Character Formation 2

Leadership, Decision Making, Management

and Administration
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

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, abilities and capacity, or
3. accomplish a particular goal or goal.

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.

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 Managers- 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 aspects of the organization. Such individuals may be named vice-president,
managing director, chief executive officer or board chairman etc.

MANAGERIAL FUNCTIONS
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 to 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 cannot 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)

1 Technical
2. Human
3. Conceptual

QUALITIES OF A MANAGER
1. Educational competence
2. Intellectual quality
3. Leadership ability
4. Training
5. Technical knowledge and skills
6. Mental Maturity
7. Positive Attitude
8. Self-confidence
9. Foresight

DIFFERENT HIGHLY INTERRELATED ROLES OF THE MANAGERS

1. Interpersonal Roles
2. Informational Roles
3. Decisional Roles

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, brings 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 any work
independently, 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.

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

Roles Played by Mission and Vision

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
CHAPTER IV
DECISION MAKING

DESICION-MAKING CONCEPTS
Decision-making can be seen as a problem-solving process that generates a solution that is
considered be ideal, or at least acceptable. Consequently, it is a mechanism that can be more or less logical or
atonal and based on overt or implicit knowledge and beefs. In dynamic decision-making processes, implicit
emotion is often used to fill holes (Brockmann,2016). Optically, all, implicit and explicit, of these forms of
brumation are used together in the decision-making process.

NINE (9) CHARACTERISTICS OF A GOOD DECISION

1. Decisions positively impact others

2. Decisions are replicable
3. Decisions foster opportunity (Empowers others to act)
4. Decisions include others
5. Decisions are executable
6. Decision is systematic
7. Decisions are accountable
8. Decisions are pragmatic
9. Decisions involve self-awareness

DECISION-MAKING TECHNIQUES
1. Group Decision-Making Techniques.
2. Individual Decision-Making Techniques

DECISION MAKING APPROACHES

1.RATIONAL OR ANALYTICAL APPROACH

 Exemplified by systematic decision-making.
 Defines upfront success factors
 Looks for details and objectively explores how each solution meets each success factor. Decision-
making is organized and decisions can be taken under the assumption of the desired solutions except
for major unforeseeable or unpredictable incidents.
 Consideration of the implications of the final decision
2. INTUITIVE DECISION-MAKING APPROACH
 Relying on emotions and feelings.
 Careful planning is not possible or not desired.
 People will point to a "gut feeling" or "hunch" as the cause for a choice, reflecting that explanation is
not accessible through conscious thought.
3. RANDOM OR CHANCE APPROACH
 In this approach a decision is made on impulse, without thought.
 Flipping a coin or using a "decision wheel" would be representative of employing this approach
 It is sometimes considered a dependent style because this approach can promote denial of
responsibility.

The Consequences of Making the Wrong Decision

Loss of life
Departmental or jurisdictional administrative costs
Negative media attention and public opinion
Demotion in position and/or loss of job
Post-traumatic stress disorder, family problems and other psychological concerns

FOUR STYLES OF DECISION-MAKING

1. DIRECTIVE DECISION-MAKING
Usually a Policy decision-maker sorts out the pros and cons of a situation based on what they already
know. Dec ton-makers in the directive are very rational and have little tolerance for uncertainty Instead of
going to others for more detail, their decisions are rooted in their own intelligence, experience and reasoning.
The upside to this style is that decision-making is fast, ownership is transparent, and no extra communication
is needed. Often, however, directive decisions can be taken impulsively, without all the necessary details.

2. ANALYTIC DECISION-MAKING
Before taking action, strategic decision-makers analyze a lot of details. Analytic leaders, for example,
rely on direct observation, data, and facts to back their decisions. Like decision-makers in the guideline,
however, an analytic decision maker may seek information and advice from others to affirm or refuse their
own expertise. These decision-makers have ahigh degree of uncertainty tolerance and are extremely
adaptable but they prefer to monitor certain aspects of the decision process. This style is a well-rounded
decision-making strategy that can be time-consuming.

3. CONCEPTUAL DECISION-MAKING
Compared with the guideline or empirical approaches, the relational decision-making process takes a
more collaborative approach. Conceptual decision-makers promote innovative thinking and teamwork and
take a wide variety of viewpoints into consideration. These decision-makers are based on success and want to
look well into the future when it makes critical decisions.

4. BEHAVIORAL DECISION-MAKING
Behavioral decision-seek to make sure that everyone is working together well. Like the conceptual
ephod, behavioral decision-is group-oriented; however, the community is given the choices available to them,
rather than brainstorming alternative solutions. From there the community will discuss each choice's pros and
cons. This decision-making method takes into account several different viewpoints and views in the process.

CHAPTER V
UNDERSTANDING ADMINISTRATION

What is Administration?
Administration refers to actions which are concerned with coordinating and managing an
organizations or organization's work. There is also administration of government, charities, and many other
forms of organizations.

The Basic Functions of Administration

a. Planning
b. Organizing
c. Directing
d. Controlling

Difference between Administration and Management

ADMININSTRATION
Is an act of administering the whole organization by
a group of people.
Administration is a high-level activity.
Policy formulation is performed by the
administration.
Functions include legislation and determination
Administration takes all the important decisions of
the organization
Administration role is decisive in nature.
Administration is concerned with framing policies
MANAGEMENT
Is a systematic way of managing people and things
within the organization
Is an activity of business and functional level.
Focuses on policy implementation
Functions of management are executive and
governing
Management makes decisions under the
boundaries set by the administration.
Management plays an executive role in the
organization.
Management is all about plans and actions
 and setting objectives
Administrator is responsible for the administration The manager looks after the management of the
of the organization organization

Administration focuses on making the best possible Management focuses on managing people and their
utilization of the organization's resources. work.

WHAT IS AN ADMINISTRATOR?
An administrator is a person who makes sure an organization is running at full capacity. It is assumed
here that an administrator is one who:
a. directs the activities of other persons; and
b. undertakes the responsibility for achieving certain objectives through these efforts.

ADMINISTRATIVE CHALLENGES

Administrative professionals are the organization leaders who keep operations running smoothly. Therefore,
losing a member of the administrative staff or witnessing unexpected changes in workload will pose tough
administrative challenges.

TYPICAL ADMINISTRATIVE CHALLENGES

1. Vacations
2. Leaves of Absence
3. Busy Seasons and Special Projects
4. The Unexpected Loss of an Employee or Personnel

The Fourteen Managerial Concepts are:

1. Division of Work: This principle the same as Adam Smith's Division of labor.
2. Authority: Manager must be able to give the order. Authority gives this right.
3. Discipline: Employees must obey and respect the rules and regulations which governs the organization.
4. Unity of Command: Every employee should receive order or direction from only one immediate superior
5. Unity of Direction: Each group of the organization should be direction by one manager using one plan
6. Subordination of Individual Interests to the General Interest: The management must see that the aims of
the businesses are always supreme.
7. Remuneration of Personnel: The labors must be paid a reasonable salary for their work.
8. Centralization: The process of transforming assigning decision making authority to a higher level of an
organizational hierarchy, it is centralization that should follow this.
9. Scalar Chain: Line of authority from top management to the lower ranks represents the hierarchy or scalar
chain.
10. Order: people and materials should be in the right place at the right time.
11. Equity: In running a business, a combination of kindness and justice is need.
12. Stability of Tenure of Personnel: All staffs work is well if job safety and career improvement are
guarantees to the team.
13. Initiative: Allowing all personnel to show their initiative in some way is a source of stretch for the
organization.
14. Esprit de Corps: Promoting team spirit will build unity and harmony within the organization.