Management Process

• 1. MANAGEMENT PROCESS Rodalyn G. Salvaleon Tusoy Master in Public Administration Student

2. STAFFING Gif icons courtesy from Google images 3. The use of a rationaldesign or pattern for allorganizationalundertaking. Deciding in advancewhat is to be done andhow.Gif icons courtesy from Google images 4. Formulating objectivesTaking actionAppraising results pictures courtesy from Google images 5. Analysis of demandAnalysis of capacity to performCommitment of resources 6. Since a plan necessitates futurity and action, it shouldinclude a schedule of implementation.Since a plan should specify the people responsible in physicaland concrete terms, it should include a specification ofpeople who are to implement the plan and what entities willbe involved in plan implementation.Since a plan depends primarily on the capability of peoplewho will carry them out, then an assessment of manpowercapability should also be made a part of that plan. 7. Strategic planningOperational planning pictures courtesy from Google images 8. PolicyOrganizationplan planOperational Program plan planicons courtesy from Google images 9. Formulating accurate forecasting Effects on human psychologyChanges in the socio-politicalclimate Availability of time 10. Principle of contribution to objectivesPrinciple of efficiency of plansPrinciple of primacy of planningPrinciple of planning premisesPrinciple of strategy and policy frameworkPrinciple of timingPrinciple of the limiting factorThe commitment principlePrinciple of flexibilityPrinciple of navigational change icons courtesy from Google images 11. A process by which themanager brings order outof chaos, eliminatesconflicts between peopleover work or responsibility,and establishes anenvironment of teamwork. icons courtesy from Google images 12. Identification of objectivesIdentification and classification of the activitiesto accomplish organizational objectives Grouping ActivitiesDelegation of Authority Integration of the grouping of activitiesthrough authority and functional relationship 13. Formal organization planned structure. It is a deliberateattempts to establish patternedrelationship among the componentparts of organizationInformal organization arise spontaneously out of theactivities of the participants within aformal organization. 14. is a distinctarea, division, or branch ofan organization over whicha manager has authorityfor a performance ofspecified functions andactivities icons courtesy from Google images 15. LINE FUNCTION directly responsible for carrying out the objectives of the organization.STAFF FUNCTION thoseelements which help the line to work effectively. Pictures and icons courtesy from Google images 16. Failure to plan properlyFailure to clarify relationshipsFailure to delegate authorityFailure to balance delegationConfusion of lines authority and informationAuthority without responsibilityResponsibility without authorityCareless application of the staff deviceMisuse of functional authorityMultiple subordinationMisuse of service departmentsOverorganizationGif icons courtesy from Google images 17. 1Principle of unity of objective2Principle of efficiency3 Span of management principle4The scalar principle5 Principle of delegation6 Principle of absoluteness of responsibility7Principle of parity of authority and responsibility8 Principle of unity of command9The authority-level principle 10Principle of division of work 11Principle of functional definition 12 Principle of separation 13 Principle of balance 14Principle of flexibility15Principle of leadership facilitationGif icons courtesy from Google images 18. Provision of the differentpositions of theorganization structure withcompetent and qualifiedpersonnel.picture courtesy from Google images 19. Auxiliary services provide aid and assistance in organization lineoperationsAdministrative services provide aidand assistance in the managementof general operationsTechnical services provide aid in specialized fieldspictures courtesy from Google images 20. 1.) They provide technical orspecialized knowledge and support intheir various fields to aid the managerin carrying out his responsibilities2.) They could relieve him of thedetails which could otherwise rob himof efficiency Gif icons courtesy from Google images 21. Principle of staffing objective Principle of staffing Principle of job definitionPrinciple of managerial appraisalPrinciple of open competitionPrinciple of management developmentPrinciple of continuing development icons courtesy from Google images 22. YouTube(April 22, 2010). Kronos WorkforceManagement and Staff Scheduling forRetailers. Retrieved fromwww.youtube.com/watch?v=JeMD71MtNXQ 23. Guiding and motivatingother people to workfor a common cause. icons courtesy from Google images 24. Planning sets the organizationalgoals; directing tells the personnelhow they are going to attain thegoals; and controlling remindsthem of their goals and authorizedmeans of attaining them. 25. High morale complex combination of manyfactors that make people do what theorganization expects them to doLow morale combination of factors thatprevents or deters people from doing what theorganization expects them to do.Leadership the art of imposing ones will uponothers in such a manner as to command theirobedience, confidence, respect and loyalty.Gif icons courtesy from Google images 26. Principle of directing objectivePrinciple of harmony of objectivesPrinciple of unity of commandPrinciple of direct supervisionPrinciple of leadership Principle of direction technique icons courtesy from Google images 27. Managementaction to adjustoperations of theorganization to itspredeterminedstandards.Gif icons courtesy from Google images 28. (1) MANAGEMENT CONTROL largely concerned withexecuting broad plans and objectives, delineatingfunctions and responsibilities, and the acquisition andefficient use of resources to effectively accomplish theorganizations goals.(2) OPERATIONAL CONTROL relies heavily on specificprocedures, departmental budgets, and productionschedules. 29. COORDINATION (Koontz and ODonnell) the essence of being a manager for theachievement of harmony of individual effortin the accomplishment of organizational objectives. REPORTS - The principle device of the manager for retaining control of delegated responsibility and authority to subordinateexecutives is the systematized reporting and internal checking.BUDGET - for the government, budgeting is acritical process of allocating resources: revenues and borrowed funds.icons courtesy from Google images 30. Principle of assurance of objective Principle of efficiency of controls Principle of control responsibility Principle of direct control Principle of reflection of plansPrinciple of organizational suitabilityPrinciple of individuality of controls Principle of standards Principle of critical-point controlThe exception principle Principle of flexibility of controls Principle of action Gif icons courtesy from Google images 31. YouTube(September 10, 2012). Management:A multi-dimentional activity. Retrieved fromhttps://www.youtube.com/watch?v=WUUFyUcGTSA 32. Jose P. Leveriza. Chapter 9: The Management Process.Public Administration: The Business of Government. SecondEdition Google images for the pictures and icons YouTube(April 22, 2010). Kronos Workforce Managementand Staff Scheduling for Retailers. Retrieved fromwww.youtube.com/watch?v=JeMD71MtNXQ YouTube(September 10, 2012). Management: A multi-dimentional activity. Retrieved fromhttps://www.youtube.com/watch?v=WUUFyUcGTSA 33. Gif icons courtesy from Google images