CHAPTER III

UNDERSTANDING MANAGEMENT

MANAGEMENT

Management is a set of principles relating to the

roles of planning, coordinating, directing and regulating
and the implementation of those principles in the
efficient and effective use of physical, financial, human
and information capital to achieve organizational
objectives.

Definitions of Management
Management thinkers have defined management
in their own ways:

A set of activities directed at the efficient and effective utilization of resources in the pursuit of
one or more goals.
Van Fleet and Peterson
Working with human, financial and physical resources to achieve organizational objectives by
performing the planning, Organizing, leading and
controlling functions.

Megginson, Mosley and Pietri

Management is a problem solving process of

effectively achieving organizational objectives through
the efficient use of Scarce resources in a changing
environment.

Kreitner

Management is an art of knowing what to do, when

to do and see that it is done in the best and cheapest
way
F.W. Taylor

Management is 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 can cooperate towards
attainment of group goals.
 Harold Koontz

Other Views on the Definition and Scope of

Management

"Managing is forecasting and preparing,

arranging, directing, managing and regulating," says
Henri Fayol. Fredmund Malik describes management
as "transforming capital into value." It is described by
Ghislain Deslandes as "a weak force, under pressure
to achieve results and endowed with the threefold
power of constraint, imitation and imagination,
operating at subjective, interpersonal, institutional and
environmental level."

Management as a Process
Management as a process began with the
Sole purpose of attaining an objective. Further, it is
specifically done in order to:

The purpose are:

1. rise clients satisfaction with the services the
Company provides.
2. develop personnel experience,
capacity, abilities and capacity or,
3.accomplish a particular goal or goal.

Management as a mechanism often includes

interrelated processes by which management within
an entity manages and controls the organization's
resources to achieve desired outcomes. This requires
not only managing and using financial resources alone
Abut also human resources, as they are also important to
an organization in order to achieve its stated objectives.

Managers need to build a comfortable working

atmosphere that promotes healthy employee relations
Within the company. They will make sure that the human
resources work in harmony to achieve the goal of the
organization. Having full oversight of an organization's
affairs, managers need to follow due process to set goals
and come up with plans for achieving outcomes. Both
phases of planning and execution include due processes
which the manager must strictly adhere to.

Management: The Never Ending Process

It simply means that management is a phase that

will never stop, because the company remains. Managers
would always force themselves to tackle tasks, goals
and problems at a certain point in time.

ACTIVITY MANAGEMENT
Task management is the practice of recording
personnel's day-to-day accomplishments in an order in
which they are done. It is a key to an organization's
success, as it helps to monitor the organization's
Course and maximize its work efficiency. lt relies on
the philosophy that knowledge from higher levels of
management influences any activity that takes place in
the company in a personal or group workers organization,
therefore it is essential to proper recording process and
cannot take place without controlling the activities.

Managing tasks will help the workers organize

their daily work. The activity management system
helps the managers and their subordinates to evaluate or verify
their results. This promotes workplace accountability
as job tasks are accurately monitored, and subordinate-
deserved notifications are given according to the
employees' daily-observed progress. Tracking the work
of the employee and the amount of time spent helps
identify where improvements are essential.

Elements of the Ideal Activity Management Label

Monitoring this recorded information on a regular
basis is essential to assure the completion and accuracy
of the record.

1. The Activity (which is a brief description of what

you do)
2. Type of activity (whether it is meeting, an email,
phone or others)
3. Name of the task
4. Title of project
5. Name or category of the project
6. The time length of the activity
7.Date of the task

Importance of Activity Management

1. It gives both the employer and the employees,

information on the performance of the personnel
involved.
2. It helps to organize and emphasize the importance
or relevance of the task at hand.
3. It also helps to avoid miscommunications and
mistake of task repetition the workplace.

Management as a Discipline

Management is also a discipline because it

includes learning the procedures and values required
to perform official administrative duties, as well as
demonstrating the code of conduct that managers must
obey when performing their duties. Management is
also being taught, as with other research or discipline
courses, at numerous institutes and universities around
the world.

Individuals may secure jobs as managers after

they have earned a diploma certificate or higher degree.
Managers also have opportunities to increase their
expertise and competence by obtaining a higher degree
or management certification.

Management as an Art

Management is also known to be an art, because

both share similar characteristics. Art is a structured body of knowledge that requires imagination and
body of knowledge that requires imagination and expertise. An artist often needs constant practice in
order to become faultless or achieve a degree of perfection
which is considered acceptable.

Art is taught and put to use. The apprenticeship

cycle comes before application. There are vast amounts
of resources available to learn and develop knowledge
about art in the industry, which includes study materials
and books to help artists gain a better understanding
and deliver quality production. The same holds true
for management. By learning, theoretical knowledge
is gained. In other words, managers will learn about
the operations and concepts of management that are
presented in the study material.

While studying art, one can learn and

theoretical knowledge but it does not end there. To yield
results, the knowledge gained has to be implemented
effectively. And as a result, each artist is required to
possess personal skills and imagination so he or she
can make good use of the knowledge gained. Even if two
or more artists learn the same thing, their ingenuity
and talents will decide how well they end up using the
acquired knowledge.

The same is true of management. Learning the

values and philosophies of management is not enough.
One requires the skills and imagination required to
make use of the information learned to produce positive
results. As with art, two or more managers can lean
the same thing, but because of their skill and creativity,
the result generated could be different.

In order to achieve perfection every artist needs

constant practice. The artist will not progress without
regular training, either. The artist should focus on the
practical after studying their theoretical dimension, in
order to achieve perfection. A trained manager will not
go far without a managerial position being exercised or
obtained. In theory, certain established management
principles need to be put into practice. The manager
is creatively oriented and can identify areas he or she
needs to develop and work on accordingly. Education
is therefore an integral part of art and management.
Management is therefore an art, because both have the
same characteristic.

Management as a Group

In any way, the concept of management suggests

that it is a group. In general, administrative functions
are not performed by one person alone. For most cases,
as companies expand, many specific managerial roles
are generated so that the organization can meet its
desired objectives.
Management as an operation carried out by
a group of people saddled with the responsibility of
keeping the company going and achieving a specific goal.
In other words, a community composed of people with
specific knowledge of the organization or managerial
roles will work together to manage a business.

Today, when we suggest that XYZ Company's

management is doing well, we are implicitly referring to a
specific group Of people that makes up the management
team. They are the decision-makers and people's first
team to get the boot when things go wrong. Let's take an
example of using police force. The Chief is the manager.
However do not forget that the community of managers
is comprised of other team leaders, not just one person.
In business, management involves the top-level
managers who are the company's decision makers. Any
decision they make is binding on other managers and
employees at lower levels. These include the president,
chief executive, board of directors, general manager etc.

Management as a Science

Management is also a science, because everything

used to classify a field as science is involved. Science,
for example, establishes the relation of cause and effect
between variables. It also takes into consideration, the
values that bind the variables concerned. Scientific
concepts are thus formulated using the standard
Scientific methods that involve testing. And the method
involves testing and checking via a series of tests.

One of the features which indicates that science

and management are the same is the universal
acceptance of scientific principles. In other words,
scientific laws are the same in every case and in every
part of the world. On the other hand, management has
its fundamental principles that are universally accepted
and implemented in every situation or enterprise. An
example of that is the Unity of Command Principle.

Another attribute suggesting that science and

management are the same is the manager who obtains
scientific principles. t has to move through other
scientific research and analysis before a theory is
generally accepted. But the same method also include
the principles of management. Scientific analysis
and evaluation are carried out before organizational principle are achieved and this could also include
specific observation derived from a large number of manager or experiment performed.

The relationship between cause and effect is a

further trait that distinguishes management and science
as one. The relation between cause and effect is vitally
important in scientific principles. Heating the metal, for
example, can cause it to expand. The cause is the heat
applied while the effect is the one felt by the expansion.
The same happens in administration. For example, it
has been proven that there will be ineffectiveness in
organizations where there is no compromise between
authority and accountability.
Management as a Profession

Management is also an occupation as it has

characteristics that allow it to be so. A profession is
called a career in which one acquires knowledge and
undergoes training series to fit perfectly into that role.

A career has limited entry which is also true in management. Although anyone can assume a
managerial role in a corporation and there is no law
prohibiting that, many companies now prefer for such
positions individuals with Master's degree.

The Manager

A manager is a person in the organization who

directs the activities of others. They perform their work
at different levels and they are called by different names:
1.The First Line Managers - They are usually
called supervisors or in a manufacturing they
may be called foremen.
2. The Middle Level Mangers - These comprise all
management levels between the organization's
supervisory level and top level. Such managers
may be called functional managers, heads of
plants, and managers of projects.
3. The Top Managers-They are the ones responsible
for making organizational decisions and setting
policies and strategies which affect all aspect of
the organization. Such individuals may be named
vice-president, managing director, chief executive
officer or board chairman etc.

MANAGERIAL FUNCTIONSs

Planning -This is necessary to set goals and to develop

strategies for organizing activities.
Organization - It assists in deciding the tasks to be
performed, how to do them, how to organize the tasks
and where to make decisions.
Staffing - This is important for employing different
types of people and performing different activities such
as training, growth, evaluation, compensation, welfare
etc.
Directing - This requires that subordinates be given
instructions and motivated to achieve their goals.
Controlling -This is monitoring practices too ensure
that the workers perform the tasks as scheduled, and
to correct any major deviations.

MANAGERIAL SKILLS

Managing position requires proper skills to perform

various jobs. He can not be an efficient manager if he
lacks the knowledge and skills to do the job because it
will be the foundations for his workers to be corrected and driven.

THREE ESSENTIAL SKILLS OR COMPETENCIES OF

THE MANAGER
(by: Robert L. Katz)
 Technical
 Human and
 Conceptual

Technical Skills
Managers must be able to work with the resources,
equipment, strategies, procedures or the technical skills.
First line executives as well as many middle managers
have been active in the activities of the organization's
technical aspects. Even when a manager moves higher
in hierarchy, the need for technical skills is less, but
still technical skill helps in making decisions.

Human Skills
Managers must have the ability to work well with
other people both individually and in a group. Managers
need these skills at all levels but top managers need
them the most. The manager has interpersonal skills
because he gets the best out of the people that work
with him. We are able to communicate, empower, lead
and inspire confidence and enthusiasm.

Conceptual Skills

Managers need to be able to integrate and

organize the different activities. Managers must be able
to think of abstract ideas and to contextualize them. We
need to be able to see the organization as a whole and
the relationships between its different sub-units, and
to see how the organization fits into its wider context.
Conceptual competencies are important in decision-
making. Since all managers have to make decisions,
these skills are necessary for all managers but they
become more important as they form the hierarchy of
the organization.
QUALITIES OF A MANAGER

Since the manager makes decisions for each type of activity and his decisions affect an organizations
work, he should have the following attributes to do his
job properly:

1. Educational competence
A manager has to have adequate and outstanding
preparation. Besides other educational qualifications
they are required to have management education and
training. Education not only widens the intellectual scope
of executives but also helps to understand and interpret
things properly. Business environment awareness is
also essential to tackle the various problems that the
company can encounter.
2. Intellectual quality
Managers should have a higher level of intelligence
relative to others, because they have more roles in the
organization than other men. Intelligence can assist a
manager in evaluating the organization's present and
future organizational possibilities. He must be able to
predict the things in advance and take the necessary
decisions in due course.
3. Leadership ability
A manager has to be able to direct and motivate
people working within the business. He shall subordinate
himself to leadership. The subordinates' skills, abilities,
and potentials should be retained and properly used
to achieve organizational goals. If a manager has the
leadership qualities then for the god of the organization,
he will inspire workers to improve their performance
and function to their full capacity.

4. Training
A manager must develop
organizational
competencies. As described in the preceding issue,
these skills consist of technical skills, human skills and
logical abilities. These competencies must be gained
by schooling, training, practice etc. Such skills are
important for all executive levels.

5.Technical knowledge and skills

A manager should have technical knowledge of
the organization's job and other tasks. He will be better
placed to assess and direct if he has knowledge of those
things himself.
6. Mental Maturity

To deal with different circumstances a manager

should have mental maturity. He is supposed to be polite,
good listener and quick to respond to situations. He has
to take several uncomfortable decisions that could have
an adverse effect on the job if not taken properly. When
dealing with subordinates he will remain calm. All of
these attributes come with maturity of mind.

7. Positive Attitude

Positive attitude is to a manager's asset. A

manager has to deal with a lot of people from both inside
and outside the company. He should be sensitive and
optimistic to different Suggestions and make rational
choices. He should not prejudge issues, and should not
take sides. He will try and develop good relationships
with different people dealing with him. He would
consider their issues and attempt to reach out a helping
hand.

8. Self-confidence

Every manager Should nave faith in himself.

He has to take a lot of decisions every day; he should
thoroughly evaluate things before making decisions.
If he makes decisions, then he should stick to them
and try to put them into practice. A manager lacking
confidence in himself will always be uncertain about his
decisions. This kind of mentality creates more problems
than just solving them.

9. Foresight
A manager has to make a decision not just for
the present but also for the future. The technology,
marketing, consumer behavior, financial set-up etc.
are rapidly changing. The economic policy shifts would
repercussion in the future. A manager should foresee
what will happen in the future and plan the organization
for the circumstances to face. The level of foresight will
help you make the right choices and face the challenges
to come in the right perspective. If the problems aren't
properly evaluated, then the organization can face
adverse situations.

\
ROLE OF MANAGER IN AN ORGANIZATION

The role of a manager is very critical within an

organization. An organization s success will depend on
the manager's ability in using the resources to achieve
organizational objectives. He is an integral leader in
the organization's role of achieving goals and targets.
Technology and working methods are rapidly changing
and therefore the manager should be professional
enough to deal with these changes.

The word management positions apply to different

managerial activity categories. In his research, Henry
Mintzberg discovered that the prevalent view was
that managers were critical thinkers who evaluated
information carefully and systematically before making
Decisions. Mintzberg found that large number of diverse,
unpatented, and short-duration tasks were engaged in
by managers. Reflective was Sven little time because
managers faced constant interruptions. He offered
categorization scheme to describe what manager are
doing on the job, based on actual managers.

DIFFERENT HIGHLY INTERRELATED ROLES OF

THE MANAGERS

1. Interpersonal Roles
A manager has to perform the following duties:
a. Receive visitors from outside, or preside over
employees social function.
b. Sign as organization's manager some legal
documents.
c. Function as a chief when he is needed to carry
out subordinate activities.
d. Not only to inspire the workforce but also to
recruit, fire and discipline employees.

e. Pay outside organizations for the collection of

information relating to companies.

2. Informational Roles
All managers are required to perform informational
roles.
a. To collect information outside of one's own
organizations and institutions.
b. Perform the disseminators position as they deliver
information to the organization's subordinates.
c. Acts as a spokesman when he represents outsiders
 to the organization
3. Decisional Roles
According to Mintzberg, a manager performs four
decisional roles.

a. He initiates and supervises new projects to

improve the performance of the organization.
b. As a conflict controller, administrators take
corrective actions to fix previously unknown
issues.
c. Acts as resource allocation when allocating and
controlling human,
physical, and monetary resource allocations.
d. When debating and bargaining with other parties,
he works as a negotiator.

IMPORTANT ROLEs OF A MANAGER

As Leader

a. Defining various people's activities and goals

within the organization.
b. Helps at the work-group to create the right type of
atmosphere and homogeneity.
c. The group's actions and performance led by him
are influenced.

As Coordinator

a. Bring together various resources, both physical

and human, for the achievement of organizational
objectives.
b. Mobilizes different resources bring intelligent
understanding and goodwill among employers to
complete work at the organization.
c. With the aid of effective communication, better
plan events and programs.

As Delegator of Authority

a. Assign duties to the subordinates that he trusted,

and delegate the authority necessary.
If they do anyworkindependently, the subordinates
may gain confidence and be prepared for higher
responsibilities.
b. Encourage employees to take up appropriate
work according to their skills and knowledge and
train for the next line of executives.
 c. Create proper communication system so that
subordinates are able to get regular guidance and
response for the activities taken up by them.

As Decision-Maker

After addressing various aspects of the problem,

taking decisions for different activities, evaluating them,
designing possible alternatives and choosing the correct
one.
Take note:
A decision which is made at the right time will
yield good results. In its decisions a manager must
create consistency, firmness and conviction. A manager
who constantly changes his decisions will leave his
subordinates in doubt. The 1. Challenges on Information Technology (IT)

Information technology is undergoing a transition.

Computers, the internet, intranets, telecommunications
and an endless number of software applications are
available to get things done better.

a. Managers are expected to use technology to carry

out their work and produce desired results. The
IT selection must be made by having the end user
in mind and the work to be done.

b. Managers need to know how to communicate

with IT experts to evaluate the most appropriate
solutions for the job to be done, and then consider
the best way to implement them.

c. Managers need to determine the best way

network the infrastructure of an entity, and
also decide which network information will be
accessible to whom and what kinds of protection
are needed to protect the network. will be directed
decision-making capacity and the ability to take
correct decisions at the appropriate time.

As a Human Relations Practitioner

a. Address workplace issues with staff.
b. Tries to get the best out of the workers, and efforts
are made to boost the organization's efficiency.
c. Encourage employees to engage in decision
making processes.

As a Spokesman of the Organization

 a. Acts as the organization's spokesman.
b. He works with outsiders and provides them with
the required information that they need.
c. Maintains good relationships with all stakeholders
including shareholders, employees, customers,
vendors, government, etc.

d. Helps to create a strong organization's reputation

not only among clients but also among
outsiders.

A manager should have an understanding of the

principles of public understanding and the advantages
of keeping the public informed while performing the role
of a spokesman.

MODERN CHALLENGES FOR MANAGERS

At different times every company has to cope

with the external environment that prevails. This world
poses a series of external obstacles which are hard to
control. These factors will impact significantly on how
well a manager performs.

Organizations need to respond to environmental

Changes with speed and efficiency to ensure survival.

Below are some of the key challenges which have

an impact on the job of managing:

1. Challenges on Information Technology (IT)

Information technology is undergoing a transition.

Computers, the internet, intranets, telecommunications
and an endless number of software applications are
available to get things done better.
a. Managers are expected to use technology to carry
out their work and produce desired results. The
IT selection must be made by having the end user
in mind and the work to be done.
b. Managers need to know how to communicate
with IT experts to evaluate the most appropriate
solutions for the job to be done, and then consider
the best way to implement them.
c. Managers need to determine the best way
network the infrastructure of an entity, and
also decide which network information will be
 accessible to whom and what kinds of protection
are needed to protect the network.

Efficient managers ensure workers are aligned

when the technology is chosen and introduced.
Information technology will only be applied effectively if
the workers are equipped to use it properly.

Using this technology has enhanced employee

performance at work. Managers trained in IT will have
a bright future. Some may begin to work for more than
one organization without having to leave their home
office. Managers must remain aware of the opportunities
and challenges that the unabated technology transition
poses to the organizations.
a. Challenges on Globalization

The digital revolution took the whole world back

together. Use of satellites to communicate information
has rapidly improve things the main component
of industry, culture and economic globalization is
the opportunity and freedom to communicate with
practically anyone, anywhere, anywhere. The digital
revolution has facilitated the growth of global trade and
international trade agreements.

A manager must formulate his plans by keeping

the world economy in perspective. He has to get
the company ready to face the new competition. As
consumer choices broaden, managers need to find ways
to beat foreign competition for price and quality. The
movement towards globalization is unlikely to change
in the future; the best thing is to face it. New executives
should be prepared professionally to meet future global
competition.

DEVELOPING MISSION AND VISION STATEMENTS

Creating the vision and mission statements of

an organization are the first two steps in the process
of planning action. Developing a statement of vision
and mission is crucial for community initiatives to be
successful. Such statements clarity the goals of your
community in a concise way, help the organization
concentrate on what is really important and provide a
framework for further advancement of other elements of
your strategic plan.
Roles Played by Mission and Vision

Mission and vision statements play three critical

roles.

1. Communicate the organization's intent to

stakeholders
2. Inform the development of Strategy, and
3. Establish the tangible priorities and goals by
which to measure the success of the strategy of
the company.

WHAT IS A VISION STATEMENT?

Their vision is their dream. It's what your company

considers to be the ideal conditions for your community;
that is, how things would look if you absolutely,
beautifully addressed the issue that is important to
you. It could be a world without war, or a society where
all men, regardless of gender or racial background, are
treated as equals.

Whatever the dream of your company is, one or

more vision statements, which are short phrases or
sentence that express the aspiration of your society
for the future, may well communicate it. In creating a
manifesto or statement of purpose, your organization
clarifies the values and guiding principle, first for
yourself and then for the greater community.

Characteristics of vision statements should be:

a. Understood and shared by members of the

organization.
b. Broad enough to include a diverse variety of local
perspectives.
c. Inspiring and uplifting to everyone involved in
group's effort.
d. Easy to communicate -they are generally short
enough.

WHAT ISA MISSION STATEMENT?

The next step in the action planning process is in
practical terms to the dream of the ground organization.
It is here that a mission statement comes in to grow.
The mission statement of an organization explains what
the organization will do, and why it will do that.

Mission statements are similar to claims about

vision, in that they also look at the big picture. They
are more practical however, and they are certainly
more "action-oriented" than statements of dream. The
statement of vision of an organization will inspire people
to dream; your statement of purpose should motivate
them to take action.

General Guidelines in Creating Mission Statements

a. Concise . While not as brief as statements of

vision, mission statements in one sentence also
usually get their point across.
b. Outcome-oriented. Statements on task describe
the basic results to which the organization is
operating.
c. Inclusive. Although declarations of mission make
statements about the key goals of your community,
it is very important that they do so very broadly.
Good mission statements are not restrictive in
the community's policies or industries that may
get involved in the project.

Example:

"Promoting care and caring at the end of life

through coalitions and advocacy.

Role of the Mission Statement

Leaders should emphasize the current statement

of mission to employees which clarifies the organization's
objective and key, measurable goals.

A mission statement is meant for the organization's

staff and members. Strategic plans can involve changing
the organization's mission statement to represent a new
direction. It will help workers and the public opt into the
change by emphasizing the advantages of the transition
and reducing the gaps.
Role of the Vision Statement

Like statement of mission, statement of vision

helps to define the intent of the organization. Statements
of vision provide guidance for organizational action and
help inspire. Strategic plans may include a promotional
campaign that may include the statement of vision to
encourage stakeholders to partner with the organization
as well.

A vision statement is a vision of the future with

hope and a positive outlook. It describes the company's
inspirational, long-term plan for what they will be able
to do, who they will help, and how the company will
then be perceived. For now, it's often out of reach, but
not so far out of reach as to be unattainable. The vision
statement gives everyone a description of what they're
working on.

Purposes of Strategic Planning

Strategic planning is likely to have successes and

failures. Leaders should celebrate the little successes
in achieving objectives that are part of the statement
of mission and vision. The mission statement will help
to measure whether the strategic plan is aligned with
the Agency's overall objectives. The vision statement
helps inspire workers. Workers who feel invested in
organizational change are more likely to stay motivated
and have higher levels of productivity.

IMPORTANCE OF CREATING VISION AND MISSION STATEMENTS

1. These statements can help your organization

focus on what's really important. Although your
Organization knows what you’re trying to do to
improve your community, it's easy to lose sight of
this when dealing with day-to-day organizational
difficulties. Your vision and mission statements
remind the members of what is important.

2. Vision and mission statements offer a snapshot

of what the group is and what it aims to do to
other people and organizations. lf statement of
 vision and purpose is readily accessible, people
know about the organization without having
to dig hard for the details. instead, those with
common interests should take the time to learn
more. This flexibility is very useful when hiring
other individuals and organizations to support the initiative.

3. Statements of vision and mission concentrate the

members on their shared goal. Not only can the
statements themselves act as a daily reminder of
the organization's value, the method of creating
them encourages people to see the organization
as "theirs." creating these statements builds
trust as participants can more fully believe in
something if they have a hand in creating it.

VISION ADVANTAGES STATEMENT OF HAVING A CLEAR

 Bringing people into work together.

 To offer hope for a better future.
 Empowering members of the group to achieve
their goals through constructive and successful action,
 Turn your broad sight visions into more practical,
action-oriented language.
 Describe your priorities clearly and concisely to
 the stakeholders.

 Improving the image of your organization as being
skilled and knowledgeable.

HOW TO CREATE VISION AND MISSION

STATEMENTS

The organization now has the tools to create the

specific messages, providing a clear understanding
of the vision and mission messages. Unless your community
has already formed statements of vision and mission,
consider them in the Iight of the criteria.

If you feel that your current statements could be

changed, you can easily change them using the following
method.

1.Learn What is Important to People in Your

Organization and the Community

As the first step in the development of your action

 plan is to establish your vision and mission statements,
it is especially important that these first steps are well-
in community principles and values. Being aware of
the important issues within your community is vital
to the creation of a large, successful and lasting group
of action. And one of the first steps that you will take
when creating your organization's vision and purpose is
to identify the problems that matter most to people in
your group.

Different Ways in Gathering this Information

a. Conducting public forums with members of the
community

It is to collect suggestions, feelings, and views

on the way they want the culture to be changed. The
discussions and complaints are registered during public
forums. The transcripts of what's said will provide the
basis for the preparation subsequently.

b. Holding focus group discussions with the people

This would be done for those involved in solving

the problems, including civic members, those most
impacted by the problems, corporations, religious
leaders, teachers, etc. Discussions in focus groups are
similar to public hearings but are smaller and more
personal. They are usually made up of small groups
of people of similar backgrounds, so that they can feel
confident communicating freely about what concerns
them.

Obtaining interviews with people in leadership and

service positions

This involves individuals as local officials,

school leaders, workers at hospitals and social service
providers, on what issues or needs they expect to occur
in the neighborhood. Many individuals will also have
both facts and memories to back up their viewpoints.

2. Decide What To Ask

No matter if you are talking to one person or a

crowd, your purpose is the same - to Iearn what matters
in your community.

List of Questions You Might Use to Focus Your

Discussions With Community Members

These questions may be used for individual

interviews, focus groups, public forums, or in any other
way you choose to gather information.

a. What is your vision / dream for our community?

b. Why do you want to see change?
c. What kind of group or organization will we be
creating?
d. What do you see as the big issues or problems
in the society or organization?
e. How do you see as the main strengths and
assets of the group or organization?
f. How do you think this company or project will
be striving for?
g. Why will they fix these issues?
h. How would you like to see success?

While collecting feedback from the group, the

facilitator should encourage everyone to express their
most idealistic, optimistic, and constructive ideas.
Encourage others to be interested, and note that you
are attempting to articulate a vision of a better society or organization.

3. Decide On The General Focus Of Your Organization

After the organization's leaders have learned what the group has to say, its time to determine the
organization or initiative s overall emphasis.

a. What subject matters most to your organization

and to your community?
b. Where is your company going to operate?
c. Does your organization only start in one school,
in one neighborhood, or in your town?
d. Should the emphasis of your initiative be wider,
at local, regional, or even international level?

Those are questions with no simple answers.

Your organization will need to understand group
lessons learned, and determine the best course for your
organization through thoughtful discussion. However, if
your organization receives grant money or big funding
from a given entity, the grant maker can determine what
your group's overall objective should be.

DEVELOP YOUR VISION AND MISSION

STATEMENTS
Developing clear vision and mission statements
are two of the most critical activities that your
organization can tackle, as such statements influence
almost everything else you do.

When you and the team understand more clearly

what the community is trying to do and why, you are
in a prime position to create proposals that will catch
the ideas. When you look at possible claims, try to keep
them broad and enduring.

Wide-ranging Vision and mission statements

allow for a sense of continuity with the past, values and
specific aims of a community. In addition, statements of
vision and mission built up to last should drive efforts
today and tomorrow.

WRITING MISSION STATEMENTS

The method of writing the statement of purpose

for your organization is close to creating your statement
of vision. The same method of brainstorming will help
you to build the possibilities for your mission statement.
You'll want to establish a common mission statement
for your work as opposed to Vision statements.

GUIDE QUESTIONS IN CREATING MISSION

STATEMENT

1. Could this explain what your company is going to

do, and why is it going to?

2. Is it concise (one sentence)?

3. Was it outcome oriented?

4. Is it reflective of the organization's priorities and

people who might get involved?
After the organization's leaders have formed a
vision and mission statements, the next step will be to
know what other group members think of them before
you actually use the statements. You may talk to the
same community leaders or the members of the focus
group you initially talked to.

Finally, it is important to note that while the

production of the statements is a big step worth
celebrating for your organization, there is more work to
be done. You will then determine whether to use such
claims. Otherwise, all the hard work you do will lead to nothing.

EXERCISE
Instructions:

1. Think of the organization that you are in now.

2. Assume that you are the manager or head of the

organization and that you need to have the VISIO
and MISSION statement for that organization to
be recognized and/or accredited.

3. In a separate paper, compose a VISION and

MISSION STATEMENT considering the ideas
presented in the preceding topics.

WAYS ORGANIZATION MAY CHOSE TO SPREADD

ITS VISION AND MISSION STATEMENTS

1. Attach it to your letterhead or to your stationary

2. Use them on Site

3. Giving away with them T-shirts, or bookmarks, or

other little gifts

4. Use these while giving interviews.

5. Show it on your reports cover

BEHAVIORAL MANAGEMENT

Behavioral management is a behavioral

intervention approach that is oriented towards keeping
order. This is a class or therapeutic strategies for
altering behavior by modifying one or more aspects of
the environment of and person. behavioral management
derived from Albert Bandura's theory of social learning,
which affirms that observable behavior emerges from an
interaction between the person and the environment.

The factors that are modified are those that

are thought to contribute most significantly to the
development or continuation
troublesome in the atmosphere or the person him/
herself or for other people. Environmental improvements
are also being made to improve healthy habits deemed
beneficial or adaptive.

Past experiences precede behavior in time, and can

result in actions or decrease the likelihood of behavior
occurring. Behavioral events that accompany behavior
in time (i.e. consequent events) that also increase or
decrease the probability that the behavior will continue
once it occurs, or that it will occur again in the future.

BEHAVIOR MANAGEMENT TECHNIQUES

1. Antecedent strategies - Which are used in an

attempt to discourage or provoke a behavior
before a behavior occurs.

2. Consequent strategies - Which are used when

a behavior happens in an attempt to discourage
a behavior from continuing and repeating, or to
reinforce a behavior.

UNDERSTANDING EMPLOYEE BEHAVIOR &

MOTIVATION

Behavioral Management Theory

The theory of behavioral management was

developed in response to the need to account for the
actions and motivation of the employees. The change
moved management from an emphasis of production
(classical leadership theory) to a style of leadership
based on the human need of the workers for work-
related fulfillment and good working conditions. It is
based on the premise that managers can better consider
the human dimension for workers and view workers as
valuable tools for achieving objectives. Management
who take a special interest in workers make them feel
part of specific group.

A Shift in Theories

Long before theorists started writing about

employee happiness and good working conditions,
management found classical leadership to be the most
important to the success of an organization, with its
primary interest in high productivity and performance.
Later, concern for job satisfaction and fair working
conditions established the basis for the theory or
behavioral management.

To establish a relation, theorists such as Elton

Mayo and others analyzed efficiency of workers under
various conditions. Mayo's work with Hawthorne
offers a clear example of this. A group of telephone line
workers were divided in the Hawthorne experiment,
and observed working in a private room. Different
privileges were granted to the community members
during their working day, such as the right to leave
their workstations, improvements in pay levels and
even company-sponsored lunch. What they found was
that the management group had generated more than
the other workers. The reason for this increased output
was that the community believed that their well-being
was of concern to management.

It launched the campaign for management

of human relations. When all management were to
invest time, show concern in the personal well-being
of employees and reward them for a job well done, staff
would be inspired to work harder. This would potentially
be a constructive action towards jobs.

MANAGEMENT BY EXAMPLE

The concept of leading others by dictation or

order may seem like a fairly daunting task to many
managers. Most managers don’t want to feel like they're
babysitting or bossing their staff members around, but

they also find it best to show their workers how they

want to behave and how they'd prefer their daily tasks
to be done. That all comes down to the often-Challenging
task of leading by example.
Lead by example not only holds managers to strict
expectations, but also requires many interpersonal
communication skills. Those who lead by example must
be capable of establishing good human relationships
with those they need. This can be a challenge for any
boss, particularly those who are not exactly born leaders
of natural origin.

EFFECTIVE STRATEGIES OF MANAGING BY

EXAMPLE

Avoid Criticizing

Complaining or judging others can not only

discourage team members from receiving the inspiration
they need, but it can also sow these team members that
criticism and complaining is appropriate on the job.
Those who lead by example must do
their utmost to
eliminate negativity from their lives and their approach
to leadership altogether. Negativity can only generate
more negativity, so it is imperative that it be eliminated
early. The more optimistic a person will be, the more
optimistic their work environment can be each and
every day.

Give Honest Praise

lt is necessary to truly improve positive behavior,

so that others can continue to behave positively.
Criticism avoidance is just half the fight when it comes
to promoting positivity when leading by example.
Dedicated managers who want to lead by example know
when to laud and how necessary it is to offer truthful
praise. Giving false or coerced compliments to workers
only for the sake of spreading attention does not cut
it off. People can sense and hear honesty so if leaders
want it to really work, praise needs to be sincere and
truthful.

Individuals usually want to do the right thing

and positive motivation keeps them on track to do good
thing rather than threats or punishments.

Develop Real Relationship

It's so important for managers to take the time to

develop genuine relationships with their workers so they
can gain that aspect. It involves getting to know them
and becoming interested in other people and what they
have to say and focusing on maintaining and developing
the relationship so the two parties have a sense of
confidence. When managers do not take the time to
build meaningful relationships with their workers then
the idea or example management will never work. so
get workers so imitate their bosses, they need to admire
them and take care of them.

Good Iistening skills and good communication

skills are important to establishing the basic trust
between all parties. When a core partnership exists
workers are much more likely to look at their boss as
someone to respect, and would be much more inclined
to imitate the actions of their boss.

Not only does this involve listening to the words

that workers need to use, but it also means picking up
on their thoughts and paying attention to what they are
trying to communicate.

Get in on the Action

It's much easier for an employee to follow the lead

of a superior who sits in their office all day and doesn't
know how everyday operations work. Getting involved
and being very interested in how the company works
will only benefit managers who are trying to appeal to
their workers and who are trying to set a precedent on
how their workers want to work.

To any manager, so to speak, getting their

hands dirty is one of the best ways to start cultivating
a better relationship with their employees and really
start managing by example. Once team members see
their supervisors do the job and get into the action,
they are much more likely to look for direction at these
supervisors and emulate their behavior.

Humility is Key

Taking leadership approach needs a great sense

of modesty. Not only does this mean trying to relate to
workers and to foster a sense of harmony between team
members, but it also means treating all team members
with a positive attitude.
Managers ought to treat others the way they
would like to be treated, never take anything for granted
and give the benefit of the doubt to individuals. Even if a
member of a team does not perform to the expectations
of the manager, this does not mean they have not tried.
Most people don t go into preparing their workday to do
a terrible job. Having insight and modesty will also help
managers see the broader picture and see where their
workers come from as they lead others by their own
example.

ENGAGEMENT AND EMPOWERMENT

If you want engagement and empowerment,

consider the following behaviors:

 Act like an owner-make choices that are based on

the highest company and priorities nice.
 Be constructive in asking what you can do to
improve or make a situation easier.
 Be responsible by recognizing that there is still an
aspect of the project or a consequence that will
have a positive effect.
 Seek items that match the ultimate purpose. So
if you make a mistake, then you will own it and
learn from it.

People are influenced by our actions. Our life as a

leader would be easier if we could say all the right things
and know that those words would significantly influence
our team. While that would be easier, it is also unrealistic.
Although our words matter, what we do matters far more.

If we want our influence to be positive and

productive, we must be clear on what we want from
others, and then make sure our actions (as well as our
words) support that. When we do this, we are leading by
example in an intentional and productive way.

VALUES FORMATION IN MANAGEMENT

Formation of values is the confluence of our
personal experiences and the particular society in which
we are entwined. In the childhood, values are placed
by our families and reinforced by community and life
experiences. For example, my parents placed on me the
importance of kindness, and reinforced it during early
childhood.

The value system is first Considered for

understanding every society. The value system implies
the culture's purposes and goals, which their wisest
people have identified and treated as absolute and
primary. In the context of its value system, therefore,
the values and knowledge or every society happen to be
preserved.

A value system is a collection of coherent ethical

principles and procedures used for ethical or moral
honesty purposes. A well-defined set of values is code of
morale.

POINTS THAT HIGHLIGHT THE ROLE OF VALUES

IN MANAGEMENT

1. Development of Employees

Managers should use the value system to grow

their workers in an all-round way. Values help
with vision. Those help in the creation of employee
or workers awareness and moral growth.

2. Motivation

Values will work inside you to awaken your

secret talents. With bravery and confidence, you
have it in you to go ahead and realize your full
potential. Inspiring one's self and inspiring others
in organizations to campaign for ethical and right
values. Values offer the best encouragement to
remain motivated all the time, irrespective of how
de-motivating and overwhelming things are.

3. Underlie Managerial Behavior

The study of values is central to the interpretation

of management and organizational behavior,
which underlies managerial behavior's value
orientations.
4. Determine behavior

Values are fundamental, and define actions within

the organization to a large extent. Therefore,
through employee behavior, the manager will
introduce improvement in the way desired.
 5. Helps in bringing change

Organizations bind through principles. Values are

enabled cultural improvement when re-evaluated
and matched with the goals of the
the organizational
structure. This practice has already transformed
several individual and organization.

6. Determine attitudes

Values form the foundation for understanding

behaviors, motivations and beliefs.

7. Promote leadership

Managers are people who exercise their 'leadership

by values. They can be effective leaders by
practicing the spiritual values in their managing
jobs.

8. Bring creativity

Managers will remain innovative by examination

of many ethical principles in unpredictable and
ever-changing times. Some traditional ideals tend
to improve the cognitive capacity resulting in a
different way of understanding those challenges
and circumstances.

9. Managing in Borderless

Management is no longer limited to a national

entity, but is completely without boundaries.
Specific international governments do not
oversee the management activities and decisions.
For many "lawless territories “administrators
have a greater responsibility than ever before.
Consequently, value-based management has
become a key requirement. Owing to the need
for social and ethical standards, administrators
must follow not just rules.

10. Involve in managerial goals

Values are universal since they include task.

goal and adjective selection. The role of planning,
coordinating and managing people's actions
should also be consistent with the principle of
the managers.

11. Guide to life, profession, and character

Moral, ethical and professional values determine

the character of employees and manager. They
guide their profession and life. They should
guide the real character of our lives as we serve
our nations. Value can become the basis for the
behavior of its members.

12. Personality development

Managers tend to be involved in cultivating their

staff and fellow leaders 'personalities. Personality
is the total amount of a number of factors. However,
the selection of moral and fundamental values is
an essential consideration as values include the
right way of thinking, the right motivation and
the passion for improvement.

13. Work ethic

Knowledge, effort, behaviors, attitude, manners

of work, interpersonal vision, a commitment to
change and the standard of work generated are
important elements of every worker's mentality
today. Ethical and eternal importance places
a major role in doing good work. Values may
establish a perception that work has its own
intrinsic worth.

The Importance of Workplace Values

The ideals in the workplace are the guiding

principles that are most important to you about the
way you work. You use these deeply held values to
distinguish between right and wrong ways of working
and they help you make crucial career choices and
decisions.

Some examples of workplace values include:

 Being accountable.
 Making a difference.
 Focusing on detail
 Delivering quality.
  Being completely honest.
 Keeping promises.
 Being reliable.
 Being positive.
 Meeting deadlines.
 Helping others.
 Being a great team member.
 Respecting company policy and rules, and
respecting others.
 Showing tolerance.

The ideals of the workplace of your company set

the tone for the atmosphere of your organization and
they define what your organization cares about as a
whole. It is critical that the beliefs of your people match
with those. When this happens, people understand each
other, for the right reasons, everybody does the right
things and this shared intention and understanding
allows people to develop a better working relationship.

Alignment of principles supports the organization's

main mission as a whole. If beliefs are out of alignment,
individuals are working for different ends, with different
motives and different results. It can hurt relationships
with jobs, productivity, job satisfaction, and creative
ability.

The most important thing to do when interviewing

someone is to consider the ideals of his or her workplace.
You should teach people to fill the holes in knowledge,
after all, and you can help people gain experience. But
getting people to change their beliefs is very hard; and
once they do, they'll be "problem workers."