22/12/2023

ABM 008 ABM 008/ GAS 007

ORGANIZATION & ORGANIZATION AND MANAGEMENT (ORGMAN)
ABM/ GAS Specialized Subject
MANAGEMENT
This course is designed to familiarize the students with the basic
(ORGMAN) concepts, principles, and processes related to business organization, and
the functional areas of management. Particularly emphasis will be given
to the study of management functions like planning, organizing, leading,
staffing and controlling, and orient the students on the importance of
CLASS ORIENTATION
these functions and the role of each area in entrepreneurship/ business.
JORDEN KENT C. JUANER

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WHAT ARE WE GOING TO LEARN…

Workplace Employees Managers

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MY WORK SUMMARY…
• Finance Assistant, UCPB
• Marketing Research Analyst, Convergys Philippines
• Training Specialist, KPMG Philippines
• Learning Specialist, PPD Philippines Thermo Fisher Scientific
• Recruitment Specialist, Optum Global Advantage

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CHAPTER 1: ASSIGNMENT – WRITTEN WORK #1

INTRODUCTION TO My Future Profession
ORGANIZATION AND • On a bond paper with your picture act on and dress up
MANAGEMENT on what profession you wanted to have.
• What type of job I want to have
JORDEN KENT JUANER • What career path I am looking for
• What kind of work I think I can do

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Profession Career
UNDERSTANDING PRINCIPLES
OF MANAGEMENT
Job LESSON 1

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• Determining organizational goals and a means

PLANNING for achieving them.
UNDERSTANDING MANAGEMENT
MANAGEMENT is the process of planning, organizing, ORGANIZING • Deciding where decisions will be made.
staffing, leading and controlling the activities of an
organization effectively and efficiently to achieve its goals. STAFFING • Understanding who will do, what job and task,
and who will work for whom.

Getting work done through others. • Inspiring and motivating workers to work hard
LEADING to achieve organizational goals.
Working through others to accomplish task that help fulfill
organizational objectives as effective as possible.
• Monitoring progress toward goal achievement
CONTROLLING and tasking corrective action when needed.

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PLANNING
MANAGEMENT WHAT IS AN ORGANIZATION…
FUNCTIONS/
A social group with well-coordinated processes and activities
PROCESS
CONTROLLING ORGANIZING for the purpose of achieving the objectives and interacts with
others.

Group of people who work together.

Collection of people, who are involved in pursuing defined objectives.
LEADING STAFFING

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PLANNING
Planning is the management function wherein managers identify and select the
company's goals and determine the corresponding courses of action in order to
achieve them. As planners, managers aim to improve the company's overall
performance by formulating strategies to be implemented.
• Best ways to improve performance
• Encourages people to work harder
• Engage in behaviors directly related to goal accomplishment
• Think of better ways to do their jobs.
ORGANIZING
Organizing refers to structuring the business organization in such a way that
employees are grouped together to perform jobs or tasks. The organization ensures
that the employees can perform efficiently and coordinate effectively to achieve the
company's goals. Each group of employees is assigned a manager who oversees the
employees as they perform their assigned tasks.
• The working relationships vertical and horizontal associations between individuals
and groups that exist within an organization affect how its activities are
accomplished and coordinated.
• Effective organizing depends on the mastery of several important concepts: work
specialization, chain of command, authority, delegation, span of control, and
centralization versus decentralization.

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STAFFING LEADING
Staffing can be defined as one of the most important functions of management. It
In leading, managers help the company achieve its objectives by motivating their
involves the process of filling the vacant position of the right personnel at the right job, at
subordinates to perform the tasks assigned to them. Managers encourage the
right time. Hence, everything will occur in the right manner.
employees to live up to the company's vision in their job performance. They also
• The first and foremost function of staffing is to obtain qualified personnel for different ensure the employee's commitment to the organization.
jobs position in the organization.
• Inspiring and motivating workers to work hard to achieve organizational goals.
• In staffing, the right person is recruited for the right jobs, therefore it leads to maximum
• A critical part is keeping his employee communicated.
productivity and higher performance.
• Everyone must know the plan, its status, and areas that need special attention.
• Staffing helps to ensure better utilization of human resources.
• It ensures the continuity and growth of the organization, through development
managers.

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CONTROLLING
Controlling requires managers to identify any deviations from the strategies and methods
used in attaining the company's objectives. The manager, then, implements corrective
actions to maintain or improve performance.
• Monitoring progress toward goal achievement and taking corrective action when
needed.
• Basic control process
• Setting standards to achieve goals
• Comparing actual performance to those standards
• Making changes to return performance to those standards

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PLANNING ORGANIZING STAFFING LEADING CONTROLLING ACTIVITY – ROLE PLAYING – PT 1

You will create an Office Scenario and you will act it on class where
ALL Management Functions/ Process may show or applied.
Organization – 20 %
Realistic Representation – 30 %
Performance – 40%
Props/ Design – 10%

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WORK TOPICS/ SIGNIFICANCE HOW SHOULD WE DO WORK

• LGBT in Workplace
• Workplace Bullying
EFFECTIVE
• Gen Z work ethic
Doing the right things
• Focus on Result
• Quality (Output)
• Right way and time
EFFICIENT
Doing the things right
• Focus on Process
• Quantity (Productive)
• No waste effort

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EFFECTIVENESS VS EFFICIENCY
Effectiveness is the ability to produce a better result,
one that delivers more value or achieves a better
outcome.
Efficiency is the ability to produce an intended result in
the way that results in the least waste of time, effort, and
resources.

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WHAT IS THE RELATIONSHIP ANSWER THIS:

• Would you like to have a work after
graduation?
• What kind of career you would to
MANAGEMENT ORGANIZATION pursue?
• Do you see yourself to be a professional?
• Would you see yourself to be successful?

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HOW DO YOU JOB CURRENT

TRENDS IN
DEFINE… WORK
WORKPLACE
PROFESSION

CAREER

EMPLOYEE

OFFICE

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THE FUTURE OF WORK

FACTORS AFFECTING MANAGEMENT

Globalization Technology Sustainability

Technology Ecosystem

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ASSIGNMENT

• Create a work meme…..

THE MANAGER
LESSON 2

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• Perform the main managerial functions in the

organization and assume different roles in the
performance of their duties.
• Oversees team members in a certain
department to ensure it's performing effectively.
Their main duties include hiring and training
employees, creating and implementing business
strategies and delegating tasks to team
members.
• Responsible for a part of a business or
organization, this may include supervising and
managing a group of people.

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LEVELS OF MANAGEMENT
The job of a manager is practically the same. But
3 Levels of Management in Top Level
there is a difference in a manager’s role depending on organizational hierarchy; (1) Top-Level, Management
the skills, ability, strength, experience, intellectual (2) Middle-Level, and (3) Lower-Level. (Upper, Higher)

ability, etc. Top-level managers are responsible for Middle Level

setting organizational goals. Middle-level Management
(Second Line, Mid)
managers are engaged in carrying out
their goals. Finally, lower-level managers Lower Level
are responsible for running every Management
(Bottom, First, Front Line)
organizational work unit.

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LEVELS OF
TOP LEVEL
MANAGEMENT (Director, Vice President,
Chief Operating Officer,
Chief Executive Officer,
General Manager, Managing Director)

MIDDLE LEVEL
(Department Head, Division Manager)

FIRST LEVEL
(Supervisor, Team Leader, Coordinator)

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TOP-LEVEL
MANAGEMENT
Top Management must have extensive
knowledge in management and must be
multiskilled and analytical. They must also be
aware of the business environment where their
organization operates, especially its target
market. Senior managers are responsible for
determining and implementing strategic, long-
term decisions for the company.

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This level is also called “Senior Management" or “Upper Management." The MIDDLE-LEVEL
managers in this level have titles such as Managing Director, Chief Executive MANAGEMENT
Officer, Chief Operating Officer, Executive Vice President, and Chairman of the Middle-Level Management are assigned to
Board, among others. supervise specific units or departments within
• Top-level managers make decisions affecting the entirety of the firm. the company and are highly-specialized in
managing the tasks and operations of their
• Top managers do not direct the firm’s day-to-day activities; instead, they set goals
assigned units. They are also responsible for
for the organization and direct the company to achieve them. carrying out the decisions made by the top-
• Top managers are ultimately responsible for the organization’s performance, and level management and applying them to their
often, these managers have obvious jobs. units. They also coordinate with lower- level
managers in implementing strategies and
Top-level managers require having excellent conceptual and decision-making skills.
meeting the goals of the company.

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Middle-Level Managers, Second-Level Managers or Middle Managers, are those in the levels
below Top Managers. Middle Managers’ job titles include General Manager, Operations LOWER-LEVEL MANAGEMENT
Manager, Regional Manager, and Divisional manager.
Managers in lower-level management are
• Middle-level managers are responsible for carrying out the goals set by top management.
also called "frontline managers" or
They do so by setting goals for their departments and other business units.
"supervisors." These managers usually
• Middle managers control, motivate and assist first-line managers in achieving business
directly oversee employees or workers and
objectives.
are tasked with carrying out the decisions
• Middle managers also communicate upward by offering suggestions and feedback to top
communicated by middle managers. They
managers. In addition, because middle managers are more involved in the day-to-day
workings of a company, they may provide valuable information to top managers to help also oversee the daily operations of their
improve the organization’s bottom line. respective areas and handle routine
Middle-level managers’ job perfection depends very much on these communication and administrative tasks.
interpersonal skills.

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First-Level Managers are also called First-Line Managers or Bottom-Line Managers are
like shop-level managers, or supervisors.
These managers have job titles such as Team Leader, Shift Manager, Supervisor,
Coordinator, and Office Manager.
• First-line managers are responsible for the daily management of line workers—the
employees who produce the product or offer the service.
• There are first-line managers in every work unit in the organization. These are the
managers that most employees interact with daily, and if the managers perform poorly,
employees may also perform poorly, may lack motivation, or may leave the company.
Although first-level managers typically do not set goals for the organization, they have a
powerful influence on the company.
A First-level manager requires technical skills and knowledge for the particular work he
supervises.

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TOP LEVEL MIDDLE LEVEL LOWER-LEVEL

MANAGEMENT MANAGEMENT MANAGEMENT
WRITTEN WORK #2:
Movie Analysis
Watch “The Devil Wears Prada”
-Create a short essay about what is your understanding about
the movie

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‘The Devil Wears Prada,’ a movie about a young college graduate who lands a
highly sought-after job as the co-assistant to the editor-in-chief of a powerful ROLE;
fashion magazine. Andrea, like many people starting their career or profession,
got off to a very rough start in her job her colleagues doubted she would make it, A set of behavioral expectations,
and were waiting for her to fail. Over time, though, she was able to make herself
into a better position and earns the respect of her colleagues. She does this by or a set of activities that a person
proactively anticipating her principal’s thoughts and actions and learning to be
always one step ahead. ROLES OF is expected to perform.
• Don’t be discouraged if you start off slow Managers' roles fall into three
• Be prepared to learn on the way MANAGER basic categories: informational
• Don’t sacrifice your personal life for the sake of work
• The work you do today is your reference for tomorrow
roles, interpersonal roles, and
• Be proactive and stay one step ahead decisional role.

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HENRY MINTZBERG
10 ROLES OF MANAGER
Henry Mintzberg’s managerial theory is founded on the
idea that managers are involved in ten roles, divided into
three main clusters: interpersonal, informational, and
decisional. Furthermore, Henry Mintzberg defines the
operating effort of managers in each role. The behaviors of
those managers are crucial components for their success.
Of course, the ten roles are inspired by personal and
situational considerations.
In his book Inside Our Strange World of Organizations,
Henry Mintzberg identified ten managerial roles.

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INTERPERSONAL • Refers to the communication and relationships

ROLE
between people. A basic example of an FIGUREHEAD
interpersonal interaction is a conversation between
two people. Many management roles are As a figurehead, the manager
considered to have many inherently interpersonal
performs social, inspirational, legal,
aspects, such as leading and mentoring.
and ceremonial duties. The
manager is a symbol and must be
on-hand for people or agencies that
Figurehead Leader Liaison only deal with him or her because
of status and authority.

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LEADER LIAISON
The leader role is at the heart of the As a liaison, the manager is an information
manager-subordinate relationship and communication center. A liaison builds
and maintains relationships with other
and managerial power. The leader is companies. It is essential, therefore, that
a pervasive presence among the manager possesses networking skills
to maintain internal and external contacts
subordinates, although the
for information exchange. Liaisons use
relationship between the leader and these contacts to gain access to
other members of the group tends information that is vital for the company,
such as facts, requirements, and
to be indirect. probabilities.

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INFORMATIONAL • Are those in which you gather and then pass

ROLE on information. These roles have changed MONITOR

dramatically as technology has improved. As a monitor, the manager seeks and receives
These roles mainly involve the movement of information from various sources to evaluate the
information. organization's performance, well-being, and
situation. The manager performs vital tasks such as
monitoring of internal operations, external events,
ideas, trends, analysis, and possible threats. The
monitor gathers information to detect changes,
Monitor Disseminator Spokesperson problems, and opportunities and to construct
decision-making scenarios. This information can be
current or historic, tangible or soft, and documented
or nondocumented.

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SPOKESPERSON
DISSEMINATOR As a spokesperson, the manager relays
information to other groups and entities
As a disseminator, the manager outside of the company. Key influencers and
communicates external information stakeholders are kept informed of company
to the organization and facilitates performance, plans, and policies. The
information exchange between manager is seen as an expert in the field
where his or her organization operates. The
subordinates. The information being
manager also uses his or her reputation and
disseminated can either be factual
profile to influence outsiders and
or value-based. stakeholders to maintain the stature of the
company.

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DECISIONAL ROLE • Involve around making choices,
describes a manager's responsibility to
use the information they gain to form
business and strategic decisions.
Disturbance Resource
Entrepreneur Negotiator
Handler Allocator
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Disturbances may arise from certain
DISTURBANCE HANDLER actions of the staff, unexpected changes
in resources, and external threats. A
disturbance may also arise when
workers or managers make mistakes or
when an innovation creates unexpected
consequences. The manager steps in to
deal with these matters, evaluate the
situation, reallocate resources, and
provide adequate support to the
company.
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NEGOTIATOR
As a negotiator, the manager
takes charge of communicating
and negotiating with other
organizations, and even among
the members of the company.
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ENTREPRENEUR
As an entrepreneur, the manager
designs and initiates new opportunities
for the company. An entrepreneur is a
risk-taker and is often involved in start-
ups and new projects. The manager
calculates the risk in each opportunity
and ensures that new projects are
carefully selected and implemented
with minimum risks.
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RESOURCE ALLOCATOR
As a resource allocator, the
manager oversees and controls
resource allocation by evaluating
major decisions involving resources.
Managers develop appropriate
models and plans in conducting their
evaluation.
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MANAGEMENT SKILLS ROBERT KATZ

• Management skills can be defined as certain attributes or abilities that an 3 SKILLS (MANAGEMENT)
executive should possess in order to fulfill specific tasks in an organization. • Robert Katz identifies three critical skill sets for
They include the capacity to perform executive duties in an organization successful manager: technical skills, human skills, and
while avoiding crisis situations and promptly solving problems when they conceptual skills. Manager must possess certain
occur. technical skills that assist them in optimizing
Conceptual Human Technical managerial performance. While these three broad
skill categories encompass a wide spectrum of
Skills Skills Skills capabilities, each category describes the way in
which these skills interact with management at
Management skills can be developed through learning and practical experience as a
various levels.
manager. The skills help the manager to relate with their fellow co-workers and know
how to deal well with their subordinates, which allows for the easy flow of activities in
the organization.

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CONCEPTUAL SKILL HUMAN SKILL

• Refer to the manager's ability • Include the manager's capacity to
to analyze a particular motivate, lead, and control the
situation, identify new behavior of his or her
opportunities and resources, subordinates. A manager should
know how to effectively
and decide on the best
communicate, coordinate, and
strategies and courses of relate with his or her employees.
action.

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TECHNICAL SKILL
• The specific competencies that a
manager should have in relation to
the type of task assigned to him or
her. It is also related to the
specialization of a manager needed
in a particular department, unit, or
area where he or she is assigned.

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7 DIFFERENT TYPES OF MANAGER KEITH ROSEN

BY KEITH ROSEN 7 TYPES OF MANAGER
• Keith Rosen is the executive sales coach that top managers,
sales professionals, and executives in many of the world's
Problem leading companies call first. As a prominent, engaging speaker,
Pitchfork Pontificating Presumptuous master coach, and well-known author of many books and
Solving
Manager Manager Manager articles, Rosen is one of the foremost authorities on assisting
Manager people in achieving positive, measurable change in their
attitude, in their behavior, and in their results.
• Even with all the efforts employees may put forth to salvage a
Perfect Passive Proactive once positive work environment, at the core of every toxic
Manager Manager Manager working environment is the toxic boss, manager, or supervisor.
All roads lead back to the manager. And if the manager isn't
willing to change, then it's a safe bet that nothing will.

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• That's why to impact long-lasting change, managers need THE PROBLEM SOLVING
to upgrade their style and approach. MANAGER
• Throughout the years of coaching managers, business • Focuses on providing solutions to every
owners, and executives, He have been able to identify problem of the company. This manager
seven types of managers. Use these seven types of also concentrates on achieving the
managers as examples to identify the critical competencies company’s goals. However, managers of
necessary to become an effective sales coach. It all starts this type sometimes tend to overdo the task
with the way we communicate. of solving every problem which affects his
or her overall performance.

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THE PITCHFORK MANAGER THE PONTIFICATING MANAGER

• Threatens employees to work towards
a goal. This manager employs fear
tactics and uses an iron hand to push
employees for result to avoid
consequences. He or she
characterized as tough and rude.
• Neither follows any strategy nor prepares
for any situation or task and usually ends
up with inconsistent results. The strength
of this manager is his or her ability to
make people feel at ease when he or she is
around since listening to others is second
nature to him or her. However, this over-
is friendliness usually hinders his or her
leadership decisions and results in a less
systematic approach to problems therefore
affecting his or her overall performance.

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THE PRESUMPTUOUS MANAGER THE PERFECT MANAGER

• Thinks only of himself or herself. This type of • Open to change and personal growth.
manager is not a team player and usually
However, he or she can be very
works for personal gain or interest. He or she
mechanical and may lack the
breeds unhealthy competition instead of
interpersonal skills to interact more
cooperation and teamwork. This type of
manager is characterized as being too proud closely with his or her team members.
and overconfident and has the tendency to He or she just concentrates on facts and
compete with the members of the team. More figures, for example, about the product
often than not, members of the team resign or or service being offered.
leave the company because of poor
management.

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THE PASSIVE MANAGER THE PROACTIVE MANAGER

• Wants to please everyone and make the • Possesses the good qualities of the other
team members happy. However, being a types of managers. He or she has the drive
of the problem-solving manager to
crowd pleaser becomes a hindrance
spearhead solutions, the persistence of the
because of his or her lack of drive and pitchfork manager, the enthusiasm of the
assertiveness to manage the team. This pontificating manager, the confidence of the
type of manager is described as very timid presumptuous manager, the passion of the
in his or her approach to avoid any perfect manager for continued growth, and
confrontation with anyone especially the desire of the passive manager to serve.
Every manager should strive to become a
from the members of his or her team.
proactive manager who embodies the true
traits of an outstanding manager.

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MANAGEMENT STYLES KURT LEWIN

• A management style is the particular way managers go about accomplishing these objectives. It
encompasses the way they make decisions, how they plan and organize work, and how they
MANAGEMENT STYLES
exercise authority. • Kurt Lewin was a German-American psychologist,
known as one of the modern pioneers of social,
• Management styles varies by company, level of management, and even from person to person. A
organizational, and applied psychology in the United
good manager is one that can adjust their management style to suit different environments and
employees. An individual’s management style is shaped by many different factors including States. During his professional career Lewin applied
internal and external business environments, and how one views the role of work in the lives of himself to three general topics: applied research,
employees. action research, and group communication.
• In 1939, social psychologist, Kurt Lewin, identified
three styles of leadership that relate to how a leader
Laissez-
Autocratic Democratic makes decisions. These three Lewins Leadership

Faire Styles describe the level of control that a leader

holds over the decision-making process and the
amount that they involve their team.

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AUTOCRATIC
• Autocratic (Authoritarian) Management is where managers have
complete power over their people. The manager makes all of the
decisions and the employees are expected to follow orders and to
execute without question.
• This style of management should only be used when dealing with
inexperienced employees, or in crisis situations, as the lack of input
and autonomy can have a negative impact on employee motivation
over the longer term.
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LAISSEZ-FAIRE
• Laissez-faire (Delegative) management is a hands-off approach where leaders
delegate decision making authority to their followers and allow them to work
largely on their own.
• This style should only be used with highly skilled and highly motivated
employees that are capable of planning, making decisions, solving problems
and getting the job done without management intervention.
• High levels of autonomy can be very motivating for those who are skilled and
motivated enough to handle it, but it can have a negative impact on
performance for those who need strong direction and guidance.
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DEMOCRATIC
• Democratic (Participative) management is where the leader involves
followers in the decision making process. Often the leader may still
make the final decision but input from group members is
encouraged in order to reach a decision.
• According to Lewin's research, this style is the most effective for
group performance across the board. However, democratic decision
making can be a slow process, so it may not be optimal in a time-
critical situation.
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PERFORMANCE TASK #2
From each of the Management Styles (Autocratic, Democratic,
Laissez Fair) you will choose a Fictional Character from a movie
or series or even cartoons/ anime that may fit for each
management styles- Analyze and Explain.
• Create a PPT presentation/ Picture of the chosen character and
brief explanation what’s their management style- why and how.
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MIRANDA PRIESTLY, EDITOR IN CHIEF RUNWAY
MAGAZINE – AUTOCRATIC
With her dictated orders and high expectations of employees Miranda Priestly is
a classic autocratic manager. She does not want or expect feedback from her staff,
she is in full control of the situation at all times and delivers punishment with
little remorse if her employees do not perform as expected.
• The Queen of Hearts, Alice In Wonderland
• Sauron, Lord of the Rings
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SIMBA, LEADER OF THE PRIDE – DEMOCRATIC

It’s no small task being a successor (especially when you’re following on from Mufasa).
Simba, unlike his more autocratic father, pursues a more democratic style. He listens to
advice from Nala, Timon and Pumba, keeps them informed of his decisions and gathers
information from the wider team – in this case the team being a mystic mandrill and a
deceased father appearing in the clouds. When he finally takes the stage as head of the
pride his team even join him on Pride Rock.

• Albus Dumbledore, Harry Potter

• Danny Ocean, Ocean’s Eleven
• Jon Snow, Game of Thrones

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JOHN HAMMOND, CEO JURASSIC PARK –

LAISSEZ-FAIRE
The most ‘hands off’ of our fictional managers, John Hammond is a great example of a laissez-
faire manager (at least to start with). These types of managers set tasks and deadlines but often
offer minimal direction – they leave the power in the hands of the employees. Take for instance
John Hammond giving the scientists sizeable funding, letting them get on with the park and then
dropping in for a surprise visit. It’s worth noting a ‘hands off ’ approach may not be the wisest
choice when managing a park full of dinosaurs.

• Gregory House MD, House

• Ron Swanson, Parks & Recreation

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PERFORMANCE TASK • Name

Interview a Manager……
• Age
• Work Experience
• Name of Employer/ What Industry
• How many years he/ she is working before he/ she became a
manager
• How many years he/ she has been a manager
• How many people he/ she manage

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Identify the following by interviewing the manager of your choice- NOW ANSWER THIS…
• His/ her perspective about management Based from your observations-

• His/ her thoughts about working in a group of people • In what level of management does the manager you have interviewed.

(Organization) • What best describe his/ her management style.

• What is her/ his strategy in handling her/ his employees
• What is her/ his goal for being a manager
• How he/ she become a manager
• Among the type of managers what does the manager you have interviewed may
characterized.
• What are the roles he/ she (the manager) portrayed as being a manager.
• What are the skills does the manager has.

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MAJOR PERFORMANCE TASK

Dress Up like a Manager
“Corporate Attire Run Away Show”
Wear your best suit, sleeves and dresses!!
Be on your formal business/ office attire.

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MAJOR PERFORMANCE TASK

CLASS TEAM BUILDING
All students will play
Build class teamwork
Boodle Fight at the end

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