MANAGEMENT

IN GENERAL
June Amy D. Panganiban
Annilie P. Lagan
Shella Mae P. Obsanga
Presenters

OVERVIEW
MANAGEMENT: AN
INTRODUCTION
* DEFINITION OF MANAGEMENT
* FIVE FUNCTIONS OF
MANAGEMENT
* MANAGEMENT AS A SCIENCE &
AN ART
* MANAGEMENT ACTIVITIES AND
ROLES
* DEFINITION OF MANAGER
A. ESSENTIAL MANAGERIAL

Management
- Planning and implementing ; getting
things done through other people; the
driving force that will determine the
success or failure of a business
- The process of applying the five
functions of management, which are
Planning, Organizing, Staffing,
Directing, Controlling, on the Basic
Resources or the six ms, performed
to determine and efficiently
accomplish stated objectives or
goals, while maintaining ones Social

6 Ms or The BASIC
RESOURCES
1.Man
2.Money
3.Machines
4.Materials
5.Methods
6.Markets

According to George & Jerry, There

are four fundamental functions of
management i.e. planning, organizing,
actuating, and controlling.
According to Henry Fayol, To manage
is to forecast and plan, to organize, to
command, and to control.
Luther Gullick has given a keyword
POSDCORB
P

Planning
Co

Coordination
O Organizing R Reporting
S StaffingB Budgeting

Koontz and ODonnel formulated

the most accepted or universally
accepted
functions
of
management. These are:

1.PLANNING
2.ORGANIZING
3.STAFFING
4.DIRECTING
5.CONTROLLING

Universally Accepted Functions of

Management

PLANNING refers to the

formulation
of
objectives,
programs, policies, procedures,
rules and regulations, in order to
achieve the goals of the business.
It is related to decision-making. It
involves selecting the best course
of action that a business will
follow. It involves forecasting, that
is, making decisions in advance.
Planning is thinking before doing.

According to Koontz,
Planning is deciding in
advance what to do,
when to do, and how to
do. It bridges the gap
from where we are and
where we want to be.

ORGANIZING

is
the grouping together of people,
establishing
relationships
between them and defining the
authority and responsibility that
the personnel have in the use of
the
companys
material
resources
to
attain
predetermined
goals
and
objectives

Organizing
involves:

as

process

1.Identification of activities
2.Classification of grouping of
activities
3.Assignment of duties
4.Delegation of authority and
creation of responsibility
5.Coordinating authority and
responsibility relationships

According to Henry Fayol,

To organize a business is to
provide it with everything
useful or its functioning i.e.
raw material, tools, capital
and personnels.

STAFFING

involves
filling and keeping filled the
positions
provided
in
the
organization
structure.
It
delineates
manpower
requirements for the job to be
done, which includes recruiting
and selecting candidates for
position,
compensation
and
training or otherwise developing
both candidates and current job
holders to accomplish their tasks

STAFFING involves:
1.Manpower planning (estimating
manpower in terms of searching,
choosing the person, and giving
the right place
2.Recruitment,
Selection,
&
Placement
3.Training & Development
4.Remuneration
5.Performance Appraisal
6.Promotions and Transfer

DIRECTING refers to
the leadership provided in the
organization.
It
implies
followership, and people tend to
follow a person that they can see
is a means of providing for their
own needs and wants. This area
of
management
involves
motivation, leadership styles and
approaches, and communication

DIRECTING has following elements:

1.Supervision implies overseeing the
work of subordinates by their superiors
2.Motivation - means inspiring, stimulating
or encouraging the sub-ordinates with zeal
to work. Positive, negative, monetary, nonmonetary incentives may be used for this
purpose
3.Leadership - may be defined as a
process by which manager guides and
influences the work of subordinates in
desired direction
4.Communications - is the process of
passing information, experience, opinion
etc from one person to another. It is a
bridge of understanding

CONTROLLING
is the process of measuring and
correcting the activities of
subordinates and the company
itself to assure conformity to
plans.
Thus, it measures
performance against goals and
plans, shows where negative
deviations exists, and, by
actions to correct deviations
and help assure the success of
plans

CONTROLLING
has following steps:
1.Establishment of standard
performance
2.Measurement of actual
performance
3.Comparison of actual
performance with the standards
and finding out deviation if any
4.Corrective action

Management as a
Science and an Art
Management is, above all, a
practice where art, science and
craft meet.
-Henry Mintzberg is an internationally renowned
academic and author on business and management.

Management as a
Science
Science is a systematically
organized body of knowledge. It
is based on logically observed
findings, facts, and events. It
consists of exact principles
which are capable of verification
and its findings are

truths

universal

and could be applied in

any situation

FEATURES
Management is now a systematized
body of knowledge
Principles and theories are now
available
in
every
area
of
management
Principles of management has
evolved
through
practical
experience and theoretical research
Management principles have wide
range of application
Management theory and principles
can be taught in classrooms and

Management as an Art
Art means the application of
knowledge and personal skills to
achieve desired result.
Art
involves practical application of
theoretical knowledge and skill.

Management is an art
because it fulfils this feature

FEATURES
Situational
Personal Skill
Personal Judgment
Continuous Practice
Practical Knowledge

MANAGEMENT
both Art and Science
It
means
Management
is
a
combination of an organized body of
knowledge and skillful application of
this knowledge.
It is a science because it uses
certain principles
It is an art because it requires
continuous practice and personal
skill
Thus, Science and Art in Management

MANAGERIAL ACTIVITIES AND

ROLES
1. Interpersonal Roles
- Figurehead
- Liaison
- Leader
2. Informational Roles
- Monitor
- Disseminator
- Spokesperson
3. Decisional Roles
- Entrepreneur - Resource Allocator
- Disturbance Handler
- Negotiator

MANAGERIAL ACTIVITIES AND

ROLES
Three categories of managerial roles
1. INTERPERSONAL ROLES
dealing with working with other people.
2. INFORMATIONAL ROLES - deal
with the gathering and sharing of
information about the company.
3. DECISIONAL ROLES - dealing with
how decisions are made and conflicts
are resolved

INTERPERSONAL
ROLES
Figurehead symbolic duties for the
company.
Liaison building up contacts outside
of the company
Leader motivating and fostering
individual employees.

INFORMATIONAL ROLES
Monitor gathering and organizing of
information about the company.
Disseminator sharing information
about the company with followers
Spokesperson reporting of
information to those outside of the
company.

 DECISIONAL ROLES
a. Entreprenuer identifying future problems
and working out solutions to them, while also
seeking to improve the company;
b. Disturbance Handler - dealing with
unexpected issues and complications.
c. Resource Allocator - deciding of where,
when, and how the resources of a company
are going to be used.
d. Negotiator conflict resolution between
various groups, both internal and external to
the company;

What is a Manager?
- Under General Management, it is
someone
who practices the art and science of
management
- Under Organizational Management, a
manager is a person who is
responsible for people, activities, or
resources

Essential Managerial Skills as

Depicted by Katz:
1. Conceptual Skills
2. Human Skills
3. Technical Skills

Levels of Managers
1. Top Level Managers
2. Middle Level Managers
3. Lower Level Managers

Types of Managers
(Organizational Management)

1. Line Managers
2. Staff Managers
3. Functional Managers
4. General Managers
5. Administrators

Types of Managers
1. Line Managers -person who directly manages other
employees and is responsible for the administrative
management of the individual
2. Staff Managers - manager of employees in the
organization, including the development of staff skills
3. Functional Managers - a person who has
management authority over an organizational unit
4. General Managers - has broad, overall responsibility
for a business or organization
5. Administrators -responsible in creating information
systems and supervising its flow from and to others
within an organization

Famous management quotes from great

leaders
If you pick the right people and give them the
opportunity to spread their wings, and put
compensation as a carrier behind it, you almost
dont have to manage them
Jack Welch became the CEO of General Electric
(GE) for 21 years. He transformed GE into the
worlds admired and successful company with his
innovative management techniques. His
achievements are considered epic, and as a result,
thousands of companies around the world have
adopted the Welch Way.

Never try to teach a pig to sing;

it wastes your time and it annoys
the pig.

Paul Dickson is a freelance writer

of more than 50 non-fiction books

Hire people who are better than you are,

then leave them to get on with it; Look for
people who will aim for the remarkable,
who will not settle for the routine.
David Ogilvy
When hiring key employees, there are
only two qualities to look for; judgment
and taste. Almost everything else can be
bought by the yard.
John W. Gardner

Good management is the art of making

problems so interesting and their
solutions so constructive that everyone
wants to get to work and deal with them.
Paul Hawken is an environmentalist,
entrepreneur and best-selling author.
This quote was taken from his book
Natural Capitalism: Creating the Next
Industrial Revolution

Management is, above all, a practice

where art, science and craft meet.
Henry Mintzbergis an internationally
renowned academic and author on
business and management

The conventional definition of

management is getting work done
through people, but real management is
developing people through work.
Agha HasanAbedi