ORGANIZATION AND MANAGEMENT Handout_2

CHAPTER 1. NATUE & CONCEPT OF MANAGEMENT NOTES:

1.5 ADMINISTRATION AND MANAGEMENT

“Administration means overall determination of policies, setting of major

objectives, the identification of general purposes and lying down of broad
programmes and project” – Theo Haimann

“Administration means guidance, leadership and control of the efforts of the

groups towards some common goals”

The difference between Management and Administration can be summarized

under two categories:

1. Functions

2. Usage / Applicability

BASIS POINT OF MANAGEMENT ADMINISTRATION

DIFFERENCE
Meaning Management is an art of It is concerned with
getting things done formulation of broad
through others by objectives, plans &
directing their efforts policies
towards achievement of
predetermined goals.
Nature Management is an Administration is a
executing function. decision making function
Process Management decides who Administration decides
ON THE BASIS
should as it & how should what is to be done &
OF FUNCTIONS
he do it. when it is to be done.
Functions Management is a doing Administration decides
function because what is to be done &
managers get work done when it is to be done.
under their supervision.
Skills Technical and Human Conceptual and Human
skills skills
Level Middle & lower level Top level function
function
Applicability It is applicable to business It is applicable to non-
concerns i.e. profit-making business concerns i.e.
organization. clubs, schools, hospitals
etc.
ON THE BASIS
Influence The management The administration is
OF USAGE
decisions are influenced influenced by public
by the values, opinions, opinion, govt. policies,
beliefs & decisions of the religious organizations,
managers. customs etc.
 BASIS POINT OF MANAGEMENT ADMINISTRATION
DIFFERENCE
Status Management constitutes Administration represents
the employees of the owners of the enterprise
ON THE BASIS
organization who are paid who earn return on their
OF USAGE
remuneration (in the form capital invested & profits
of salaries & wages). in the form of dividend.

Practically, there is no difference between management and administration. Every

manager is concerned with both – administrative management function and
operative management function as shown in the figure below

The Figure above clearly shows the degree of administration and management
performed by the different levels of management.

1.6 MANAGER

1.6.1 DEFINITION:

A Manager is the person responsible for planning and directing the work of a
group of individuals, monitoring their work, and taking corrective action when
necessary.
1.6.2 SKILLS REQUIRED BY A MANAGER:

Not everyone can be a manager. Certain skills, or abilities to translate knowledge

into action that results in desired performance, are required to help other
employees become more productive. These skills fall under the following
categories:

 Technical
 Human
 Conceptual

Although all three categories contain skills essential for managers, their relative
importance tends to vary by level of managerial responsibility.

Following are some of the skills and personal characteristics that a manager
should acquire through observation, formal training or on the job:

 Leadership
 Self-objectivity
 Analytic thinking
 Behavioral flexibility
 Oral communication
 Written communication
 Personal impact
 Resistance to stress
 Tolerance for uncertainty

Following are the main functions of manager:

 Planning: This step involves mapping out exactly how to achieve a

particular goal.
 Organizing: After a plan is in place, a manager needs to organize his team
and materials according to the plan. Assigning work and granting authority
are two important elements of organizing.
 Staffing: After a manager discerns his area's needs, he may decide to beef
up his staffing by recruiting, selecting, training, and developing
employees.
 Leading: Leading involves motivating, communicating, guiding, and
encouraging. It requires the manager to coach, assist, and problem solve
with employees.
 Controlling: He needs to continuously check results against goals and take
any corrective actions necessary to make sure that his area's plans remain
on track.
1.8 ROLE PERFORMED BY MANAGERS

In his classic book, The Nature of Managerial Work, Henry Mintzberg describes
a set of ten roles that a manager fills. These roles fall into three categories:

 Interpersonal
 Informational
 Decisional

Category Role Activity

Informational Monitor Seek and receive information; scan periodicals and
reports; maintain personal contact with
stakeholders.
Disseminator Forward information to organization members via
memos, reports, and phone calls.
Spokesperson Transmit information to outsiders via reports,
memos, and speeches.
Interpersonal Figurehead Perform ceremonial and symbolic duties, such as
greeting visitors and signing legal documents.
Leader Direct and motivate subordinates; counsel and
communicate with subordinates.
Liaison Maintain information links both inside and outside
organization via mail, phone calls, and meetings.
Decisional Entrepreneur Initiate improvement projects; identify new ideas
and delegate idea responsibility to others.
Disturbance Take corrective action during disputes or crises;
handler resolve conflicts among subordinates; adapt to
environments
Resource allocator Decide who gets resources; prepare budgets; set
schedules and determine priorities.
Negotiator Represent department during negotiations of
union contracts, sales, purchases, and budgets.

Prepared by:

Mariz Jean Sangcap

Pasig National Highschool