MMEL 114

INDUSTRIAL
MANAGEMEN
T
ENGR.MARIA CECILLE D. NAGA,
CLSSYB, MSIEM

SUBJECT

MMEL114-
INDUSTRIAL
MANAGEMENT
WHAT IS
MANAGEMENT?
INSTRUCTION
1.DIVIDE THE CLASS INTO 5 GROUPS
2. ANSWER THE QUESTION ABOVE
3. DRAW A SYMBOL THAT WILL REPRESENT
YOUR ANSWER
4. EXPLAIN YOUR OUTPUT IN FRONT OF THE
CLASS
 MANAGEMENT IS
DEFINED
Management may be defined as the
“creative problem-solving process of
planning, organizing, leading, and
controlling an organization’s resources to
”Management is the process of working
achieve its mission and objectives.”
with and through others to achieve
organizational objectives in a changing
environment.
FOUR FUNCTIONS
LANNIN
RGANIZIN
G
EADIN
G
ONTROLLIN
G
MANAGEMEN
G
FOUR FUNCTIONS
OF MANAGEMENT
PLANNING

Formulation of the future courses

of action by establishing goals and
objectives to be achieved by the
organization. It is the primary
function of management.
FOUR FUNCTIONS
OF MANAGEMENT
ORGANIZING
Deciding on the human resources
structure of the organization. Ensuring
that tasks have been assigned and the
structure of organizational relationships
are created to facilitate meeting
organizational goals.
FOUR FUNCTIONS
OF MANAGEMENT
LEADING
Serving as role models and
adapting management styles as
the situation demands. Relating
with others so that their work
efforts result in the achievement of
organizational goals.
FOUR FUNCTIONS
OF MANAGEMENT
CONTROLLING
Comparing desired results
with actual results and
taking corrective action as
needed.
Key Aspects
of the
Management
Process
Key Aspects of the Management Process

WORKING WITH AND

THROUGH OTHERS
GETTING MOST OF THE LIMITED BALANCE EFFICIENCY AND
RESOURCES EFFECTIVENESS
ORGANIZATIONAL RESOURCES
INFORMATION HUMAN /MAN

TIME/ MINUTES
FINANCIAL

MATERIAL
HUMAN
RESOURCES
• The most important resouces among
of the organization is MAN/HUMAN.

• It includes employees, laborers,

managers, supervisors
FINANCIAL
RESOURCES
•
An asset that can be used for the
purpose of generating income.

• This means that a financial resource is

something from which a person can
draw financial or monetary resources

• Future pension entitlement,

• The capacity to borrow money.
• Loan agreements.
MATERIAL
RESOURCES
• Materials found in the natural world
that have practical use and value for
humans.

• Buildings, Equipment, Machineries,

Computers, Vehicles, Tables, etc
INFORMATION
RESOURCES
• The data used by the organization.
These are intagible type resources.

• Examples are Company Records

such as employees database,
product database etc.
TIME RESOURCES

• The newest type of resources that is

also intangible in nature.

• It is a non-renewable project resource

that is used to schedule project
activities, milestones and deadlines,
measure employee productivity and
project costs.
MANAGERIAL
SKILLSCONCEPTUAL
The ability to think about complex and
broad organization issues. Seeing the
organization as a big picture.
INTERPERSONAL
Abilities in getting along with people, good
leadership style, helping others to be
motivated, communication and conflict
resolution
TECHNICAL
Expertise in a particular area—marketing,
accounting, finance , human resources, etc.
MANAGERIAL
SKILLS
CONCEPTUAL
The ability to think about complex and broad
organization issues. Seeing the organization as
a big picture.

INTERPERSONAL
Abilities in getting along with people,
good leadership style, helping others to
be motivated, communication and
conflict resolution
TECHNICAL
Expertise in a particular area—marketing,
accounting, finance , human resources, etc.
MANAGERIAL
SKILLS
CONCEPTUAL
The ability to think about complex and
broad organization issues. Seeing the
organization as a big picture.

INTERPERSONAL
Abilities in getting along with people, good
leadership style, helping others to be
motivated, communication and conflict
resolution
TECHNICAL
Expertise in a particular area—
marketing, accounting, finance ,
human resources, etc.
 MANAGEMENT
LEVELS
TOP/ UPPER MANAGEMENT
⚫Chief Executive Officers (CEOs), President, EVP,
SVP, VP, General Managers
⚫Have organization-wide managerial
responsibilities

MIDDLE MANAGEMENT
⚫Functional Managers, Product-line
Managers, Department Heads
⚫Manage first-line managers
 MANAGEMENT
LEVELS
BOTOM /LOWER MANAGEMENT

• Manage the work of employees who are

involved in the actual production or creation
of an organization’s products or services
• Unit Managers, First-line Supervisors,
Foreman
 EFFICIENCY AND
EFFECTIVENESS
EFFICIENCY
• Performing activities with the minimum wastage of
resources which also refers to optimum utilization
of resources so that the organisation can maximize
the profit.
• Doing the right thing
EFFECTIVENESS
• Capability of the management to achieve the
desired targets in the specified time
• Doing things right.
ACHIEVING ORGANIZATIONAL
OBJECTIVES
•Challenging yet achievable objectives
provide guidance for effective and efficient
actions by individuals and organizations.

•Organizational objectives always require

collective action. OBJECTIVE
•An objective is a target to
•Organizational objectives serve as be strived for and attained.
measuring sticks for performance.
 ROBERTS KREITNER’S
PRECONDITION FOR MANAGERIAL
SUCCESS

MOTIVATION T OPPORTUNIT
ABILITY O MANAGE Successful managers become possible
Y
Many people have the desire only if those having the ability and
Managerial ability refers to the
to work and finish specific motivation are given the opportunity to
capacity of a manager to mange. The opportunity for successful
tasks assigned by superiors,
achieve organizational management has two requirements:
but not many are motivated to
objectives effectively and
manage other people so that
efficiently. 1.obtaining a suitable managerial job,
they may contribute to the and
realization of the 2.finding a supportive climate once on
organization’s objectives. the job.
John B. Miner, developed a psychometric instrument to measure objectively
an individual’s motivation to manage. The test is anchored to the following
dimensions:

1.Favorable attitude toward those in positions of authority, such as superiors;

2. Desire to engage in games or sports competition with peers.
3. Desire to engage in occupational or work-related competition with peers.
4. Desire to assert oneself and take charge.
5. Desire to exercise power and authority over others
6. Desire to behave in a distinctive way, which includes standing out from the
crowd.
7.Sense of responsibility in carrying out the routine duties associated with
 Managerial Roles and Sub-Roles
1.Interpersonal Roles.

How manager interacts with other people. With the following sub-roles:

• Leader – when they initiate and coordinate activities in their organization.

• Liaison – when managers interact with persons in other units within and
outside the organization.
• Figurehead – when managers represent the organization in the outside world
in ceremonial and civic activities.
Managerial Roles and Sub-Roles
2. Decisional Roles.
How manager uses information in decision making. With the following sub-roles:

• Resource Allocator – distributes funds, personnel, materials and other

resources for effective and efficient use in the organization.
• Negotiator – managers are involved in negotiationactivities with suppliers,
customers, union, government, etc.
• Entrepreneur – identifies new opportunities and the development of these into
new products, services, methods or activities within their organizations.
 Managerial Roles and Sub-Roles
3. Informational Roles.
How manager exchanges and process information. With the following sub-roles:

• Monitor – Monitor the flow of information from various parts of the organization,
both in the upper and lower levels
• Disseminator - a key role in transmitting and disseminating information to other
parts of the organization.
• Spokesperson – The managers’ leadership positions require them to represent and
speak to other units of the organization and outsiders.
ACTIVITY
TIME
chapter 5 Developing Leadership 8 8 IntroDuctIon to LeaDerShIp
• Skills 1 2

5. Leadership Skills 13. Obtaining and allocating 1 2 3 4 5

a challenging
resources is aspect of
1 Questionnaire
Purpose my job. 1 2 3 4 5
14. resolution
The key toissuccessful
respecting my
opponent.
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conflict 1 2 3 4 5
15. values
I enjoy and
discussing
your leadership skills showing your strengths and weaknesses philosophy.
Directions 1 2 3 4 5
organizational
16. I am
to effective
support our at obtaining
programs.
1. Place yourself in the role of a leader when responding to this
1 2 3 4 5
resources
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I work hard to find
questionnaire. 2. Respond to each of the statements below situations.
Seldo Occasiona Somewh 1 2 3 4 5
using the following scale: consensus
18. in
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2. Ipeople
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Sum the responses on items 2, 5, 8, 11, 14, and 17 (interpersonal skill score). 3.
time how
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solving.
details comes easily Total Scores
for me.
4. Filling out forms and 1 2 3 4 5 Administrative skill: __________________ Interpersonal skill: __________________
1 2 3 4 5
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the organization theis social
important
working with to me.
Conceptual skill: __________________
1 2 3 4 5
fabric of problems arise, I
6. When
address Scoring Interpretation
them.
The leadership skills questionnaire is designed to measure three broad types of
1 2 3 4 5
immediately
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one of mypeople and leadership skills: administrative, interpersonal, and conceptual. By comparing the
strengths.
differences between your scores, you can determine where you have leadership
1 2 3 4 5
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8. Iundercurrents
am able the
in my strengths and where you have leadership weaknesses.
group.
1 2 3 4 5
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9. Seeing
for the big picture If your score is 30–26, you are in the
me.
1 2 3 4 5
comes easily
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In my work, I enjoyand
requests very high range.
concerns.
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1 2 3 4 5
responding
11. I use mytoemotional
motivate high range.
others.
1 2 3 4 5
energy to strategic
12. company
Making appealsplans If your score is 20–16, you are in the
to me.

for my moderate range.

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