ORGANIZATION AND

MANAGEMENT
Quarter 3 – Module 2
 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.
 THE 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.
- 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.
3. LOWER LEVEL MANAGERS
- Referredto as the supervisory or the operative level of
managers.
- They are the line managers as they oversee and direct
the employees.

Examples are: head nurse, superintendent, supervisor

 THE FIVE FUNCTIONS OF A MANAGER
1. PLANNING
- As a managerial function this involves identifying the goals of the
organization, and the best way to accomplish these goals.
- Planning is determination of courses of action to achieve desired
goals.
- It is the systematic thinking about ways and means for
accomplishment of goals.
- It is all pervasive, it is an intellectual activity, and it also helps in
avoiding confusion, uncertainties and risks.
THE FIVE FUNCTIONS OF A MANAGER
2. ORGANIZING
- This involves assigning responsibilities to
employees who have the competence and ability
to complete the task.
- According to Henry Fayol, “To organize a business
is to provide it with everything useful.
 ORGANIZING INVOLVES:
1. Identification of activities.
2. Classification of grouping of activities.
3. Assignment of duties.
4. Delegation of authority and creation of responsibility.
5. Coordinating authority and responsibility relationships.
THE FIVE FUNCTIONS OF A MANAGER
3. STAFFING
- It involves hiring the right employees for the job.
- it is the function of manning then organization
structure and keeping it manned.
THE MAIN PURPOSE OF STAFFING
INVOLVES:
1. Manpower Planning (estimating man power in terms of
searching, choose the person and giving the right place.)
2. Recruitment, Selection and Placement
3. Training and Development
4. Renumeration
5. Performance Appraisal
6. Promotions and Transfer
THE FIVE FUNCTIONS OF A MANAGER
4. DIRECTING
- It involves coordinating the entire organization so it
performs efficiently to achieve its goals.
- Deals with influencing, guiding, supervising and motivating
the entire organization in order that it performs and
achieves according to its goals.
- Planning, Organizing and Staffing are only preparations for
doing the work of the organization which need to be directed.
DIRECTION HAS THE FOLLOWING
ELEMENTS:
•Supervision
• Motivation
• Leadership
• Communication
SUPERVISION
• Implies overseeing the work of subordinates
by their superiors.
• It is the act of watching and directing work
and workers.
MOTIVATION
• Means inspiring, stimulating or encouraging
the subordinates 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.
COMMUNICATION
• Is the process of passing information,
experience, opinion from one person to
another.
• It is a bridge of understanding.
THE FIVE FUNCTIONS OF A MANAGER
5. CONTROLLING
- Involves with monitoring or checking the performance of
employees, comparing it with organizational goals, and
taking corrective actions when necessary.
- 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”.
Controlling has the following steps:
1. Establishment of standard performance.
2. Measurement of actual performance.
3. Comparison of actual performance with the
standards and finding out deviation if any.
4. Corrective action.