LESSON 1: Management

Management

Getting things done through people and resources

Organizing and managing

Management is the process of ____________ the activities of people so they can successfully achieve their objectives/goals

Environment

Management is the process of designing and maintaining the __________ to achieve objectives efficiently

Management Functions

Functions required to carry out the management process of organizing and monitoring the work performance of individuals working together in organizations

Planning, Organizing, Staffing, Leading, Controlling

5 management functions

Planning

Identification of goals/performance objectives of the organization, specification of strategic steps to be taken to achieve them, implementation of planning and integration activities (Management Function)

Organizing

Assigning responsibilities, setting aside funds (and other materials), bringing in harmonious relationships between people within the organization (Management Function)

Leading

Encouraging or motivating subordinates to do their best to help the company achieve its objectives (Management Function)

Communication

Leading requires effective _________ skills

Controlling

Reviewing and correcting the performance of individuals/teams to ensure that they are all working towards the objectives and goals of the organization (Management Function)

Coordination

Harmonious, coordinated operation of the different parts and processes of the organization

Coordination

Ensures that all individuals, groups, or teams aer harmoniously working together and moving toward the accomplishment of the organization's vision, mission, goals, and objectives

Efficiency

Being able to produce the maximum output with minimum input

Efficiency

Optimal use of scarce resources in order to bring maximum productivity

Effectiveness

Being adopted to produce an effect or being able to do things correctly

Effectiveness

"Doing things correctly" when engaged in activities

Management Theories

Theories that help to enhance the management process

Management Process

Coordinating and overseeing of the work performance of individuals so that they could efficiently and effectively accomplish their chosen goals

Evolution

Slow stage of growth and development, starting from simple forms to more complex forms

Fredrick W. Taylor

Father of Scientific Management, developed the Scientific Management Theory

Scientific Management Theory

Uses step-by-step, empirical methodology to find the best way to do a job

Scientific Management Theory

Theory that focuses on increasing productivity and efficiency to standardization, division of labor, centralization, and hierarchy

Henri Fayol

Developed the General Administrative Theory

General Administrative Theory

Focuses on the role of the manager and what constitutes good management practice or implementation

Henri Fayol

He believed that management is an activity that all organizations had to participate in and consider as separate from all other organizational tasks

Work Division/Specialization, Authority and Responsibility, Discipline, Unity of Command, Unity of Direction, Subordination of Individual Interest to General Interest, Renumeration or Pay, Centralization, Scalar Chain of Authority, Order, Equity, Stability of Tenure of Personnel, Initiative, Esprit de Corps

Henri Fayol's management principles

Max Weber

He believed that organizations must have authority structures and coordination with others based on bureaucracy

Division of labor, Hierarchal identification of job positions, Detailed rules and regulations, Interpersonal connections with one another

The organizational form of bureaucracy is distinguished by these factors

W. Edwards Deming and Joseph M. Juran

Developed Total Quality Management

Total Quality Management

Focuses on customer satisfaction, needs and expectations

Total Quality Management

This theory is the foundation of today's quality management principles

Quality of Design, Quality of Conformance, Availability, Full Service

Juran's Fitness of Quality

Quality of Design

Through market research, product, and concept (Juran's Fitness of Quality)

Quality of Conformance

Through management, manpower, and technology (Juran's Fitness of Quality)

Availability

Through reliability, maintainability, and logistic support (Juran's Fitness of Quality)

Full Service

Through promptness, competence, and integrity (Juran's Fitness of Quality)

Organizational Behavior Approach

Observing the conduct, demeanor, or action of people at work

Robert Owen, Hugo Munsterberg, Marker Parker Follett, Chester Barnard

Early followers of the Organizational Behavior Approach

Goal Setting, Executing the Plan, Measuring Results, Sustaining Growth

GEMS of Management

Goal Setting

Establishing objectives for a company/organization (GEMS of Management)

Synthesizing Information

In this primary stage, the manager engages in data gathering (Goal Setting)

Formulating Alternatives

Through effective data gathering and synthesis, the manager arrives at a decision on whether to pursue the business (Goal Setting)

Deciding on Courses of Action

Decide on what decision you will pursue (Goal Setting)

Establishing Goals

Put decisions in more concrete, short term, and long term coals (Goal Setting)

Executing the Plan

Directing the attainment of project/business goals (GEMS of Management)

Organizing

Identifying your network of suppliers, developing and inventory, identifying staff and their roles (Executing the Plan)

Communicating

Orienting the workforce about the business plans, goals, policies, and systems (Executing the Plan)

Guiding

Teaching the workforce to properly relate to customers, how to interact especially to difficult and demanding ones (Executing the Plan)

Measuring Results

Requires the manager to evaluate how the project or business is progressing toward its goals (GEMS of Management)

Sustaining Growth

Determines the success of the business (GEMS of Management)

Manager

An individual engaged in management tasks such as the supervision, sustaining, upholding, and assurance of obligations for the work of others within their workgroup, team, department, and organization in general

Top-level Managers/Corporate Managers, Middle-level Managers/Tactical Managers, Frontline/Lower-level Managers/Operational Managers

Managerial levels

Top-level Managers

General or strategic managers who focus on long-term organizational concerns.

Middle-level Managers

Formulate specific objectives and activities based on the strategies or general goals and objectives developed by top-level managers.

Middle-level Managers

Most aware of the company's problems because of their closer contacts with customers, frontline managers, and other subordinates

Frontline/Lower-level Managers

Supervises the organization's day-to-day activities. Bridge between management and non-management employees

Managerial Roles

Different roles of managers

Henry Mintzberg

Professor who developed managerial roles

Leader

Possesses good leadership qualities or a combination of good moral character, strong professional will, humility that builds enduring greatness, and commands loyalty and respect among subordinates

Liaison

Can maintain unity of action in the organization

Figurehead

Has nominal leadership but without real power

Spokesperson

Speaks in the name and behalf of another, as on behalf of the company president or owner

Interpersonal, Information, Decision-making

Managerial roles

Leader, Liaison, Figurehead

Interpersonal role

Spokesperson, Monitor, Disseminator

Informational role

Disturbance Handler, Resource Allocator, Negotiator, Entrepreneur

Decisional role

Conceptual, Human, Technical

Managerial skills

Conceptual Skills

Enable managers to think of possible solutions to complex problems. Through the ability to visualize abstract situations, they develop a holistic view of their organization and its relation to the wider external environment surrounding it (Managerial Skill)

Top-level

Conceptual skills are a must have for ________ managers

Human Skills

Enable managers in all levels to relate well with people. Communicating, leading, inspiring, and motivating becomes easy with this (Managerial Skill)

All

Human skills are a must have for ______ managers

Technical Skills

Help perform tasks with proficiency with the use of their experience (Managerial Skill)

Lower-level

Technical skills are a must have for ________ managers

Staffing, Communication, Training, Administrative Investigation and Discipline, Employee Relations, Business Growth and Sustainability

Managerial responsibilities

Staffing

Writing job descriptions, putting ads for open positions, reviewing resumes, interviewing applicants, hiring, firing, ensure that employees are trained properly, follow rules, perform jobs satisfactorily and receive feedback regularly (Managerial Responsibility)

Communication

Resolve conflicts, motivate employees, interact with the public, preserve customer relations (Managerial Responsibility)

Training

Schedules orientation of new employees and subsequent training, evaluate employees' progress, identify who are candidates for promotions (Managerial Responsibility)

Administrative Investigation and Discipline

Investigate any employee who violates company rules and discipline them, terminate an employee who habitually fails to perform under the standards of the company (Managerial Responsibility)

Employee Relations

Maintenance of good employer-employee relations (Managerial Responsibility)

Business Growth and Sustainability

Ensure the success of the company (primary responsibility!!), actions must be geared toward business growth and sustainability, constantly review the company's financial, budgetary, and production goals (Managerial Responsibility)