What is Management?

- The force that runs an enterprise and is responsible for its success and failure.
- Management is the performance of conceiving and achieving desired results by means of group effort
consisting of utilizing human talents and resources
- Getting things done through people.
- Planning and implementing.
- Satisfying the economic and social needs by being productive for the human being, for the economy,
and for society.
- Management is a process of planning, organizing, staffing, leading, and controlling the human
resources, financial, physical, and information resources of an organization to reach its goalsefficiently
and effectively.
- Management is a non-stop process of ensuring continuity and growth within an organization.
- Coordinating and overseeing the work activities of others so that their activities are completed efficiently
and effectively

FUNCTIONS OF MANAGEMENT
Planning- Involves determining the organization’s goals or performance objectives, defining
strategic actions that must be done to accomplish them, and developing coordination and integration
activities.
Organizing- Demands assigning tasks, setting aside funds, and bringing harmonious relations
among the individual and workgroup or teams in the organization.
Staffing- Indicates filling in the different job positions in the organization’s structure; the factors that
influence this function include the size of the organization, types of jobs, number of individuals to be
recruited, and some internal or external pressures.
Leading/Directing- Entails influencing or motivating subordinates to do their best so that they would
be able to help the organization’s endeavor to attain their set goals.
Controlling- Involves evaluating and, if necessary, correcting the performance of the individuals or
workgroups or teams to ensure that

TYPES OF MANAGEMENT

1. Autocratic
This management type is a one-way leadership where there is a single authority.Team members are
only there to follow orders.The employees are given rewards for a job well done but are
givenpunishment if they fail.

2. Persuasive
The manager has a strong and centralized controlling business decisions like the autocratic type of
management.What differs is that in a persuasive type, the manager convenes with his colleagues before he
decides.Employees are motivated not anymore by rewards and punishment but by persuasive
techniques.

3. Consultative
In a consultative style, leaders and workers havetwo-way communication. Team members share their
opinion in solving issues of the company. Consequently, the practice is costly, slow in decision making
and important changes are delayed.

4. Participative
There is a distribution of authority and power in participative management. The company’s project is a
shared responsibility and each member has self-direction.

WHAT IS A MANAGER?
A manager is one of the most important persons who influences theproductivity and success of any
business organization. Someone who coordinates and oversees the work of other people so that
organizational goals can be accomplished. An individual engaged in management activities is called a
manager.

Where do managers work?

Managers work in an organization, which is a deliberate arrangement of people to accomplish some
specific purpose.

Organizations have three characteristics:

- Has a distinctive purpose,

- composed of people, and
- a deliberate structure. Many of today’s organizations are structured to be more open, flexible, and
responsive to changes.

Why managers are important to organizations?

Managers are important to organizations for three reasons:

1. Organizations need their managerial skills and abilities in uncertain, complex, and chaotic times.
2. Managers are critical to getting things done in organizations.
3. Finally, managers contribute to employee productivity and loyalty; the way employees are managed can
affect the organization’s financial performance; Managerial ability has been shown to be important in
creating organizational value.

MANAGERIAL LEVELS
Top managers may be called executive vice president, president, managing director, chief operating
officer, or chief executive officer

Middle managers may be called regionalmanager, project leader, store manager, or division manager

First-line managers may be called supervisors or even shift managers, district managers, department
managers, or office managers.

What do managers do?

Efficiency and Effectiveness in Management

EFFICIENCY
Doing things right, or getting the most outputfrom the least amount of inputs

EFFECTIVENESS
Doing the right things, or completing activities so that organizational goals are attained

MINTZBERG’S MANAGERIAL ROLES AND A CONTEMPORARY MODEL OF MANAGING

Henry Mintzberg, a well-known management researcher, studied actual managers at work. In his first
comprehensive study, Mintzberg concluded that what managers do can best be described by looking at the
managerial roles they engage in at work.

Managerial Roles - refers to specific actions or behaviors expected of and exhibited by a Manager; The
various roles played by managers, such as interpersonal, informational, and decision-making roles;
Managerial Skills - the various skill that managers must posses, such as conceptual human and technical
skills
CATEGORIES OF MANAGERIAL ROLES ACCORDING TO MINTZBERG

INTERPERSONAL - Managerial roles that involve people and other duties that are ceremonial and
symbolic in nature.

Figurehead - As head of a department or an organization, a manager isexpected to carry out ceremonial

and/or symbolic duties. A manager represents the company both internally and externally in all matters of
formality.

Leader - In this role, the manager motivates his/her workers. Managerscommunicate with them, guide and
support them to develop a positive workenvironment.

Liaison - A manager serves as an intermediary and a linking pin between thehigh and low levels. In
addition, he develops and maintains an externalnetwork. As a networker, he has external contacts and he
brings the rightparties together. This will ultimately result in a positive contribution to the
Organization.

INFORMATIONAL - Managerial roles that involve collecting,receiving, and disseminating information

Monitor - As a monitor, the manager gathers all internal and externalinformation that is relevant to the
organization.He is also responsible for arranging, analyzing, and assessing this information so
that he can easily identify problems and opportunities and identify changes.

Disseminator - As a disseminator, the manager transmits factual information tohis subordinates and to
other people within the organization (Mulder 2016).Memorandums and other important information are well
disseminated fromtop-level up to the managerial lower levels and vice versa.

Spokesperson - In this role, managers represent and speak for theirorganization, as he or she
communicates and transmit relevant informationabout their organization to external parties.

DECISIONAL - Managerial roles that revolve around making choices

Entrepreneur - As an entrepreneur, the manager designs and initiates changesand strategies to enhance
productivity and generate more income.

Disturbancehandler - In this role, the manager always responds to employees’disputes, operational

breakdowns, and other issues whether internal orexternal and uses solutions to resolve the problems.

Resourceallocator - This role of the manager describes his control and theallocation of organizational
resources which will be put in use in allorganization’s operations.

Negotiator - As a negotiator, the manager participates in negotiations withother organizations and

individuals and he represents the interests of the organization

MANAGERIAL SKILLS

Conceptual skills enable managers to think of possible solutions to complex problems. Through their
ability to visualize abstract situations, they develop a holistic view of their organization and its relation to the
wider external environment surrounding it. Top-level managers must have these conceptual skills to be
successful in theirwork.
Human skills enable managers in all levels to relate well withpeople. Communicating, leading, inspiring,
and motivating them to become easy with the help of human skills. Dealing with people, both in the
organization’s internal and external environment, is inevitable, somanagers must develop these human
skills.

Technical skills are also important for managers for them to performtheir tasks with proficiency with the
use of their expertise. Lower-levelmanagers find these skills very important because they are the ones who
manage the non-management workers who employ varied techniques and tools to be able to yield good
quality products and services for their company

How Is the Manager’s Job Changing?

The changes impacting managers’ jobs include global economic and political uncertainties, changing
workplaces, ethical issues, security threats, and changing technology.

Managers must be concerned with customer service because employee attitudes and behaviors play a big
role in customer satisfaction. Managers must also be concerned with innovation because it is important for
organizations to be competitive. And finally, managers must be concerned with sustainability as business
goals are developed.

Value of studying management

It’s important to study management for three reasons:

(1) the universality of management, which refers to the fact that managers are needed in all types and
sizes of organizations, at all organizational levels and work areas, and in all global locations;
(2) the reality of work—that is, you will either manage or be managed; and
(3) the awareness of the significant rewards and challenges in being a manager.

Universal Need for Management

The reality that management is needed in all types and sizes of organizations, at all organizational levels, in
all organizational areas, and in organizations no matter where located.

Management
Management is an innovation popularized by Frederick Winslow Taylor. It is needed by all institutions
whether a mom and pop store or a multinational company.

Management isA discipline and area of study; A function; More of a practice than science;
The process of dealing with people in achieving a common goal; and The art of making people more
effective than they would have been without managing them.

MANAGEMENT THEORIES
There are several theories of management that guide managers in managing a department. These theories
help them come up with decisions and monitor the team.

Management theories are applied in order to meet the goals and demand of the organization. Not all
managers use just one theory or idea. They normally combine theories depending on the purpose and goal.

Contemporary Theories of Management

Contingency Theory
In this theory, managers would arrive at a decision based on the situation, not a “one-size fits all”. Each
situation is different and calls for a specific action. They take necessary action based on what is needed in
the situation.
Chaos Theory
Whether in life or in business, change is constant. This theory believes that change is unavoidableand
cannot be controlled all the time. Change needs a retort from members of the organization: from each
individual, team, and department.WE NEED TO BE FLEXIBLE

Systems Theory
- Managers who follow this theory know that different systems affect the workers and the workers
likewise affect the systems around them.
- A system is a pool of parts that work together as a whole to accomplish a goal. If one part of the
system is removed, the entire system is changed.
- Systems as well as processes are important because it shows how the strategies will be translated to
work in the organization and hopefully, achieve the desired results. This includes the different steps,
procedures, guideline, rules, resources, and practices. These variety of parts work together to achieve
common goal.
The two basic types of systems are closed and open.
Closed systems are not influenced by and do not interact with their environment.
Open systems are influenced by and do interact with their environment.

Theory X and Theory Y

According to Ducker (2008), Douglas McGregor’s book The Human Enterprise (1960) made an assumption
that there is one right way to manage people or at least there should be.He stresses that management
should choose between two ways of managing people which is Theory X and Theory
Y. It is assumed that Theory Y is the sound one.

Theory X People
Workers are assumed to lack the ambition, the drive, and the motivation.Workers need close
supervision.Incentives and rewards are needed to increase productivity.Managers uses authoritarian style
of leadership.

Theory Y People
Workers come first. Workers have natural drive to succeed and be productive. Workers want to work
independently.Workers take responsibility.Managers encourage input from workers.

Classical Approach

Scientific Management Theory (1890-1940)

This management theory makes use of the step-by-step, scientific methods for finding the single best way
for doing a job. Frederic W. Taylor, the Father of Scientific Management, is the proponent of this theory.

The scientific theory of management focuses on individual efficiency and productivity. The father of this
theory is Fredrick Winslow Taylor (1890-1940), from his text Principles of Scientific Management (1911).
His proposal was to apply principles of the scientific method to the practice of management.

Taylor’s Scientific Management Principles are as follows:

1. Develop a science for each element of an individual’s work to replace the old rule of thumb method.
2. Scientifically select then train, teach and develop the workers.
3. Heartily cooperate with the workers to ensure that all work is done
following the principles of the science that has been developed; and
4. Divide work and responsibility almost equally between management and workers.
Scientific Management Theory
Bureaucratic Management Theory (1930-1950)
Max Weber, who is the father of bureaucratic theory, believes that a rational set of guidelines should be
established in the organization.He believed that dividing the organization into hierarchies and establishing
authority and control is needed. In this theory, standards are important and operating procedures are
organized, especially for all routinized tasks. Selection of employees are based on their technical expertise.
Here, impersonal relationships are present.

Administrative Theory (early 1990s)

This theory concentrates on the manager’s functions and what makes up good practice or implementation.
Henri Fayol believes that management is an activity that all organizations must practice and view it as
separate from all other organizational activities such as marketing, finance, research and development, and
others.

Fayol’s 14 Principles of Management

Division of Work - Specialization increases output by making employees more efficient.
Authority - Managers must be able to give orders, and authority gives them this right.
Discipline - Employees must obey and respect the rules that govern the organization.
Unity of Command - Every employee should receive orders from only one superior.
Unity of Direction - The organization should have a single plan of action to guide managers and workers.
Subordination of individual interests to the general interest - The interests of any one employee or
group of employees should not take precedence over the interests of the organization as a whole.
Remuneration/Pay - Workers must be paid a fair wage for their services.
Centralization - This term refers to the degree to which subordinates are involved in decision making.
Scalar Chain of Authority - The line of authority from top management to the lowest ranks is the scalar
chain.
Maintenance of Order - People and materials should be in the right place at the right time.
Equity/Fairness - Managers should be kind and fair to their subordinates.
Stability/Security of Tenure of Workers - Management should provide orderly personnel planning and
ensure that replacements are available to fill vacancies.
Employee Initiative - Employees who are allowed to originate and carry out plans will exert high levels of
effort.
Promotion of Team Spirit or esprit de corps. - Promoting team spirit will build harmony and unity within
the organization.

Behavioral Approach
Organizational Behavior (OB)
This involves the study of the conduct, demeanor, or action of people at work.
Research on behavior helps managers carry out their functions- leading, team building, resolving conflict,
and others.
Robert Owen, Mary Parker Follett, Hugo Munsterberg, and Chester Barnard were the early supporters of
the OB Approach.

Quantitative Approach
Total Quality Management (TQM)
Is a management philosophy that focuses on the satisfaction of the customers, their needs, and
expectations.Quality Experts W. Edwards Deming and Joseph M. Juran introduced this customer-oriented
idea in 1950s.Total Quality Management (TQM) is a management philosophy or approach that is grounded
on three core principles: a focus on the customer, participation and teamwork, and continuous
improvement.

What is Quality Management?

- Intense focus on the customer.
- Concern for continual improvement.
- Process focused.
- Improvement in the quality of everything the organization does.
- Accurate measurement.
- Empowerment of employees.

FUNCTION OF MANAGEMENT

PLANNING - When you think of planning in a management role, think about it as the process of choosing
appropriate goals and actions to pursue and then determining what strategies to use, what actions to take,
and deciding what resources are needed to achieve the goals.
 Involves defining the organization’s goals, establishing strategies for achieving those goals, and
developing plans to integrate and coordinate work activities.
 It’s concerned with both ends (what) and means (how).
 When we use the term planning, we mean formal planning.
 In formal planning, specific goals covering a specific time period are defined. These goals are written
and shared with organizational members to reduce ambiguity and create a common understanding
about what needs to be done. Finally, specific plans exist for achieving these goals.

Importance of Planning
 Planning provides direction.
 Planning reduces the risks of uncertainty.
 Planning reduces overlapping and wasteful activities.
 Planning promotes innovative ideas.
 Planning facilitates decision making.
 Planning establishes standards for controlling.

Types of Plans
Organizational plans can be generally described in terms of:
Comprehensiveness - the completeness of planning coverage.
Length of time covered or time frame- a plan may be long-term or short-term plans.
Specificity- refers to the very detailed, clearly defined plans wherein objectives are clearly stated and
could easily be understood.
Frequency of use - refers to the number of times or instances a

STRATEGIC PLANS
 Plans that apply to the entire organization and establish the organization’s overall goals

OPERATIONAL PLANS
  Plans that encompass a particular operational area of the organization
LONG-TERM PLANS
 Plans with a time frame beyond three years.
 Everyone must understand the organization’s long-term to avoid confusion that may divert the
organization members’ attention.
SHORT-TERM PLANS
 Plans that are cover one year or less; such as plan must lead the attainment of long-term goals and are
the responsibility of the unit/department heads.
DIRECTIONAL PLANS
 Plans that are flexible and set out general guidelines
SPECIFIC PLANS
 Plans that are clearly defined and leave no room for interpretation.
 Language used must be very understandable
SINGLE-USE PLAN
 A one-time plan specifically designed to meet the needs of a unique situation
STANDING PLANS
 Ongoing plans that provide guidance for activities performed repeatedly

PLANNING PROCESS
Setting objectives: Objectives may be set for the entire organization and each department or unit within
the organization.
 Developing premises: Planning is concerned with the future which is uncertain and every planner is
using conjuncture about what might happen in the future.
Identifying alternative courses of action: Once objectives are set, assumptions are made. Then the next
step would be act upon them.
Evaluating alternative courses: The next step is to weigh the pros and cons of each alternative.
Selecting an alternative: This is the real point of decision making. The best plan has to be adopted and
implemented.
Implement the plan: This is concerned with putting the plan into action.
Follow-up action: Monitoring the plans are equally important to ensure that objectives are achieved.

Planning at Different Levels of the Firm

Different levels in the firm are all engaged in planning however all the resulting plans must
be related to one another and directed toward the same goals.
1. STRATEGIC PLANNING
 Involves analyzing competitive opportunities and threats, as well as the strengths and weaknesses of the
organization, and then determining how to position the organization to compete effectively in their
environment.
 Strategic planning has a long time frame, often three years or more.
 Strategic planning generally includes the entire organization and includes formulation of objectives.
 Strategic planning is often based on the organization’s mission, which is its fundamental reason for
existence. An organization’s top management most often conducts strategic planning.
2. TACTICAL PLANNING
 Is intermediate-range (one to three years) planning that is designed to develop relatively concrete and
specific means to implement the strategic plan.
 Middle-level managers often engage in tactical planning.
3. OPERATIONAL PLANNING
 Generally assumes the existence of organization-wide or sub-unit goals and objectives and specifies
ways to achieve them.
 Operational planning is short-range (less than a year) planning that is designed to develop specific
action steps that support the strategic and tactical plans.
Planning Techniques and Tools
FORECASTING
 An attempt to predict what may happen in the future.
 A planning tool that help management in its attempts to cope with the uncertainty of the future, relying
mainly on data from the past and present and analysis of trends.
 It starts with certain assumptions based on the management’s experience, knowledge, and judgement.
CONTINGENCY PLANNING
 Offer alternative courses of action when the unexpected happens or when things go wrong. This plan
must be prepared by managers ready for implementation when things do not turn out as they should be.
SCENARIO PLANNING
 Planning for future state of affairs is a long –term version of contingency planning. Several future states
of affairs must be identified and alternative plans must be prepared in order to meet the changes of
challenges in the future. This is a big help for organizations because it allows them to plan ahead and
make necessary adjustments in their strategies and operations.
BENCHMARKING
 Planning technique that generally involves external comparisons of company’s practices and
technologies with those of other companies.
 Identifying the best practices (achieved result) of industry leaders and compering your own business
performance with them.
PARTICIPATORY PLANNING
 Planning process that includes the people who will be affected by the plans and those who will be
asked to implement them in all planning steps.

ORGANIZING - Is the process of integrating all the activities and processes needed to achieve the goal of
the company. It is very important so that the aligned and targeted goals will be met through steps and
procedures.
ORGANIZING

Below are some functions of organization:

1. Deciding on the positions at different levels;
2. Making sure that there is equality in different activities;
3. Division of the main work into smaller groups in the company; and
4. Selecting the best person for the job.
An organization is important is important because it:
1. Improves the system, processes, and techniques;
2. Helps the management process easy and effective;
3. Boosts positive and cooperative thinking among members of the team; and
4. Increase productivity, progress, and growth.

ORGANIZING STEPS
Division of work: The first process of organizing includes identification and division of work which shall be
done in accordance with the plans that are determined previously.
Departmentalization: Once the work of identifying and dividing the work has been done those are similar
are to be grouped.
Linking Departments: When the process of departmentalization was completed, linking of departments
has to be done so that those departments operate in a coordinated manner which gives a shape to overall
organization structure.

Definition of Terms
Organizing - Arranging and structuring work to accomplish the organization’s goals
Organizational structure - The formal arrangement of jobs within an organization
Organizational chart - The visual representation of an organization’s structure
Organizational design - Creating or changing an organization’s structure
Work specialization - Dividing work activities into separate job tasks

TYPES OF ORGANIZATIONAL STRUCTURE

1. FUNCTIONAL ORGANIZATIONAL STRUCTURE
This structure groups the organization according to its purpose or specialty based on their specific job or
function; commonly called as bureaucratic organizational structure.

2. DIVISIONAL ORGANIZATIONAL STRUCTURE

Usually used by large businesses especially when there are geographic areas or locations involved. This is
also used when there are smaller organizations under the umbrella company.

3. MATRIX ORGANIZATIONAL STRUCTURE

Usually used by large multinational businesses for it allows functional and divisional structures to be
present in the same organization. There are several bosses and people to report to.

4. FLAT ORGANIZATIONAL STRUCTURE

This opens up the line of communication. This organization structure removes the unnecessary barriers
within the organization. There is few or no middle managers between executive or top management and
staff. This is often used for start ups and small businesses since there are few employees. Each member of
the organization is included in the decision making process.
 DELEGATION - Delegating is the process when managers entrust others with the necessary tasks to
achieve the desired outcomes.
Robbins and Judge (2018) explained the concept of delegating using the figure below:

Why is there a need to delegate?

1. Delegate to maximize the talents and potentials of your people.
2. Delegate to save your time as a manager by doing more important tasks that only you can do.
3. Delegate for the growth of the business.
4. Delegate to get other things off your plate thus, to decrease stress.\
5. Delegate to motivate people that they are capable of doing something else and that they are trusted.
6. Delegate to foster teamwork and communication among other members of the organization.
MANAGING HUMAN RESOURCES - Human Resource Management is the strategic approach to the
effective and efficient management of people in a company or organization such that they help their
business gain a competitive advantage. It is designed to maximize employee performance in service of an
employer’s strategic objectives.
Why Is HRM Important?
HRM is important for three reasons.
1. It can be a significant source of competitive advantage.
2. HRM is an important part of organizational strategies.
3. The way organizations treat their people has been found to significantly impact organizational
performance.

Issues in Staffing

 There are many issues in staffing:

 Competition in hiring skilled workers;
 High cost of turnover;
 Succession planning with staff;
 No employee engagement;
 Feeling of “entitlement”
 Retirement of “seasoned” employees;
 Outsourcing.

Recruitment and Selection

THE PEOPLE ARE THE LIFEBLOOD OF THE ORGANIZATION.

 Hiring or bringing in new people also means getting new energy, ideas, and assumptions.
 Having new people in the team means new concepts, new talent, and an increase in the possibility
of growth and sustainability in the organization.

ORIENTATION

 After the hiring process is done, it is important to have a concrete orientation plan to welcome new
employees on board.
 This is important so that the new employees will know the company and its policies, their benefits, and
other things to expect.
TRAINING AND DEVELOPMENT

 Effective training is important to keep the company and the people updated, on track, and to be
competitive in their field.
 Companies provide training to new and existing employees to improve their professional value.
 This is also done if there is a result that is needed, whether a change in behavior or work aspect.
COMPENSATION
Performance management system

 Establishes performance standards that are used to evaluate employee performance skill-based pay
 A pay system that rewards employees for the job skills they can demonstrate variable pay
 A pay system in which an individual’s compensation is contingent on performance.
EMPLOYEE RELATION AND MOVEMENTS
Below are some of the employee relation issues that are present in organizations:
Wage Issues, Conflict with Management, Attendance/ Leave, Trouble with Co-Makers
REWARDS SYSTEM

 Rewards are given for different reasons.

 When people are motivated to work and their hard work is noticed and appreciated, they continue to
strive more to contribute to the growth of the company.
LEADING - This function involves articulating a vision, energizing employees, inspiring and motivating
people using vision, influence, persuasion, and effective communication skills.
Importance of Leading
 Leading initiated actions to get the desired results in an organization.
 Leading attempts to get maximum out of employees by identifying their capabilities.
 Leading is essential to keep the elements like supervision, motivation, leadership and
communication effective
 Leading ensures that every employee work for organizational goals.
 Coping up with the changes in the organization is possible through effective direction.
 Stability and balance can be achieved through directing.
LEADING INVOLVES
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 sub-ordinated with zeal to work. Positive,
negative, 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.
Communications – is the process of passing information, experience, opinion, etc. from one person to
another. It is a bridge of understanding.
CONTROLLING - Evaluate how well you are achieving your goals, improving performance, taking actions.
Put processes in place to help you establish standards, so you can measure, compare, and make
decisions.
Steps in Controlling

 Establishment of standard performance.

 Measurement of actual performance.
 Comparison of actual performance with standards and finding out deviation if any.
 Corrective action.
ORGANIZATION AND MANAGEMENT IN THE PUBLIC SECTOR

 may share many similarities with this in the private setting. For instance, both practice division of
labor, have an internal organization structure, recruit personnel, give direction and assign tasks to
employees, etc.

Organization and Management Techniques

ORGANIZATION DEVELOPMENT

 Is an approach to planned organizational change.

 It is a long-term and, oftentimes, complicated effort to bring the organization to a higher level of
functioning and, at the same time, improve the performance and sense of satisfaction of the
members of the organization.
 It includes structural and technological changes, and its main focus is on changing people and the
nature and quality of their working relationships, in short, the organizational culture.
MANAGEMENT AND INFORMATION SYSTEM (MIS)

 Management information system, or MIS, is a computer-based information system that provides

accurate and timely information to those needing them.
 MIS is highly important for the effective performance of the managerial functions.
 MIS facilitates planning, decision-making and control, and enables the organization to carry out
these functions more effectively and efficiently.
TOTAL QUALITY MANAGEMENT

 Documented both public and private organizations in their attempt to respond to changes as
brought about by the advances in computer and communications technology and trade liberalization
and globalization.