MANAGENENT

by: Ramos, Danah Bianca Q. Poserio, Ma. Lolita Honey B. Orocio, Aiza I. Rones, Ernaleigh M. Rellin, Joan P.

Why Study Management?

It examines management policies and practices in the context of organizational growth and development, management theory, theories of leadership, communication processes, employment relations and the dynamics of organizational behavior.

Definition
Is the art of getting things done through people.
Is the process of planning , organizing, leading and

controlling to achieve stated organizational goals. Is a systematic way of doing things.

4 Managerial Functions
Planning
Organizing Leading Controlling

Levels of Management
First-line managers -responsible for the production of
goods and services.

Middle managers

Top managers

-determining which product to be provide, and strategies for the entire organization. -develop goal, policies and strategies for the entire organization. -one person, normally the owner or founder does all the task.

Small managers

Management Skills
Technical skills -the job-specific knowledge and techniques needed to proficiently perform specific task. Human skills -the ability to work well with other people both individual and group. Conceptual skills -use to think and conceptualize about abstract and complex situations.

Managerial Competencies
Communication Competency
Planning and administration competency Team of Competency Strategic Action Competency Global Awareness Competency

Self management Competency

PRINCIPLES OF MANAGEMENT
1.Division of Labor

-the more people specialize, the more efficiently they can perform work.
2.Authority

-managers formal authority gives them the right to command.

3.Discipline

-members in an organization need to respect the rules and agreements that govern the organization.

 Unity of Command

-each employee must receive instructions from only one person.

Unity of Direction

-directed by only one manager using one plan.

Subordinating of Individuals to Common Good

-the interest of employees be the first concern over the interest of the organization.

 Remuneration

-compensation for work done should be fair to both employees and employers.
Centralization

-decreasing the role of subordinates in decision making.

Bureaucratic Management
Provides a blueprint of how a entire organization

should operate.
It prescribes a formal system of rules

impersonality, division of labor, hierarchical structure, a detailed authority structure, lifelong career commitment, and rationality.

The System Approach

Is seen as a unified, purposeful system made up of

interrelated parts. Gives managers a view of the organization as a whole and also a part of the larger, external environment. Tells that the activity of an organization affects the activity of every other part.

Some key Concepts of the systems Approach

Subsystems

-the parts that make up the whole of a system.

Open and Closed System

-an open system is one which interacts with its environment while if it does not, it is considered a closed system.

 System Boundary

-every system has each own boundary that separates it from is environment.
Flow

-system has flows such as the flow of information, materials, energy and human resources.
Feedback

-is an important part in system controls.

The Contingency Approach

-is the task of managers to identify which
technique will in a particular situation, under particular circumstances, and at a particular time, best contribute to the attainment of management goals.

Understanding Competitive Environment & Organizational Cultures

Organizational Culture is important to an organization. Managing the internal culture of a firm is a challenge facing the manager.

Managing Environmental Elements

Adaptation
-provides changing intermal operations and

activities to make the organization more compatible with its environment.

Buffering

-involves stockpiling either inputs or outputs from a production or service process in order to cope with environmental fluctuations.

 Smoothing

-involves tasking actions aimed at reducing the impact fluctuations, given the market.
Forecasting

-the process of making predictions about changing conditions and future events that may significantly affect the business of an organization.
Rationing

-providing limited access to a product or service that is in high demand.

 Favorability Influence

-involves attempting to alter environmental elements in order to make more compatible with the needs of the organization.
Advertising and Public Relations

-one means of influence with the environment is advertising, the use of communications media to gain favorable publicity for particular products of services.

 Boundary Spanning

-creating roles within the organization that interface with important elements of environment.
Recruiting -the process of finding and attempting to attract job candidates who are capable of effectively filling job vacancies. Negotiating Contracts -means seeking favorable agreements on matters of importance to the organization.

 Co-Opting

-the process of absorbing key members of important environmental elements into the leadership of policy-making structure of an organization.
Strategic Alliances -is an arrangement whereby two or more independent organizations form a cooperative partnership to gain some mutual strategic advantage. Trade Associations -are organizations composed of individuals of firms with business concerns.

 Political Activity

-organizations attempt to enhance their competitive situations by influencing legislation and/or the behavior of government regulatory agencies.
Domain Shifts

-changes in the mixture of products and services offered so that an organization will interface with more favorable environment.

END OF PRESENTATION