Neilson G.

Blasi
BSBA-MM (Block B)

SUMMARY
•Management - the art of getting things done through people in organizations. Can be an
enormously creative endeavor.
•Managers - Managers are not boreaucrats. Can give organizations a sense of purpose and
direction.
•Sam walton - (Founder of Wal-Marts) -"Ordinary people to do extraordinary things."
•The function of managements
Henri Fayol - Stated that management had 5 main functions: planning, organizing, commanding,
coordinating, an controling. Fayol's Fifth function, coordinating, is now treated as an aspect of
organizing.
•Planning and strategizing
Planning - a formal process whereby managers choose goal, planning actions to attain the
goals, allocate responsibiltyfor implementng actions to specific individuals or units, measuring
the succes of actionby comparing actual results against the goals, and revise plan accordingly.
Strategy - an action that managers take to attain the goals of an organization.
Strategizing - the process of thingking through on a continual basiswhat strategies an
organization should pursue to attain the goals.
•Organizing - Dividing enterprise into subunit based on functional task - such as procurement,
production, marketing, sales, costumer service, buman resources, accounting, and finance -
and deciding how much decision-making authority to give each subunit.
•Controlling - A process of monitoring perdormance against goals, enterving when goals are not
met, and taking corrective action. an important aspect of controlling is creating incetives that
allign the interest of individual employees with those of the organization, helping to insure the
everyone is pulling in the same direction.
•Leading and Developing Employees
Leading - the process of motivating, influencing, and directing others in thw organization to work
productively in pursuit of organization goals. Listening to others, learning from them, and
empowering them to pursue action that benefit the organization.
Developing Employees - the task of hiring, training, mentoring, and rewarding employees in an
organization, including other managers.
Human Capital - The knowledge skills, and capabilities embedded in individuals.

•Types of manager
Figure 1.1: A multidivisional management hierorchy

>Corperate-level general managers

-CEO

>Business level generalmanagers

-Division
>Functional managers
-R&D, Production, Marketing, Sales

>Frontline managers
-Team

•Corporate-level general managers

- The principal general manager at the corporate level is the chief executive officer, who lead the
entire enterprise. The CEO formulates the strategies that soan business. The CEO decide how
the enterprise should be orginized into different devision and sign of on major strategic initiatives
proposed by heads of devision. The CEO helps develop the human capital of the enterprise.

•Business-level general managers

-Lead their devisions - Motivating influencing, directing their subordinates, and are responsible
for divisional performance.
-Translate the overall strategic division for the corporation into concrete strategy to strategies
and plans for their units.

•Functional manager
-Responsible for specific business functions that constitute a company or a one of its divisions.

•Frontline manager
- Who manage employees who are themselves not managers.
-Critical to maintaning the performance of an organization.
-They plan how best perform the task of their units.
-They organize task within their team, monitor the performance of their subordinates, and try to
develop the skills for their subordinates.

•”Becoming manager"
>From specialist to manager
-the journey into management typically begins when people are succesful at a specialist task
for which they were initially hired.
-the art of management is relevant to almost anyone who joins an organization with ambition
and ability to succeed whatever his or her disciplinary backgrouond.
>Mastering the job
-They learned through experience to see themselves not as a technical expert or functional
specialist, but as a leader and network builder - not as bosses who get thing done.

•Managers Roles
-Specific behavior associated with the task of management. Managers adopt these roles to
accomplish the basic function of management just discussed planning and strategizing,
organizing, controlling, and leading and developing employees.

•Interpersonal Roles
-are roles that involve interacting with other people inside and outside the organization.

•3 Types of Interpersonal roles based on Mintzberg:

Figureheads Managers at all levels. They greet visitors, represent the company at community
events, serve as spokespeople, and function as emissaries for the organization

Liaison Connect with people outside their immediate units These may be the managers of other
units within the organization or people outside the organization such as suppliers, buyers, and
strategic partners.

Leader - Give their organizations a sense of direction and purpose. They do this by identifying
and articulating strategic visions for the organizations and then by motivating others to work
toward this vision.
•Informational Roles

Are concerned with collecting, processing, and disseminating information.

Managers collect information, process that information, and distribute it to others who need it.

•3 Types of informational Roles

1. As Monitors managers scan the environment both inside and Outside the organization.
Managers rely on both formal and informal channels to collect the information required for
effective monitoring.
Formal channels - Includes the organization's own internal accounting information systems and
data provided by important external agencies
Informal channels - includes the manages personal network, which can be a great source of
qualitative information.
By monitoring the external competitive and internal stazational environment for information,
managers try to gain knowledge about how well the organization is performing and whether any
changes in strategy or operational processes are required.
2. In dissemination role managers regularly inform the staff about the company's direction and
sometimes about specific technical issues.
3. Spokesperson role - Mangers deliver specific information to individuals and groups located
outside their department or organization.

Decisional Rotes
-They translate the people and information into processes with the purpose of moving the
organisation toward its strategic goals.

•4 decisional roles:
>Entrepreneurs - managers must make sure that their organizations innovate and change when
necessary, developing and adopting new ideas and technologies and improving their own
products and processes.

>Disturbance Handler - includes addressing unanticipated problems as they arise and resolving
them expeditiously.

>Resource Allocator- A manager in charge of product development, for example, may have to
assign people, money, and equipment to 3 different products and services.

>Negotiator - They negotiate with suppliers for better delivery, Low prices, and higher quality
input. They negotiate with customers over the pricing delivery, and design of products and
services They negotiate with peers in their own organization over shared resources and
cooperative efforts. They negotiate with their superiors for access to scarce resources, including
capital, personnel, and facilities.