SAN ISIDRO COLLEGE

City of Malaybalay
Tel No. 088-813-5541
Website: sic.edu.ph
Webmail: info@sic.edu.ph

BA 103 Introduction to Business Operation Mr. Jiemarie D. Paderes

(Course Code) (Course Tittle) (Name of Instructor)

I. Learning Module 3 Planning and Organizing

(Topic)

II. Introduction
Greetings! Good morning, everyone! Praised be Jesus and Mary! Welcome to module. You
will find here our general instructional guidelines, then the components of our module. You
will be guided one step at a time through the specific instructions of the learning tasks given
below, which intend you to understand the planning and organizing. Let joy and peace abound
in your mind and heart as you genuinely and responsibly respond to the learning processes
that this module offers

III. Intended Learning Outcomes (ILOs)

a. Discuss the meaning and function of management
b. Highlight the importance of the different skills of a manager at different level of
organization

IV. Stimulating Recall

a. What are the functions of management?

V. Presentation of the topic/learning material

Nature and Concept of Management
 Nature and Concept of Management
 Definition and functions of management
 (Planning, Organizing, Staffing, Directing, Controlling)
 Functions of Manager
 NATURE AND CONCEPT OF MANAGEMENT

MANAGEMENT
According to Frederick Winslow Taylor "Management is an art of knowing what to do,
when to do and see that it is done in the best and cheapest way."
Another person of authority in Management, Harold Koontz, defined Management as
"an art of getting things done through and with the people in formally organized groups.
It is an art of creating an environment in which people can perform and individuals can
cooperate towards attainment of group goals."
Management is an activity fueled with intention of accomplishing desired results. It is
something that binds group efforts towards the attainment of certain predetermined
goals; a process of working with and through others to effectively achieve the goals of
the organization, by efficiently using scarce resources available.
FUNCTIONS OF MANAGEMENT
Management has been described as a social process involving responsibility. for
economical and effective planning and regulation of operation of a business in the
fulfillment of given purposes. It is a dynamic process consisting of various elements and
activities. These activities are different from operational functions like
For theoretical purposes, it may be convenient to separate the function of management
but practically these functions are overlapping in nature, i.e. they are highly inseparable.
Each function blends into the other and each function affects the performance of others.
Planning
It is the basic function of management. It deals with chalking out a future course
of action and deciding in advance the most appropriate course of action for the
achievement of pre-determined goals.
A plan is a future. course of action, an exercise in problem solving and decision
making. Planning is the determination of courses of action to achieve desired
goals, it is therefore a systematic thinking about ways and means for the
achievement of pre-determined goals.
2. Organizing
Refers to the process of putting together physical, financial and human resources
for the achievement of organizational goals. According to Henry Fayol, "To
organize a business is to provide it with everything useful for its functioning, i.e.,
raw material, tools, capital and personnel." To organize a business involves
defining and providing human and non-human resources to the organizational
structure.
Organizing as a process involves:
• Assignment of duties and accountabilities.
• Classification of grouping of activities.
• Coordinating authority and responsibility relationships, • Delegation of
authority and creation of responsibility.
• Identification of activities.
3. Staffing
Refers to the management function of managing the organization structure and
keeping it manned. Staffing has assumed greater importance in the recent years
primarily because of the advancement of technology, increase in size of
business, complexity of human behavior, etc. Putting the right person into the job
is the main purpose of staffing.
It is the responsibility of management not to put square peg in round hole or
stated simply, you cannot expect an astronaut to manage well the kitchen affairs
in a hotel. According to Koontz and O'Donnell, "Managerial function of staffing
involves manning the organization structure through proper and effective
selection, appraisal and development of personnel to fill the roles designed in the
structure."
Staffing involves:
 Manpower Planning (estimating man power in terms of searching,
choosing the person, and giving the right place)
 Recruitment, selection, and placement Remuneration
 Performance appraisal
 Promotions and transfer
 Training and development

4. Directing
Directing is one of the managerial functions that is concerned with the
organizational methods to work efficiently for the achievement of organizational
purposes. It is considered the life-spark of the enterprise which sets in motion the
action of people because planning, organizing and staffing are the mere
preparations for doing the work. Direction is that aspect of management which
deals directly with influencing, guiding, supervising, and motivating subordinates
for the achievement of organizational goals.
Directing has the following elements:
 Communication
 Leadership
 Motivation
 Supervision
Communications is the process of passing information, experience, opinion,
intention, etc. from one person to another. This element is considered to be the
bridge of understanding.
Leadership may be defined as a process by which manager guides and
influences the work of subordinates in the desired direction.
Motivation means inspiring, stimulating or encouraging the sub ordinates to be
passionate on their jobs. Positive, negative, monetary, non-monetary incentives
and disincentives may be used for this purpose.
Supervision implies overseeing the work of subordinates by their superiors. It is
the act of observing, checking and directing work and workers.
 5. Controlling
It implies measurement of accomplishment against the standards and correction
of deviation, if any, to ensure the achievement of organizational goals. The
purpose of controlling is to ensure that everything occurs in accordance with the
standards set both by management and employees themselves. An efficient
system of control should be preventive, it should help 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." On the other hand, Koontz and O'Donnell
said that, "Controlling is the measurement and correction of performance
activities of subordinates in order to make sure that the enterprise's objectives
and plans desired to obtain them is being accomplished." Having the
aforementioned concepts, controlling, therefore, has the following steps:
a. Establishment of standard performance
b. Measurement of actual performance
c. Comparison of actual performance with the standards and finding out
deviation, if any
d. Corrective action

FUNCTIONS OF MANAGER
Managers just don't go out and haphazardly perform their responsibilities. Good
managers discover how to master five basic functions: planning, organizing, staffing,
leading, and controlling.
Planning: This step involves mapping out exactly how to achieve a particular
goal. Say, for example, that the organization's goal is to improve company sales.
The manager first needs to decide which steps are necessary to accomplish that
goal. These steps may include increasing advertising, inventory, and sales staff.
These necessary steps are developed into a plan. When the plan is in place, the
manager can follow it to accomplish the goal of improving company sales.

Organizing: After a plan is in place, a manager needs to organize her team and
materials according to her plan. Assigning work and granting authority are two
important elements of organizing. • Staffing: After a manager discerns his area's
needs, he may decide to beef up his staffing by recruiting, selecting, training, and
developing employees.
A manager in a large organization often works with the company's human
resources department to accomplish this goal.
Leading: A manager needs to do more than just plan, organize, and staff her
team to achieve a goal. She must also lead. Leading involves motivating,
communicating, guiding, and encouraging. It requires the manager to coach,
assist, and problem solve with employees.
Controlling: After the other elements are in place, a manager's job is not
finished. He needs to continuously check results against goals and take any
corrective actions necessary to make sure that his area's plans remain on track.
 All managers at all levels of every organization perform these functions, but the
amount of time a manager spends on each one depends on both the level of
management and the specific organization.

ROLES PERFORMED BY MANAGERS

A manager can be considered as the nucleus in an organization. He wears a lot of hats
such as team leader, coach, troubleshooter, cheerleader, planner and in some situation
a father that needs to hear the personal circumstances of his subordinates.
Apart from the above roles there are many activities and specifics in the workplace that
the need for managers to spread himself thinly is a must. Meetings, ceremonies,
memos, signature and many others are just some of the things he usually do in the
office.
SKILLS OF A MANAGER
Technical: The skill which refers to the ability to use a special proficiency or
expertise to perform particular tasks. For white collar jobs, accountants,
engineers, market researchers, and computer scientists, are some of the
examples of people who possess technical skills.
For other jobs like fishing, you need a deckhand for the job, construction foremen
in construction site, mechanic for mining, heavy equipment operators in port
operations, and programmers for technology companies.
Human: This skill demonstrates the ability to work well in cooperation with
others. Human skills emerge in the workplace as a spirit of trust, enthusiasm, and
genuine involvement in interpersonal relationships.
A manager with good human skills has a high degree of self-awareness and a
capacity to understand or empathize with the feelings of others. Some managers
are naturally born with great human skills, while others improve their skills
through classes or experience.
Conceptual: This particular skill calls for the ability to think analytically.
Analytical skills enable managers to break down problems into smaller parts, to
see the relations among the parts, and to recognize the implications of any one
problem for others.
As managers assume ever-higher responsibilities in organizations, they must
deal with more ambiguous problems that have long-term consequences. Again,
managers may acquire these skills initially through formal education and then
further develop them by training and job experience.
VI. Assessment Tasks

Essay:

1. Fully discuss the function of management?

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2. Elaborate the roles of a manager.

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3. Explain the skills of a manager.

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Rubric for essay: /10

Identification of main issues or topics /1
Analysis /5
Solutions/ Answer to questions /2
Readings and Research /1
Spelling and grammar /1

VII. Other reading materials or sources

Messenger
Google Classroom
Google Meet
PowerPoint Presentation