ORGANIZATION

AND
MANAGEMENT
11 ABM
Chapter 1:
Nature and Concept of
Management
WHAT IS
MANAGEMENT?
■ It is the process of planning,
organizing, leading, and
controlling resources to achieve
specific objectives.
Management…
■ Management - CO-ORDINATION OF
HUMAN EFFORT AND MATERIAL
RESOURCE toward the organization
to achieve its objectives.
■ Management is the BRAIN OF THE
ENTERPRISES/BUSINESS.
■ Management helps in PREDICTING
WHAT IS GOING TO HAPPEN IN
FUTURE that will influence the
working of an enterprise.
Management…
 MANAGEMENT IS A PROCESS
■ As a process, management involves four
functions - planning, organizing, leading,
and controlling - which are collectively
called POLC.
■ Performing the four management
functions is best viewed as completing a
cycle.
■ This cyclical and iterative approach to
management leads a manager to realize the
lessons learned during the time periods The
cycles also lead to new opportunities for
improving performance.
PLANNING
■ Is defined as the process of
identifying the objectives of
a task, assignment, or cause
and the corresponding
activities to achieve those
objectives.
■ Plans are formal and
documented.
 PLANNING
■ A work plan is a visual planning tool in a
form of a summary table which usually
contains the following information:
1. Objectives
2. Corresponding activities to accomplish the
given objectives
3. The persons responsible for doing the
identified activities
4. The time frame to accomplish each of the
activities
5. Resources needed
ORGANIZING
■ It is defined as gathering the resources
required to carry out the activities and
allocating the effective and efficient use of
those resources.
■ According to Peter F. Drucker, effectiveness
means doing the right A things, while
efficiency means doing things right.
1. Effective - when you have achieved your
goal and have produced the intended results.
2. Efficient - when you have accomplished
your goal and minimized the cost of waste
or used the least amount of resources.
ORGANIZING
■ It requires you to identify the what, why, how, and
when of acquiring these resources.
■ When organizing, you have to examine why you need
the particular resources and for what purposes.
■ It also involves the design and establishment of a
management structure that fits the business.
■ The management structure shows the hierarchy of
authority, which entails the tasks or accountabilities in
the organization.
LEADING
■ It is defined as a process which
encompasses the following:
1. Influencing other people to perform the
way you wish them to
2. Directing other people to achieve the
desired objectives
3. Coordinating the proper implementation
of activities
4. Communicating effectively across
various groups
5. Motivating individuals to perform their
best
LEADING
■ Leadership requires establishing and maintaining good working relationships
between the leader and his or her subordinates. CHARACTERISTICS OF A
GOOD LEADER
■ A leader must be able to relate well with the rest of the team to help them
realize their potentials and maximize them for the accomplishment of the
team's goal.
■ He/She inspires the team by being a role model of work excellence and
upright behavior.
■ He/She is looked upon by his followers as someone they could trust.
■ He/She invites respect and obedience from his or her followers because of his
or her capabilities, personality, and overall image.
■ He/She knows how to instruct the actions of individual members so that the
end result is a well-coordinated and effective performance.
CONTROLLING
■ It is defined as monitoring and evaluation of
activities undertaken in relation to the stated
objectives. It involves the following:
1. Identifying the gap/variance between what
was planned and what was accomplished in
terms of quantity and quality of work
2. Determining the main cause of problems
encountered during implementation
3. Finding ways to correct those problems
4. Preventing those problems from recurring
5. Seeking new ways to improve how things
will be done in the future.
CONTROLLING
■ It is a management function that helps in evaluating the impact
of alternative courses of action.
■ Quality Control is required in manufacturing and service
sectors. Responding to customer complaints and utilizing the
management information systems - MIS are part of quality
control.
■ MIS involves the proper use of systems and technology
infrastructure which allow timely and accurate collection,
retrieval, and dissemination of information across the
organization.
MANAGEMENT IS USING PROPER
RESOURCES
■ Resources - pertain to people, time,
money, materials, machines,
equipment, land, building, technology,
information A and communication
systems, and other forms of material
and nonmaterial things
■ Having the right quantity and quality
of resources at the right time is
fundamental in management.
■ Management gives priority to the
efficient use of resources.
Who are MANAGERS?
■ A manager is someone who COORDINATES AND
OVERSEES the work of other people so that
organizational goals can be accomplished. It is not about
personal achievement but helping others do their job.
Managers may also have additional work duties not
related to coordinating the work of others.
■ A MANAGER is the person responsible for planning and
directing the work of a group of individuals, monitoring
their work, and taking corrective action when necessary
Who are MANAGERS?
■ Managers may direct workers directly
or they may direct several supervisors
who direct the workers.
■ The manager must be familiar with
the work of all the groups he/she
supervises, but does not need to be the
best in any or all of the areas.
■ It is more important for the manager to
know how to manage the workers than
to know how to do their work well.
The Manager
Is responsible for the entire organization particularly
in realizing its goals and the attainment of its vision
and mission. According to Peter Drucker, the
manager creates a team out of his people, through
decisions on pay, placement, promotion, and
through his communications with the team.”
Drucker refer to this as “integrating” function of the
manager.
There are three main levels of managers:
1. Top Level Managers- perform
administrative functions.
They are the board of directors,
president, vice-president, and CEO are all
examples of top-level managers. These
managers are responsible for controlling
and overseeing the entire organization.
They develop goals, strategic plans,
company policies, and make decisions
on the direction of the business.
2. Middle level managers -perform executory
functions as dictated by top management.
They are the general managers, branch
managers, and department managers. They
facilitate the changes needed in the
organization or company on orders of top
management and creating an effective
working environment. They manage the day-
to-day activity of the business, monitors
performance and make sure everything is done
in compliance with organization's needs.
3. Lower level managers -
referred to as the supervisory
or the operative level of
managers. They are the line
managers as they oversee and
direct the employees.
Examples: head nurse,
superintendent, supervisor.
10 MANAGERIAL WORK: HENRY
MINTZBERG Henry Mintzberg OC OQ FRSC (born September 2,
1939) is a Canadian academic and author on business
and management. He is currently the Cleghorn
Professor of Management Studies at the Desautels
Faculty of Management of McGill University in
Montreal, Quebec, Canada, where he has been teaching
since 1968.

Henry Mintzberg recommends breaking down management roles

and responsibilities and organizing the workplace to simplify
complex concepts. Henry Mintzberg is a management expert, author
and academic. He's written various books on management and now
holds the Cleghorn Professorship of Management Studies
10 MANAGERIAL WORK: HENRY
MINTZBERG
INTERPERSONAL ROLE

1
FIGUREHEA
DThe manager
represents the
organization in all
matters of formality.
INTERPERSONAL ROLE

2
LEADER
Relationships
between the
manager and
employees.
INTERPERSONAL ROLE

3
LIAISON
The manager
interacts with
peers and people
outside the
organization.
INFORMATIONAL ROLE

4
MONITOR
The manager
Receives and
collects
information
INFORMATIONAL ROLE

5
DISSEMINAT
The manager
OR
transmits special
information into
the organization.
INFORMATIONAL ROLE

SPOKESPERSO
NThe manager
disseminates the
organization’s
information into
its environment.
6
DECISIONAL ROLE

ENTREPRENUER ROLE

7
The manager
initiates change.
DECISIONAL ROLE

DISTURBANC

8 E
The manager
HANDLER deals
with threats to the
ROLE
organization.
DECISIONAL ROLE

RESOURCE

9 ALLOCATOR ROLE
The manager chooses
where the organization
will extend its effort.
DECISIONAL ROLE

NEGOTIATOR ROLE
The manager

10 negotiates on
behalf on the
organization
Managerial skills may be classified as

CONCEPTUA HUMAN TECHNICA

L SKILLS SKILLS L SKILLS
 MANAGERIAL SKILLS
CONCEPTUAL SKILLS enable
managers to think of possible solutions
to complex problems. Through their
ability to visualize abstract situations,
they develop a holistic view of their
organization and its relation to the wider
external environment surrounding it.
Top-level managers must have these
conceptual skills in order to be
successful in their work.
 MANAGERIAL SKILLS
HUMAN SKILLS enable managers
in all levels to relate well with people.
Communicating, leading, inspiring,
and motivating them become easy
with the help of human skills. Dealing
with people, both in the organization's
internal and external environment, is
inevitable, so it is necessary for
managers to develop these human
skills.
 MANAGERIAL SKILLS
TECHNICAL SKILLS are also
important for managers for them to
perform their tasks with proficiency
with the use of their expertise. Lower-
level managers find these skills very
important because they are the ones
who manage the non-management
workers who employ varied
techniques and tools to be able to
yield good quality products and
services for their company.
Activity 1: Work Plan
Direction: Create your own work plan
OBJECTIVE ACTIVITIES PERSONS TIME RESOURCE
S RESPONSIB FRAME REQUIRED
LE