Introduction to management

Miss EMJAYCE PEARL S. ENDOZO

Management is what a manager

does.

Is the art of getting things done through the efforts of other people

– Mary Parker Follett

A process or form of work that involves the guidance and direction of a group of people toward organizational goals or objectives

– Terry and Rue

Process of working with and through other people to accomplish organizational goals

- Johnson and Stinson

The establishment of an environment for group effort in such a way that individuals will contribute to group objectives with the least amount of such inputs as money, time, effort, discomfort, and materials

-Koontz, O’Donnell, and Weihrich

The process of planning, organizing, staffing, motivating, and controlling the work of organization members and of using all available resources to reach stated organizational goals.

Is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading and controlling organizational resources.

It is a group effort.

It is not a single person who consummates the whole process of management. A task can be successfully accomplished only with the collective effort.

It utilizes resources efficiently.

– “doing things right”, not wasting resources, or making use of resources in a cost-effective manner

It is a goal-oriented process.

Every organization is established for the fulfillment of a goal or objective. Management acts as a medium which facilitates in achieving these objectives.

Is a process

- systematic way of doing things

- It has a definite system of functioning

MANAGERIAL

NON -MANAGERI

ALTop Level ManagersMiddle Level ManagersLower Level Managers

People responsible for directing the effort aimed at helping organizations achieve their goals

The organizational members who worked directly on a job and have no subordinates.

The employees of this category are known as workers, operators, staff

Top Managers

Middle Managers

First-line Managers

As to Management Level

Three Levels of Three Levels of ManagementManagement

Three Levels of Three Levels of ManagementManagement

1. FIRST-LINE (FIRST-LEVEL) MANAGERS – are responsible for the work of operating employees only and do not supervise other managers, they are the “first” or lowest level of managers in the organizational hierarchy

Examples: foreman, supervisor

2. MIDDLE MANAGERS – are managers in the midrange of the organizational hierarchy; they are responsible for other managers and sometimes for some operating employees; they also report to more senior managers

3. TOP MANAGERS – at the top of the organizational hierarchy and is responsible for the overall management of the organization; they establish operating policies; ex: President, Vice President, CEO

As to Function

1. FUNCTIONAL MANAGER – a manager responsible for just one organizational activity, such as finance, human resource, marketing, production

2. GENERAL MANAGER – oversees a complex unit, such as a company or a subsidiary. He/she is responsible for all the activities of the company.

1. PLANNING – the process of setting the objectives to be accomplished by an organization during a future time period and deciding on the methods of reaching them.

Planning refers to thinking before hand.

2. ORGANIZING – the process of engaging two or more people in working together in a structured way to achieve a specific goal or set of goals

Organizing refers to the harmonious adjustment of various elements to achieve common objectives.

3. STAFFING – the process of filling positions in the organizational structure with the most qualified people available

Staffing refers to filling and keeping filled the posts with people.

4. MOTIVATING – the process of getting people to contribute their maximum effort toward the attainment of organizational objectives

Directing refers to instructing, guiding, communicating, and inspiring people in the organization.

5. CONTROLLING – the process of ensuring the achievement of an organization’s objectives

Controlling refers to bringing the actual results closer to the desired results.

1. INTERPERSONAL – primarily concerned with interpersonal relationship

• FIGUREHEAD – the manager represents the organization in all matters of formality. He/she perform duties of a ceremonial nature.

• LIAISON – the manager interacts with peers and people outside the organization. Every manager must cultivate contacts to collect information useful for his organization.

• LEADER – It defines the relationship between the manager and the employees. Every manager must motivate and encourage his/her employees.

2. INFORMATIONAL – primarily concerned with the information aspects of a managerial work.

• MONITOR – the manager receives and collects information

• DISSEMINATOR – the manager transmits special information into the organization who would otherwise have no access to it.

• SPOKESPERSON – the manager disseminates the organization’s information into its environment.

3. DECISIONAL – the roles makes significant use of the information.

• ENTREPRENEUR – the manager proactively looks out for innovation to improve his organization. He / she initiates change

Innovation – creating new ideas

• DISTURBANCE HANDLER – the manager deals with threats to the organization. He / she has to work reactively like a fire fighter

• RESOURCE ALLOCATOR – the manager chooses where the organization will expend its efforts.

• NEGOTIATOR – the manager negotiates on behalf of the organization. He / she has to spend considerable time in negotiations.

SKILL – an individual’s ability to translate knowledge into action.

1.TECHNICAL SKILL – is the manager’s understanding of the nature of job that people under him have to perform; job-specific knowledge and techniques needed to proficiently perform specific tasks

2. CONCEPTUAL SKILL – refers to the ability of a manager to take a broad and farsighted view of the organization and its future, his ability to analyze the forces working in a situation, his creative and innovative ability, and his ability to assess the environment and the changes taking place in it.

3. HUMAN RELATIONS SKILL – is the ability to interact with people at all levels; the ability to work well with other people both individually and in a group