ORGANIZATION

AND MANAGEMENT
MODULE 1:

NATURE & CONCEPT OF

MANAGEMENT

Instructress: Ms. Maj Nonato

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 Management definition

✔ is the co-ordination of all resources through the process of planning,

organizing, directing, and controlling in order to attain stated objectives.
✔ is the art of knowing what you want to do and then seeing that it is
done in the best and cheapest way-
✔ is concerned with seeing that the job gets done; its tasks all centre on
planning and guiding the operations that are going on in the enterprise-
✔ is a multipurpose organ that manages a business and manages
managers and manages workers and work-
✔ consists in guiding human and physical resources into dynamic, hard-
hitting organization unit that attains its objectives to the satisfaction of
those served and with a high degree of morale and sense of attainment on
the part of those rendering the service-
✔ is an aspect of the business that doesn’t have the same specific duties
some of the other parts of the business have-
✔ is a process with a social element. It requires the efficient use of
resources combined with the guidance of people in order to reach a
specific organizational objective. It involves responsibility to achieve the
objectives and to fulfil specific organizational purposes through
economical and effective planning and regulation. It’s about taking
charge and ensuring focus is placed on the things and aspects of the
business that help achieve the vision and the goals.

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 Objectives of Management

  Organizational Objectives
Reasonable profits, survival, and growth of business,
improving the goodwill of the enterprise, etc.

  Personal Objectives
Fair remuneration for work performed, reasonable
working conditions, opportunities for training and
development, reasonable security of service, etc.

  Social Objectives
Quality of goods and services at fair price to
customers, honest and prompt payment oftaxes,
conservation of environment and natural resources,
preservation of ethical values of the society, etc.
 
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 Three Key Characteristics Define the
Process of Management:

1) Management is a process of continuing and related

activities.
• Each of the functions is related to each other and the
functions complement each other. It is hard to consider
the functions in isolation, as management requires each
activity to complement one another. When you as a
manager engage in one function, you in effect also start
the process of another function.
 

2) Management is about it involving and

concentrating on organizational goals.
• Management is largely focused on achieving the key mission
of the organization, its vision. Whilst there are detailed
objectives it might focus on, management is mainly interested
in identifying the wider organizational goals and using the
different functions in order to achieve the objectives. Each
function takes the organization closer to achieving its vision.

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 Three Key Characteristics Define the
Process of Management:
3)Management achieves the organizational goals by working with people and
organization resources.
• You might use different financial resources or physical equipment as part of the process, while also directing and
guiding the staff towards the objectives. The manager is in charge of supporting the people and connecting the
right person with the right resources. In essence, management is about a dynamic process, with a number of
elements and activities as part of the process.

• The dynamic and social element of management means the functions of management are separate from
operational functions. Whilst operational functions refer to activities and processes such as marketing, finances
and purchases, the management functions differ depending on the organizational level at which they take place.

• The functions remain the same, yet are essentially different depending on the organizational hierarchy. A manager
at the senior level will be involved in different activities than the manager at the junior level. The core concepts
might be the same, but they are dynamic in manifestation.

• On the other hand, operational function of marketing wills change according to the organization, the person in
charge and the operational goals. For management functions, the objective of the specific activity remains largely
the same, even though the manifestation might be different depending on the specific situation. Management
functions are the same, but the management processes people use can differ. A management style or process can
depend on the organization, the manager in question, and even the objectives. You’re likely to change
management style if you are directing a single person or being in control of a team.

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 The Five Functions of Management

1)Planning
• It is the basic function of management. It deals with chalking out a future course of action & deciding in advance
the most appropriate course of actions for achievement of pre-determined goals.

• According to KOONTZ, “Planning is deciding in advance - what to do, when to do & how to do. It bridges the
gap from where we are & where we want to be”. A plan is a future course of actions. It is an exercise in problem
solving & decision making. Planning is determination of courses of action to achieve desired goals. Thus,
planning is a systematic thinking about ways & means for accomplishment of pre- determined goals. Planning is
necessary to ensure proper utilization of human & non-human resources. It is all pervasive, it is an intellectual
activity and it also helps in avoiding confusion, uncertainties, risks, wastages etc.

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 The Five Functions of Management

2)Organizing
• It is the process of bringing together physical, financial and human resources and developing productive
relationship amongst them for achievement of organizational goals. According to Henry Fayol, “To organize a
business is to provide it with everything useful or its functioning i.e. raw material, tools, capital and
personnel’s”. To organize a business involves determining & providing human and non-human resources to the
organizational structure. Organizing as a process involves:

• Identification of activities.
• Classification of grouping of activities.
• Assignment of duties.
• Delegation of authority and creation of responsibility.
• Coordinating authority and responsibility relationships.

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 The Five Functions of Management

3)Staffing

• It is the function of manning the organization structure and

keeping it manned. Staffing has assumed greater importance
in the recent years due to advancement of technology,
increase in size of business, complexity of human behavior
etc. The main purpose o staffing is to put right man on right
job i.e. square pegs in square holes and round pegs in round
holes. According to Kootz & O’Donell, “Managerial function
of staffing involves manning the organization structure
through proper and effective selection, appraisal &
development of personnel to fill the roles designed un the
structure”. Staffing involves:

• Manpower Planning (estimating man power in terms of

searching, choose the person and giving the right
place).
• Recruitment, Selection & Placement.
• Training & Development.
• Remuneration.
• Performance Appraisal.
• Promotions & Transfer.
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 The Five Functions of Management

4)Directing
• It is that part of managerial function which actuates the organizational methods to work efficiently for
achievement of organizational purposes. It is considered life-spark of the enterprise which sets it in motion the
action of people because planning, organizing and staffing are the mere preparations for doing the work. Direction
is that inert-personnel aspect of management which deals directly with influencing, guiding, supervising,
motivating sub- ordinate for the achievement of organizational goals. Direction has following elements:

• Supervision
• Motivation
• Leadership
• Communication
 Supervision - implies overseeing the work of subordinates by their superiors. It is the act of watching &
directing work & workers.
 Motivation - means inspiring, stimulating or encouraging the sub-ordinates with zeal to work. Positive,
negative, monetary, non-monetary incentives may be used for this purpose.
 Leadership - may be defined as a process by which manager guides and influences the work of
subordinates in desired direction.
 Communications- is the process of passing information, experience, opinion etc from one person to
another. It is a bridge of understanding.

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 The Five Functions of Management

5)Controlling
• It implies measurement of accomplishment against the standards and
correction of deviation if any to ensure achievement of
organizational goals. The purpose of controlling is to ensure that
everything occurs in conformity with the standards. An efficient
system of control helps to predict deviations before they actually
occur.
• According to Theo Haimann, “Controlling is the process of checking
whether or not proper progress is being made towards the objectives
and goals and acting if necessary, to correct any deviation”.
• According to Koontz & O’Donell “Controlling is the measurement
& correction of performance activities of subordinates in order to
make sure that the enterprise objectives and plans desired to obtain
them as being accomplished”. Therefore controlling has following
steps:

a) Establishment of standard performance.

b) Measurement of actual performance.
c) Comparison of actual performance with the standards and finding out deviation if any.
d) Corrective action

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 The three types of management styles:

It’s important to know what works or doesn’t work for

you and your team. This allows you to:

• communicate better with your team, leading

to better comprehension of your needs and
requirements;

• build on the strengths of your management

style, and learn to avoid the weaknesses;

• and be more confident in your decisions.

• There are various management styles, but

they all usually fit into three overarching
categories: autocratic, democratic, and
laissez-faire.

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 The three types of management styles:

1) Autocratic management style

As the name suggests, this management style is characterized by the leader’s control over all decisions. An autocratic
manager will rarely take input from team members or from a group consensus. And they often exert complete control over their
team.

Here are the pros and cons of using this management style:

Pros

• Quick decisions can be made in environments where a speedy turnaround is required.

• Processes are streamlined, as there’s no back and forth between team members. One person handles any and all sign-
offs.
• Poor performance can be quickly addressed and tackled. With other types of management styles, under-performance
can go unnoticed for longer.

Cons

• It discourages cooperation and taking initiative. Employees who are proactive and knowledgeable can find this style
difficult to work under. It can lead them to feeling deflated and unmotivated.
• Decisions stop when the manager is absent as team members don’t feel empowered or capable of making decisions.
• Turnover can increase if team members don’t feel respected. Employees don’t feel valued for their input if decisions
are always made above their heads.
• The performance of a team or company is solely dependent on one person. If the manager is fair and competent, then
this style of management can work. If not, everyone suffers no matter the quality of work they do.

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 The three types of management styles:

2) Democratic management style

This type of management style requires the managers and team to be collaborative. It distributes the power and encourages all team
members to take part in the decision-making process. Research by Amy Edmondson of Harvard shows that when leaders are
inclusive and encourage their staff to speak up, it leads to better learning and performance.

Pros
 
• It fosters strong working relationships between team members.
• It’s useful for problem-solving for complex issues. As it encourages collaborative work, team members are more willing
to put forward ideas and work together for a solution.
• The knowledge level of the entire team increases, as knowledge sharing is actively promoted.
• Since employees feel secure in their role and trusted to make decisions, it encourages innovative and creative thinking
that can improve the business as a whole.
 
Cons
 
• The decision-making process can be drawn-out as everyone’s input is needed to come to a consensus.
• It can cause disharmony amongst team members if used incorrectly. Especially if employees feel some opinions are
listened to more than others.
• It muddies the water when it comes to a clear manager or leader. So when decisions have to be made without a group
consensus, the lack of structure can cause issues.
• If team members disagree and consensus can be reached, decisions may not ultimately come to pass, leading to delays
and a lack of direction.

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 The three types of management styles:

3) Laissez-faire management style

This leadership style is also known as the delegate style of management. Any and all decision making is delegated to team members, and
managers are completely hands-off. There’s very little guidance from management, and teams have to problem solve on their own.

Pros

• When there is a level of skill and knowledge in the team, it can motivate as team members felt they are seen to be the experts.
• It can foster a creative environment, as team members are forced to innovate in order to problem solve.
• Employees feel trusted to get on with their own work and projects. This trust can really improve team staff morale, and lead
people to take greater ownership of their work.

Cons

• Management may appear lackadaisical and uninterested in the team, leading to demotivation. A survey of 1,000 working adults
showed that the top complaints about managers were about what they didn’t do.
• Confusion over processes can happen when there’s no clearly defined management structure.

• If there’s no oversight, poor performance may not be addressed in a quick or timely manner.
• Changes by management can become hard to implement after a team has a large amount of autonomy. Team members may resist
them, as they feel they can work without oversight.

At the end of the day, the type of management style you choose will undoubtedly have an impact on your team. Whether that impact is
positive or negative really depends on your employees and your organization. Make sure to speak with your team, consult them on their
preferred style, check in and see how you’re doing, and adjust as necessary.

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 NATURE & CONCEPT OF
MANAGEMENT

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 FORMATIVE ASSESSMENT

Let’s see what you have learned!

I. Directions:
1. This activity will require unity. Conduct an interview with your family members or circle of friends and identify the roles
and skills they portray in the family.
2. Choose 5 members and identify the roles each of them play and the skills they possess. Use the numbering according to the
weight of their responsibility at home.
3. This activity is worth 15 points.

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 FORMATIVE ASSESSMENT

II. Now let us see what type of management style you could use and the type of manager you could be. Copy the links provided below
and paste them in your browser then answer the following questions.

ANSWER THE 12 QUESTIONS PROVIDED THEN CLICK THE “CALCULATE MY TOTAL” TAKE A SCREENSHOT OF YOUR
RESULTS AND THE SCORE INTERPRETATION AND FORWARD THE SCREENSHOTS TO YOUR GOOGLE CLASSROOM AS
A CONFIRMATION THAT YOU'VE ACCOMPLISHED THE TASK.

https://www.mindtools.com/pages/article/leadership-style-quiz.htm

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