PROJECT IN

MANAGEMENT
100

Submitted by: Labitag, Marigay B.

Rm: b2-38 Time: 8:00 - 9:00 PM Sec: A89
Submitted to: Mr. John Julius Luna
A. Learning Exercises:

1. From the various definitions of management given by some of the authorities in

the field, what four managerial features emerge?

According to some authorities in the field, certain features emerge:

• Management is a process (a systematic way of doing things).

• It utilized resources efficiency.

• It gets things done through and with others.

• It achieves a stated goal.

2. Define the term management.

We can therefore define management as the process by which a manager of an

organization efficiently utilizes resources to achieve its overall goals at minimum cost and
maximum profit.

3. Discuss briefly the five functions of management.

Management can perform the following. (5 Essential functions)

• Planning – This is 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.

• Organizing – It is the process of identifying, subdividing, grouping, assigning and

coordinating activities and providing the necessary authority to carry out the activities.

• Staffing – It is the process of recruitment, selection, assignment and development

of the various kinds of human resources required by the organization.

• Directing – The process of communicating with and influencing subordinate

towards the achievement of organizational goals.

• Controlling – The function of monitoring performance and undertaking corrective

actions to ensure the attainment of predetermined goals and objectives of the
organization.
4. Is management a science or an art? Justify your answer.

For me, Management is a science and also as an art. Why? Because, management involves
the “proficiency in the practical application of knowledge acquired through study,
experience and observation.” It also involves the application of skills and techniques to
achieve desirable results.

And also management is a body of knowledge dealing with a body of facts or truths
systematically arranged and showing the operation of acceptable standards and laws.

5. What are the different skills that a future manager should have? Discuss each skill.

Since managers have varied nature of activities to perform, it is to be expected that they
would need equally varied capabilities and skills. It is however, possible to classify the
range of capabilities and skills required of managers into four types. These are:

• Technical Skills – This is the knowledge and proficiency in activities involving

methods, know-how, procedures, and processes. It involves working with tools and
specific techniques to achieve the desired results.

• Human or Interpersonal Skills – This is the ability to work with people. It Is

cooperative effort. The need to be skilled in human relations and the creation of work
environment in which people feel secure and free to express their opinions.

• Conceptual Skills – This is the ability to see the overall picture, to identify important
elements in a situation and to understand the relationships among the elements.

• Design Skills – This is the ability to solve the problems in different ways that will
benefit the organization. Managers must have the skill of being able to design a workable
solution to the problem in the light of the existing realities they face.
B. Questions to Answer

1. The president of a medium sized manufacturing company is due for retirement in 3

months. The Board of Directors of the company is considering the next highest ranking
manager, the Senior Vice President, as possible replacement for the President. The Senior
Vice President is a corporate lawyer who joined the company 10 years previously and
assisted the President in the external affairs area, e.g. dealings with the government tariff
and regulatory bodies, suppliers, and some government accounts. What are the pros and
cons of appointing this person as president?

 Yes, because if that person starts at the lowest position in an organization and
moves upward and became an effective chief executive, we can say that he/she did
a great job knowing that he/she learned so many thing from every part of the
rankings that he/she took from. After all, it’s better to move step by step because in
every step that you take, there’s a lesson that you will learn.

2. Is it necessary for a person to start at the lowest of an organization and gradually

move upwards to become an effective chief executive in that organization?

 For me it a yes, Why because I believe that if you are a person start at the lowest of
an organization and you move upward and become an effective chief executive in
that organization, you can say that you did your job well and you know that you
learn from every part of the rankings that you take. And it is better to move step by
step because in every step that you take, there’s a lesson that you will learn.

3. Is the President of a country a manager? Choose a particular president and discuss

how such a person is or is not a manager.

 Yes. And just like a company CEO, they all have different management styles. Some
are very hands-on and others prefer to delegate.
A. Learning Exercises:

1. What is scientific management according to Frederick W. Taylor?

 According to Frederick W. Taylor, Scientific Management was a philosophy that

deals with the relationship of people and work.

2. What was the Hawthorne studies about? What is its relation to Human Behavior?
School of thought in management?

 Elton Mayo’s Hawthorne studies which began in 1927 to determine the

relationship between physical working conditions and productivity emphasized
the potential impact of the behavioral sciences on management. Mayo and his
team confirmed that management should regard work as a social as well as
mechanical experience. This school analyzed management from the standpoint of
interpersonal relations of men in the organizations as they interact with one
another and uses the fields of psychology and sociology for its technique.

3. Discuss briefly Fayol’s fourteen principles of management.

• DIVISION OF WORK – This is the specialization that economists consider necessary

for efficiency in the use of labor. Fayol applies the principles of all kinds of work,
managerial and technical.

• AUTHORITY AND RESPONSIBILITY – Fayol finds authority and responsibility to be

related, the latter, arising from the former. He sees authority as a combination of official
factor deriving from the manager’s position and personal factors composed of
intelligence, moral worth and experience.

• DISCIPLINE – He sees disciplines “respect for agreements which are directed at

achieving obedience, application and energy.”

• UNITY OF COMMAND - This means that subordinates should receive orders from
one superior only.

• UNITY OF DIRECTION – In this principle in each group of activities, the same

objective must have one head and one plan. As distinguished from unity of command,
this relates to the organization of the “body corporate” rather than to personnel. He did
not mean that all decisions should be made at the top.

• SUBORDINATION OF INDIVIDUAL TO GENERAL INTEREST – When the interest of

management and the workers differ, management must reconcile them.
• REMUNERATION – The remuneration and methods of payment should be fair. It
should afford the maximum satisfaction to employees and employer. “Equal work and
pay.”

• CENTRALIZATION – Fayol refers to the extent to which authority is concentrated.

Individual circumstances will determine the degree that will “produce the best overall
yield.”

• SCALAR CHAIN – This is the “chain of superiors” from the highest to the lowest
ranks.

• ORDER – Breaking this info “material” and “social” order, Fayol believes that there
be an arrangement of things and people in an organization.

• EQUITY – Loyalty and commitment should be elicited from personnel by a

combination of kindness and justice on the part of managers when dealing with
subordinates

• STABILITY OF TENURE – Fayol pointed out the unnecessary turnover to be both

the cause and effect of poor management ad stressed its dangers and costs.

• INITIATIVE – Initiative is conceived to be the thinking out and execution of a plan

and one of the satisfactions for an intelligent individual to experience. Fayol exhorts
managers to “sacrifice personal vanity” in order to permit subordinates to exercise it.

• ESPIRIT DE CORPS – This is the principle that “in unity, theres strength.” This, in
effect is the extension of the principle of unity of command which emphasizes the need
for teamwork and the importance of communication in obtaining it.

4. What is Ghantt chart?

Ghantt chart recognized that the total program goals should be regarded as a series of
interrelated supporting plans and events that people can comprehend and follow.

5. Why were the early applications of the quantitative sciences in management called
“Operations Research”?

 Some school views management as a system of mathematical models and

processes which expresses management problems into goals and objectives and
derives factor relationships and combinations that may likely optimize the stated
goals and objectives of the organizations.
B. Questions to Answer

1. The division of work is one of the principles of management, as enunciated by

Henry Fayol. Discuss its importance.

 This is the specialization that economists consider necessary for efficiency in the
use of labor. Fayol applies the principles of all kinds of work, managerial and
technical.

2. What was the major contribution of Chester I. Barnard in the field of

management?

 He was one of the earliest writers that conceived of an organization as a system

which embraced the activities of two or more persons, coordinating their activities
to attain a common goal.

3. Why does management resort to the system approach? Do managers operate in

an open or closed system? Explain your answer.

 Manager resort to the system approach because it is the practice of considering the
environmental, psychological, physical, and informational facets of a manager’s job
as a whole system rather than as a collection of unrelated parts. Closed systems
with outputs are knowable only thorough their outputs which are not dependent
on the system being a closed or open system.
Learning Exercises:

1. Define Case Method.

 To resolve a case, a systematic, logical, and formal process is involved. This is the
case method. The case method consists of various cognitive activities like
interpretation, analysis and synthesis of facts and situations.

2. Discuss briefly the content of a Case Analysis.

• Title of the Case – The title of your Case.

• Time Context – In the case method refers to the duration of the case.

• Perspective/Viewpoint – In analyzing and solving the case, the individual states

specifically from whose point of view he/she is looking at the case.

• Central Issue/Statement of the Problem – Every case involves a problem or a

situation that requires a corresponding solution or a course of action.

• Statement of Objectives – The statement of objectives enumerates the specific

goals to be achieved.

• Internal Environment (Strength/Weaknesses) – Both strengths and Weaknesses

are internal analysis.

• External Environment (Opportunities/Threats) ¬- Both Opportunities and Threats

are external analysis.

• Alternative Courses of Action – the areas of consideration are the facts of the case.
They are dominant variables in the organizational, local and even global environments
that may have contributed to the problem; or may have been the root cause of the central
issue itself.

• Conclusions – The one that yields the highest accumulated pint score is the
recommended conclusion. Take note that one can choose not to agree with it.

• Recommendations – Once the evaluation has been completed and the conclusion
has been arrived at, the corresponding recommendations can be given, clearly stated
your recommendations.

• Action Plan – And action plan should accompany your recommendations.

3. What is Ghantt Chart? Explain.

 Ghatt Chart is an operational calendar of activities that shows the specific periods
of each activity.
 These activies are expressed in terms of number of days, weeks, moths, and years.
Gantt chart allow for concrete evaluation and time bound monitoring of progress
and/or completion of stated activities. It specifically pinpoints the bottlenecks and
on the other hand, it shows the successful advancement and conclusion of jobs
well done.

4. Discuss Decision Matrix. What is a decision?

 Having enumerated the alternative courses of action, the individual comes up with
a decision matrix. A decision is a judgment, a resolution, or a conclusion to make.
In competently arriving at a decision, a standardized point of reference can be
applied to justify the conclusion to be made. A good criterion is a combination of
important measures like: the risk involved if one were to choose a particular course
of action, the costs entailed to implement the decision, the benefits derived, and
the ease of implementation.

In assessing each alternative course of action, a rating scales from 1-5 is used with
5 being the highest and 1, the lowest.

• For risks, 5 is the least risky and 1 is the most risky;

• For costs, 5 is the least costly and 1 is the most costly;

• For benefits derived, 5 is the most beneficial and 1 is the least beneficial; and

• For ease of implementation, 5 is the easiest to implement and 1 is the most difficult
to implement.
Review Questions:

1. Managers must have the flexibility to change plans since the future is so uncertain. If
this statement is correct, what is the point of preparing plans that will be revised after all?

 Well for me, it’s because planning is a never- ending activity. The manager must
examine plans regularly and if necessary modify them in view of new situations
and variables. Planning is just as important when things are going well as when
current difficulties and problems around.

2. Why do firms have formal planning systems?

 Well in my humble opinion, some top managers of organizations that use formal
corporate strategic planning seem to believe that it helps improve the long term
performance of their organizations.

3. Differentiate Strategic Planning, Tactical and Operational Planning?

Strategic Planning – A long-range planning which focused on the entire business

operations. It involves the three level of management. Top management which
formulates the corporate objectives while middle level implements the general goals of
the top level management and the lower levels develop relevant objectives and plans on
how to attain them. It also predicts the external business environment such as
government policies, business cycles, competitors, and also implements the corporate
mission.

Tactical – A short- range planning that emphasizes the current operations of various parts
of the organization. Tactical Planning are used to outline what the various parts of the
organization must do for the organization to be successful at some point one year or less
into the future. A series of tactical plans constitutes a strategic plan. Division managers
are involved here. The plan what to do, how to do it, and who will do it. It is usually
developed for organization in the areas of production, marketing, personnel, and finance
and plant facilities.

Operational Planning – It provides the specifics as to how the strategic plan will be
attained. Managers used to operational plans to accomplish job responsibilities.
4. Differentiate single use plans, ongoing plans and standing plans.

Single-use Plan – Developed to carry out a course of action that is not to be repeated in
the future. They are also designed to accomplish specific objectives.

Standing Plan – established set of decisions used by managers with recurring

organizational activities.

On-going Plan – Used for continuing situations problem and activities which are similar
and consistent.

5. Distinguish Programming from Budgeting as to:

a) The nature of activity

 The Planning, Programming, and Budgeting System (PPBS) are the process used to
determine allocation and resource requirements in one company. The system was
designed to support a multiyear force and financial plan and reconcile the
differences between requirements and funds, while providing "due process" for all
the services to allocate resources in support of the objectives most critical for
carrying out the company strategy. The principal objectives of Zero-Based
Budgeting (ZBB) are to involve managers at all levels in the budget process; to
justify tie resource requirements for existing activities as well as for new initiatives;
and to focus the process on decision packages with alternative funding levels--
minimum levels, current levels and enhanced levels.

b) The timing of activity – which should be performed first?

 Time is considered as the most precious resource of an organization, particularly in

planning. So I think that Programming should performed first because it is easy to
budget and to make strategy if you are able to inputs all the items that you need to
produce.
c) The importance of the task to management.

 Budgeting is important to management because it is the translation of a set of

activities into quantitative figures; it is also the translation of Programs to financial
and other quantitative data. And Programming translates broad plans to specific
activities to be undertaken by an enterprise that extend over a period of several
years.

6. What is Management by Objective?

 It is a management technique which became very popular in the United States in

the 60’s and the 70’s. It is an important tool for planning at the “micro” level, i.e. at
the level of a superior and his subordinate in a section or department. It is often
also used as a process for arriving at performance objectives for a subordinate
person or an organizational unit when these cannot be conveniently expressed in
the form of a financial target. Under MBO, a manager and his subordinate discuss
together the goals to be met by the subordinates for particular planning period,
with the understanding that the extent of accomplishments will be a major factor
in evaluating and rewarding the subordinate’s performance.