ORGANIZATION
&
MANAGEMENT
LENITA C. MARGATE
Teacher III
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LENITA C. MARGATE
Teacher III
After going through the module, you are
expected to:
1. discuss the meaning and functions of
management;
2. explain the various types of
management theories; and
3. explain the functions, roles, and skills
of a manager.
LENITA C. MARGATE
Teacher III
Lesson
Panuntunan 1
sa Pagkatutong Online
Nature and Concept
of Management
Lesson 2
Functions, Roles and
Skills of a Manager
LENITA C. MARGATE
Teacher III
Definition of Management
Refers to the act or bringing together the work
activities to achieve the organization’s goals and
objectives. Basically, it means teamwork.
It is essentials in any organization, leader-
manager must realize the important of people
working harmoniously with the aim of effectively
reaching the target goals of the company
LENITA C. MARGATE
Teacher III
Management defined by Management Guru’s:
"Management is a multi-purpose organ that
manages business and manages managers and
manages workers and work." Peter Drucker.
According to Mary Parker Follet, "Management
is the art of getting things done through people."
According to Harold Koontz, “Management is an
art of getting things done through and with the
people in formally organized groups.
LENITA C. MARGATE
Teacher III
Characteristics and Nature of
Management
[Link] is goal oriented:
Management is not an end in itself. It is a
means to achieve certain goals.
The basic goal of management is to ensure
efficiency and economy in the utilization of
human, physical and financial resources.
LENITA C. MARGATE
Teacher III
Characteristics and Nature of
Management
B. Management is universal:
Management is an essential element
of every organized activity irrespective
of the size or the type of the activity.
LENITA C. MARGATE
Teacher III
Characteristics and Nature of
Management
C. Management is continuous process:
The cycle of the management continues to
operate as long as there is organized action for
the achievement of group goals. Management
is dynamic and the cycle is continues.
LENITA C. MARGATE
Teacher III
Characteristics and Nature of
Management
D. Management is multi-disciplinary:
Management techniques, principles and
theories are drawn from other disciplines such
as engineering, anthropology, sociology and
psychology. It depends on wide knowledge and
practice derived from various discipline.
LENITA C. MARGATE
Teacher III
Characteristics and Nature of
Management
E. Management is intangible force:
Management is evidenced by the results of its
efforts through others. Management is unseen
and invisible force. It can not be seen, but its
presence can be felt in the form of results in
very type of organization.
LENITA C. MARGATE
Teacher III
Characteristics and Nature of
Management
F. Management is situational:
Management is a system of authority:
Management provides the direction of every activity
of an organization. Management forms system of
authority or a hierarchy of command to control the
activities and give smooth direction.
LENITA C. MARGATE
Teacher III
Characteristics and Nature of
Management
G. Management is both a science and an art:
Science is a systematized body
of knowledge based on certain principles that are
generally applied. Scientific
knowledge is observed through the process of
critical and continuous
observation and intelligent speculation.
LENITA C. MARGATE
Teacher III
Characteristics and Nature of
Management
G. Management is both a science and an art:
Science is a systematized body
of knowledge based on certain principles that are
generally applied. Scientific
knowledge is observed through the process of
critical and continuous
observation and intelligent speculation.
LENITA C. MARGATE
Teacher III
Characteristics and Nature of
Management
G. Management is both a science and an art:
Science is a systematized body
of knowledge based on certain principles that are
generally applied. Scientific
knowledge is observed through the process of
critical and continuous
observation and intelligent speculation.
LENITA C. MARGATE
Teacher III
Lesson 2: Functions, Roles and Skills
of a Manager
Management is a vital aspect of the economic life of man,
which is an organized group activity. A central directing
and controlling agency are indispensable for a business
concern. The productive resources – material, labor,
capital etc. are entrusted to the organizing skill,
administrative ability and enterprising initiative of the
management.
LENITA C. MARGATE
Teacher III
What is a Manager?
A manager achieves objectives through
efficient and effective use of resources.
• Efficient-doing things right
• Effective-doing the right thing
LENITA C. MARGATE
Teacher III
Figure 1.4 Four functions of management.
Management 9/e - Chapter 1 19
Study Question 4: What is the management process?
Functions of management …
Planning
The process of setting objectives and determining what
actions should be taken to accomplish them.
Organizing
The process of assigning tasks, allocating resources, and
arranging the coordinated activities of individuals and
groups to implement plans.
Management 9/e - Chapter 1 20
Study Question 4: What is the management process?
Functions of management …
Leading
The process of arousing people’s enthusiasm to work hard
and direct their efforts to fulfill plans and accomplish
objectives.
Controlling
The process of measuring work performance, comparing
results to objectives, and taking corrective action as
needed.
Management 9/e - Chapter 1 21
Study Question 4: What is the management process?
Managerial activities and roles …
Interpersonal roles
Involve interactions with persons inside and
outside the work unit.
Informational roles
Involve giving, receiving, and analyzing of
information.
Decisional roles
Involve using information to make decisions
in order to solve problems or address
opportunities.
Management 9/e - Chapter 1 22
Interpersonal Category The managerial roles in
this category involve providing information and
ideas.
1. Figurehead – As a manager, you have social,
ceremonial and legal responsibilities. You're
expected to be a source of inspiration. People
look up to you as a person with authority, and as
a figurehead.
Management 9/e - Chapter 1 23
2. Leader – This is where you provide
leadership for your team, your
department or perhaps your entire
organization; and it's where you manage
the performance and responsibilities of
everyone in the group.
Management 9/e - Chapter 1 24
3. Liaison – Managers must
communicate with internal and
external contacts. You need to be
able to network effectively on behalf
of your organization.
Management 9/e - Chapter 1 25
Informational Category The managerial roles in
this category involve processing information.
4. Monitor – In this role, you regularly seek out
information related to your organization and
industry, looking for relevant changes in the
environment. You also monitor your team, in
terms of both their productivity, and their well-
being.
26
5. Disseminator – This is where you
communicate potentially useful information
to your colleagues and your team.
6. Spokesperson – Managers represent and
speak for their organization. In this role,
you're responsible for transmitting
information about your organization and its
goals to the people outside it
27
Decisional Category The managerial roles
in this category involve using information.
7. Entrepreneur – As a manager, you create
and control change within the organization.
This means solving problems, generating
new ideas, and implementing them.
Management 9/e - Chapter 1 28
8. Disturbance Handler – When an organization
or team hits an unexpected roadblock, it's the
manager who must take charge. You also need to
help mediate disputes within it.
9. Resource Allocator – You'll also need to
determine where organizational resources are
best applied. This involves allocating funding, as
well as assigning staff and other organizational
resources. 1 29
[Link] – You may be needed
to take part in, and direct,
important negotiations within your
team, department, or organization.
Management 9/e - Chapter 1 30
Study Question 4: What is the management process?
Characteristics of managerial work
Managers work long hours.
Managers work at an intense pace.
Managers work at fragmented and
varied tasks.
Managers work with many
communication media.
Managers work largely through
interpersonal relationships.
Management 9/e - Chapter 1 31
Study Question 4: What is the management process?
Managerial agendas and networks
Agenda setting
Development of action priorities for one’s
job.
Include goals and plans that span long
and short time frames.
Networking
Process of building and maintaining
positive relationships with people whose
help may be needed to implement one’s
work agendas.
Management 9/e - Chapter 1 32
Study Question 5: How do you learn the essential managerial skills
and competencies?
Essential managerial skills
Skill — the ability to translate knowledge into action that results
in desired performance.
Technical skill — the ability to apply a special proficiency or
expertise to perform particular tasks.
Human skill — the ability to work well in cooperation with others.
Conceptual skill — the ability to think critically and analytically to
solve complex problems.
Management 9/e - Chapter 1 33
Figure 1.6 Katz’s Essential Managerial Skills.
Management 9/e - Chapter 1 34
managerial skills and determination, for which level
they are characterized
Technical skills - competencies important, particularly for
lower management. job-specific knowledge and
techniques needed to proficiently perform specific tasks.
Human skills - competencies needed for all levels of
management. the ability to work well with other people
individually and in a group
Conceptual skills - competencies with a substantial
importance, particularly for top management. the ability
to think and to conceptualize about abstract and complex
situation
35
Study Question 5: How do you learn the essential managerial skills
and competencies?
Managerial competency …
A skill-based capability that contributes to high
performance in a management job.
Managerial competencies are implicit in:
Planning, organizing, leading, and controlling.
Informational, interpersonal, and decisional roles.
Agenda setting and networking.
Management 9/e - Chapter 1 36
Study Question 5: How do you learn the essential managerial skills
and competencies?
Competencies for managerial success:
Communication
Teamwork
Self-management
Leadership
Critical thinking
Professionalism
Management 9/e - Chapter 1 37
