Organization&mgt intro

Organization

and

Management(BM101)

Prepared by:

Jona B. Villalas, LPT

NGIS-Annex

motivator1

1.1 Evolution of Management Theories

Management

A function that directs and coordinates the

efforts of the people to accomplish goals

and objectives by using available resources

efficiently and effectively.

Management

Includes planning, organizing, staffing,

leading or directing and controlling.

A process of accomplishing the

organization’s goals by working with and

through people.

Management according to Harold Koontz

Management is the art of

getting things done through &

with a formally organized

group

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1–5What Is Management?

Managerial Concerns

Efficiency

“Doing things right”

Getting the most output for

the least inputs

Effectiveness

“Doing the right things”

Attaining organizational

goals

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Pearson

Education, Inc.

Publishing as

Prentice Hall

1–6

Effectiveness and Efficiency in Management

Industrial Revolution

The transition from hand production to

methods to the use of different machines.

New chemical manufacturing processes,

iron production processes, increasing use

of steam power and development of

machine tools.

Industrial Revolution

1910s-1940s: Management as Science

1950s-1960s: Functional Organization

1970s: Strategic Planning

1980s: Competitive advantage

1990s: Process Optimization

2000s: Big Data

Henry Fayol (1841-1925)

Was a French industrialist

proposed that there were

five (5) primary functions of

management and

fourteen(14) Principles of

Management

Functions of Management:

To organize

To Plan and

forecast(Prevoyance)

To command

To control

To coordinate

1.2 Principles of Management

Division of work

Authority & responsibility

Discipline

Unity of command

Unity of direction

Subordination of individual

interest

Principles of Management

Remuneration of personnel

The Degree of Centralization

Scalar Chain

Order

Equity

Stability of Tenure of Personnel

Initiative

Esprit De Corps

The 4 GEMS of Management

The 4 GEMS OF Management

(Management cycles)

Goal

Execution

Measurement

Sustenance

The GEMS Management Wheel

Stage 1: Goal Setting

1. Synthesizing Information

2. Formulating Alternative

3. Deciding on Courses of Action

4. Establishing Goals

Stage 2: Executing the Plan

5. Organizing

The GEMS Management Wheel

Stage 2: Executing the Plan

6. Communicating

7. Guiding

Stage 3: Measuring Results

Stage 4: Sustaining Growth

8. Promoting Change

9. Developing People

An individual who is in charge of a

certain group of tasks, or a certain

subset of a company.

What is a Manager?

Someone who coordinates and

oversees the work of other

people so that organizational

goals can be accomplished.

Copyright © 2010

Pearson

Education, Inc.

Publishing as

Prentice Hall

1–19

Classifying Managers

First-line Managers

manage the work of non-managerial

employees.

Middle Managers

manage the work of first-line managers.

Top Managers

responsible for making organization-wide

decisions and establishing plans and goals

that affect the entire organization.

Copyright © 2010

Pearson

Education, Inc.

Publishing as

Prentice Hall

1–20

Exhibit: Managerial Levels

Ability to understand

and use techniques,

knowledge and tools

and equipment of a

specific discipline or

department.

ability of someone to work

well with others and able to

provide a good customer

relation attitude. This is

usually referred to as

"people skills".

Human Skills

Responsibilities of a Manager

A. Staffing

B. Communication

C. Training

D. Administrative Investigation and Discipline

E. Employee Relations

F. Business Growth Sustainability

Case #1

Requirements of the Job

The Right Person for the Right

Job

Difference between Hard

Skills and Soft Skills

Job Competency

- the ability of an individual to

do a job properly.

- measurable or observable

knowledge, skills, abilities,

and behaviors (KSABs)

critical to successful job

performance

Some common core competencies:

- adaptability commitment

- creativity motivation

- foresight leadership

- independence

- emotional stability

- analytical reasoning

- communication skills

- customer focus

- teamwork and cooperation

- results orientation

The Iceberg Theory or “Theory of Omission”

skills

knowledge

values

Self-image

traits

motives

Samples of Levels of Proficiency in Job Competency

Minimal – minimal knowledge/no opportunity to

demonstrate

Basic – limited knowledge overview

Working – can do/has working knowledge

Proficient – can do very well, can guide others, very proficient

Expert – acknowledged expert, extensive and in depth experience

Mastery of competency

Excellence in competency, can be a mentor or coach

*PERSONAL VALUES

“VALOR” - STRENGTH

COMPANY’S CORE VALUES:

1.EXCELLENCE

2.CUSTOMER FOCUS

3.INTEGRITY

4.TEAMWORK

5.CREATIVITY AND INNOVATION

FILIPINO VALUES

“HIYA” –SENSE OF SHAME

“AMOR PROPIO” – SELF-ESTEEM

“BAHALA NA” – LEAVE IT TO

BATHALA – GOD

“PAKIKIRAMDAM” – SENSITIVE TO

NEEDS AND FEELINGS OF OTHERS

LANDA JOCANO(ANTHROPOLOGIST):

1.EXOGENOUS MODEL- FOREIGN

MODEL(FORMAL & LEGAL Ex. Bribery)

2. INDIGENOUS MODEL- TRADITIONAL

MODEL

(NON-FORMAL Ex., “UTANG NA LOOB”)

References:

Organization and Management by Ranulfo Payos

Wikipedia