://www.mindtools.com/anx8725/frederick-taylor-
and-scientific-management
Page 10 https://www.toppr.com/ask/question/explain-with-
suitable-example-the-technique-of-differential-piece-race/
Page 11 -12 https://unacademy.com/content/cbse-class-12/study-
material/entrepreneurship/taylors-scientific-management-
principles-and-techniques
Page 13
https://www.managementstudyguide.com/criticism_scientificman
agement.htm
 GROUP 4
JOSE, FRHANCYNNE NYCOLLE BASTES
LIBUNAO, JANE KYLLA SEÑEREZ
MANGULABNAN, VYANZEY OLMEDO
MANLISIS, MAELODY MATIC
MARBAS, DARLEEN GRACEL PAJUELAS
Thank You for
listening!
 THE BUSINESS
MANAGER
P R E S E N T A T I O N O F G R O U P 5 I N B A 0 3 À
WHAT IS BUSINESS
MANAGER?

A business manager is a supervisor

who leads and oversees an
organization or a department's
employees and operations.
TYPES OF BUSINESS
MANAGER
 Sales manager

A sales manager oversees the

progress and performance of the
sales department by offering
training, guidance and advice to
the team.
 Office manager

Office managers handle

the completion, efficiency
and productivity of all
daily administration
tasks.
Marketing business
managers

Marketing managers oversee

marketing employees in
promoting an organization's
brand, product or service by
developing marketing and
pricing strategies
 Operations
business manager

Operations managers handle

high-level human resources
responsibilities, like locating new
candidates, establishing training
standards and guidelines and
improving the overall work
environment for employees
Business manager

ROLES OF BUSINESS
MANAGER

A Business Manager is a supervise and

lead a company's operations and
employee. A Business Manager is a
supervise and lead a company's
operations and employee.
6 Roles of business
Manager
Business manager

Strategy

A business strategy refers to

all the decisions taken, and
actions undertaken by a
business for achieving the
larger vision.
Business manager

Marketing

Marketing refers to activities a

company undertakes to promote
the buying or selling of a product or
service.
Business manager

Finance

is responsible for handling the

financial transactions of an
organization, analyzing financial
reports, and monitor investment
activities.
Business manager

Human resources

supervise a company or
organization's hiring process, from
recruiting, interviewing, and hiring
new staff.
Business manager

Customer service

A customer service manager

oversees a team of people who
respond to inquiries from
prospective, current and past
customers.
Business manager

Operations

They ensure that all aspects, from hiring

new employees and managing budgets
to understanding general business
operations or guiding work teams for
projects, are running smoothly.
 Arowwai Industries

WHAT ARE
MANAGERIAL
SKILLS ?

Description Here

Simply, managerial skills are the

knowledge and ability of the
individuals in a managerial
position to fulfil some specific
management activities or tasks.
3 MAIN OF MANAGERIAL
SKILLS
 Technical skills

As the name of these skills tells us, they give

the manager knowledge and ability to use
different techniques to achieve what they want
to achieve
 Conceptual skills

02

Conceptual skills present knowledge or

ability of a manager for more abstract
thinking.
Human or interpersonal
managerial skills

Human or interpersonal
management skills present a
manager’s knowledge and ability to
work with people.
 BUSINESS
DEVELOPMENT
MANAGER

01

A Business Development Manager is

a professional who is responsible for
the growth of their department.
Business manager

THANK YOU
P R E S E N T A T I O N O F G R O U P 5 I N B A 0 3 À
References
https://www.google.com/url?
sa=t&source=web&rct=j&url=https://emeritus.org/in/learn/what-are-the-roles-
and-responsibilities-of-a-business-
manager/&ved=2ahUKEwiE_IaSoJX9AhXYslYBHe9-
BBkQFnoECGAQAQ&usg=AOvVaw0-nEvSDXLreBpxx2ikORLG
https://www.google.com/url?
sa=t&source=web&rct=j&url=https://corporatefinanceinstitute.com/res
ources/management/management-
skills/&ved=2ahUKEwjchL2soZX9AhV5h1YBHQ7LATYQFnoECA8QAQ&u
sg=AOvVaw1vFi72ytf70D0MR755j91j
Investopedia
https://www.investopedia.com › bas...
Business Development: Basic Overview of Activities

https://www.google.com/url?
sa=t&source=web&rct=j&url=https://www.indeed.com/career-
advice/finding-a-job/what-is-a-business-
manager&ved=2ahUKEwjY04XKpp_9AhU3hVYBHbc6ClYQFnoECA0
QBQ&usg=AOvVaw2UKJ9T_Ey1e73d0t6JEu0e
Group 5: Business manager
(Types,Roles, Managerial skills &
Developing of manager
Jane Franxine Mariano
Richelle May Cruz Palmero
Rose andrey Mañego Padilla
Ñino Angelo Morillo
Dominic Miranda
Shane Steven Nazaar
BSHM 1H

MANAGEMENT
by GROUP 6

January. --, 2023

 Page 2 of 24

Henry Fayol
FATHER OF MODERN MANAGEMENT
➥ He gave us the famous 14 principles of
management. According to him, the 5 main
functions of management are Planning,
Organizing, Commanding, Coordinating, and
Controlling.

➥ Henri Fayol theorized that these functions

were universal and that every manager
performed these functions in their daily work.

Functions of Management
 Page 3 of 24

Originally identified by Henri Fayol

as five elements, there are now four
commonly accepted functions of
management that encompass
these necessary skills: planning,
organizing, leading and controlling.

PLANNING | Functions of Management

 Page 4 of 24

planning
Determining Courses of Action
One main role of a manager is to create a plan to meet
company goals and objectives. This involves allocating
employee resources and delegating responsibilities, as well
as setting realistic timelines and standards for completion.

Organizing| Functions of Management

 Page 5 of 24

organizing
Coordinating Activities and Resources
Along with planning, a manager's organizational
skills can help to ensure a company or
departmental unit runs smoothly.

LEADING | Functions of Management

 Page 6 of 24

leading
Managing, Motivating and Directing People,
Managers should be comfortable and confident
commanding their team members’ daily tasks as
well as during periods of significant change or
challenge.
CONTROLLING| Functions of Management
 Page 7 of 24

controlling
Monitoring and Evaluating activities
To ensure all of the above functions are working
toward the success of a company, managers should
consistently monitor employee performance, quality
of work, and the efficiency and reliability of
completed projects.
major function
 Major Page 08 of 24

FUNCTION

Planning, organizing, staffing, leading, and

managing are the five general responsibilities that
make up management at its most basic level. These
five responsibilities are a part of a corpus of
guidelines and management-related beliefs.

organizing
Managers design a plan of action to accomplish organizational goals during the planning stage. Managers
typically assess both internal and external aspects, including as economic growth, customers, and
competitors, that could have an impact on the plan's implementation during planning.

VARIOUS METHODS OF PLANNING

Strategic Planning Tactical Planning Operational Planning

Page 09 of 24
STRATEGIC PLANNING | Functions of Management
 Page 10 of 24

STRATEGIC
PLANNING
TACTICAL PLANNING | Functions of Management
 Page 11 of 24

TACTICAL PLANNING

OPERATIONAL PLANNING | Functions of Management

 Page 12 of 24

OPERATIONAL
PLANNING

CONTROLLING| Functions of Management

 Page 13 of 24

CONTROLLING

CONTROLLING HAS TWO MAIN OBJECTIVES:

 principles of Page 15 of 24

PLANNING
A planning principle is a declaration of an ideal outcome from a series of steps taken to
arrive at, or a list of pertinent factors to be taken into account when making, a planned
choice. Although planning concepts are described in broad terms, they can be applied to
specific situations to encourage consistency.

Business planning is more than just a static document. The lean business planning process
is crucial, yet one business plan is of very little benefit. Limit the scope of the plan and revisit it
frequently.

Importance of planing
 principles of Page 16 of 24

PLANNING
Importance of Planning Function of Management
The process of planning is the primary function of
management and cannot be dispensed with. The
following lists the importance of planning for any
business enterprise:

Creation of goals
 Page 17 of 24

1. CREATION OF GOALS
The process of creating realistic
goals to achieve is referred to as
planning.

Planning provides direction

 Page 18 of 24

2. PLANNING PROVIDES DIRECTION

The obvious goal of planning is to direct
where efforts should be directed in order
to achieve the desired results in the most
efficient manner possible.

Planning Tackles Uncertainty

 Page 19 of 24

3. PLANNING TACKLES UNCERTAINTY

As elaborated above, planning involves
making predictions with the amount of
information we actually have.

Planning Reduces
 Page 20 of 24

4. PLANNING REDUCES
Overlapping and Wasteful Activities
As already discussed, planning aims at
executing the future course of actions
in the most efficient manner possible.

Planning Promote Innovative Ideas

 Page 21 of 24

5. PLANNING PROMOTE INNOVATIVE IDEAS

Today’s world and markets are growing
dynamic every day, in order to exceed
competition, out-of-the-box ideas are
required to manage the functions of
the enterprise.
Planning Facilitates Decision Making
 Page 22 of 24

6. PLANNING FACILITATES DECISION MAKING

Planning plays an integral role in

making important decisions.

Planning Establishes Standards for Controlling

 Page 23 of 24

7. PLANNING ESTABLISHES STANDARDS FOR CONTROLLING

Planning plays an important role in

facilitating the functions of controlling
and coordination.

References
REFERENCES

Shah, K. A. (2021, February 7). 5 Functions of Management by Henri Fayol.

https://www.linkedin.com/pulse/5-functions-management-henri-fayol-kalpesh-shah?
fbclid=IwAR2JClzlzcHUhFNk9mLE3WujS4tj96MlQFcQwvUTTert4TrKGnwpFMZLZbM
The Four Functions of Management: What Managers Need to Know. (n.d.). AMERICAN INTERCONTINENTAL
UNIVERSITY. https://www.aiuniv.edu/degrees/business/articles/functions-of-management?
fbclid=IwAR1eewXfQ3NxqcURessVi22RNY_0R3ZYhUFpj9ldxpOyfEa9nf6B8hcUpzs#:~:text=Originally%20i
dentified%20by%20Henri%20Fayol,organizing%2C%20leading%2C%20and%20controlling
Kangal, S. (2021, June 13). 4 Functions of Management Process: Planning, Organizing, Leading, Controlling.
iEduNote. https://www.iedunote.com/function-of-management-process?
fbclid=IwAR0OEthTeO3d18RhugisIs6GFdPXmwtWLTpZhZaQObpMPy9nvxVCg2hWmpQ