LESSON 1: Management

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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
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
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)
Assigning responsibilities, setting aside funds (and other materials), bringing in harmonious relationships between people within the organization (Management Function)
Encouraging or motivating subordinates to do their best to help the company achieve its objectives (Management Function)
Leading requires effective _________ skills
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)
Harmonious, coordinated operation of the different parts and processes of the organization
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
Being able to produce the maximum output with minimum input
Optimal use of scarce resources in order to bring maximum productivity
Being adopted to produce an effect or being able to do things correctly
"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
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)
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)
Identifying your network of suppliers, developing and inventory, identifying staff and their roles (Executing the Plan)
Orienting the workforce about the business plans, goals, policies, and systems (Executing the Plan)
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)
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
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
Can maintain unity of action in the organization
Has nominal leadership but without real power
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)
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)
Human skills are a must have for ______ managers
Technical Skills
Help perform tasks with proficiency with the use of their experience (Managerial Skill)
Technical skills are a must have for ________ managers
Staffing, Communication, Training, Administrative Investigation and Discipline, Employee Relations, Business Growth and Sustainability
Managerial responsibilities
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)
Resolve conflicts, motivate employees, interact with the public, preserve customer relations (Managerial Responsibility)
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)