MANAGEMENT

-getting work done through others (Williams, 2009)

-process of planning, organizing, leading and controlling human and other organizational
resources towards the effective achievement of organizational goals (Dyck & Neubert, 2012)

ORGANIZATION
-any goal-directed (planning), deliberately-structured (organizing) group of people working
together (leading) to achieve results (controlling)” (Dyck & Neubert, 2012)

EFFICIENCY
-getting things done with a minimum of effort (social resources), expense (financial resources), or
waste (material resources)
• Human Resources (labor)
• Material Resources (land, etc.)
• Financial Resources (investors, etc.)
• Time (scarce resource/s)

EFFECTIVENESS
-accomplishing tasks that help fulfill organizational objectives

*companies start with EFFECTIVENESS then EFFICIENCY in order for them to be good at both
*use competitive advantage (what they have that other companies don’t)

FOUR FUNCTIONS OF MANAGEMENT

1. PLANNING
-determining organizational goals and a means for achieving them
-main Question: “What Business Are We In?”

2. ORGANIZING
-deciding where decisions will be made, who will do what jobs and tasks, and who will work for
whom

3. LEADING
-inspiring and motivating workers to work hard to achieve organizational goals
Input: Initiating Structure vs. Consideration
Output: Productivity vs. Employee Satisfaction

4. CONTROLLING
-monitoring progress toward goal achievement and taking corrective action when needed
ex. monoblock chairs and rejects to improve, see the weak point (ex. machines? workforce?)
LEVELS OF MANAGEMENT

WHAT DO MANAGERS DO?

-Filipino managers may be insecure and push people down (Crab Mentality)
-family owned companies (ex. Vikings, McDonalds, Meralco, Robinsons, Ayala) are prominent
because Filipinos trust their family members

MANAGERIAL ROLES
by H. Mintzberg

INTERPERSONAL ROLES
> Leader
-you critically relate with your team, manager motivates and develops staff and fosters a positive
work environment. He coaches and supports staff, enters into (official) conversations with them,
assesses them and offers education and training courses
> Liaison
-connector for other departments or companies
> Figurehead
-face of the company/department, networker (ex. Apple - Steve Jobs)

INFORMATIONAL ROLES
> Monitor
-collects information from other competitors
> Disseminator
-inspire people within the organization to feel connected to each other and to the institution, to
support the policies and decisions made on behalf of the organization and to work harder for
the good of the institution
> Spokesperson
-represents the company and he communicates to the outside world on corporate policies,
performance and other relevant information for external parties
*company starts off at the bottom of the capital
*a corporation is a person by law

DECISIONAL ROLES
> Entrepreneur
-manager designs and initiates changes and strategies
> Resource Allocator
-the manager controls and authorizes the use of organizational resources
-allocates finance, assigns employees, positions of power, machines, materials and other
resources so that all activities can be well-executed within the organization
> Negotiator
-manager participates in negotiations with other organizations and individuals and he represents
the interests of the organization
-this may be in relation to his own staff as well as to third parties (ex. salary negotiations or
negotiations with respect to procurement terms)
> Crisis Handler
-

WHAT DOES IT TAKE TO BE A MANAGER?

MANAGERIAL SKILLS
> Technical Skills
-ability to apply the specialized procedures, techniques, and knowledge required to get the job
done

> Human Skills

-ability to work well with others

> Conceptual Skills

-ability to see the organization as a whole, understand how the different parts affect each other,
and recognize how the company fits into or is affected by its external environment

TOP 10 MISTAKES MANAGERS MAKE

1. Insensitive to others: abrasive, intimidating, bullying style.
2. Cold, aloof, arrogant.
3. Betrayal of trust.
4. Overly ambitious: thinking of next job, playing politics.
5. Specific performance problems with the business.
6. Overmanaging: unable to delegate or build a team.
7. Unable to staff effectively.
8. Unable to think strategically.
9. Unable to adapt to boss with different style.
10. Overdependent on advocate or mentor.
 WHY DOES MANAGEMENT MATTER?
COMPETITIVE ADVANTAGE THROUGH PEOPLE
Competitive Advantage (CA) can be achieved by:
1. Providing Employment Security
2. Selective Hiring
3. Self-Managed Teams and Decentralization
4. High Wages Contingent on Organizational Performance
5. Training and Skill Development
6. Reduction of Status Differences
7. Sharing Information

SWOT & PESTEL ANALYSIS

> Business Context
-helps you carve a sustainable niche in your market.
> Personal Context
-helps you develop your career in a way that takes best
advantage of your talents, abilities, and opportunities

POTENTIAL STRENGTHS
Strategy
Product Line
Market Coverage
Manufacturing Competence
POTENTIAL OPPORTUNITIES
Marketing Skills
Expand Core Businesses
Materials Management Systems
New Market Segments
R&D Skills and Leadership
Widen Product Range
HR Competencies
Diversify into New Growth
Brand Name
Businesses
Management Style
Expand into Foreign Markets

POTENTIAL WEAKNESSES
Strategy
Product Line POTENTIAL THREATS
Manufacturing Costs Increase in Domestic Competition
Infighting Among Divisions Increase in Foreign Competition
High Conflict and Politics Change in Consumer Tastes
Growth Without Direction Rise in New or Substitute Products
Rising Labor Costs
Downturn in the Economy

You can get more opportunities with:

-networking events, educational classes, or conferences.
-a colleague going on an extended leave. Could you take on some of this person's projects to
gain experience?
-a new role or project that forces you to learn new skills, like public speaking or international
relations.
-a company expansion or acquisition. Do you have specific skills (like a second language) that
could help with the process?
PORTER’S FIVE FORCES

STARBUCKS