Management Controlling

Monitor activities’ performance

What is management? Compare actual performance with the set goals
-Defined as the achievement of organizational Evaluate activities’ performance whether things
objectives through people and other resources. are going as planned
Correct any disturbance to get work back on
Functions of Management track and achieve the set goals
1. decision making -Ensure all activities are accomplished as
2. planning planned
3. organizing
4. staffing Decision Making
5. communicating Determines the available alternatives and
6. motivating chooses the best solution that suits a given
7. leading problem.
8. controlling
Communicating
Planning transferring information from one
Define goals communicator to another.
-Establish strategies for achieving those goals
-Develop plans to integrate and coordinate Motivating
activities act of giving employees reasons or incentives to
-Setting goals and plans (how to achieve them) work in order to achieve organizational
objectives.
Organizing
Determine: Efficiency vs. Effectiveness
What tasks are to be done?
Who is to do them? Efficiency
How tasks are to be grouped? Getting the most output from the least amount
Who reports to whom? of inputs
Where decisions are to be made? “Doing things right”
concern with means(ways) of getting things
(Arrange tasks and other resources to done
accomplish organization’s goals) Getting work done with a minimum effort,
expense, or waste
Staffing (Use resources – people, money, raw materials–
It refers to the process of recruiting, placing, wisely and cost-effectively)
training, and developing personnel.
Effectiveness
Directing/Leading Do those work activities that will help the
Motivate subordinates (lower positions) organization reach its goals
Help resolve group conflicts “Doing the right things”
Influence individuals or teams as they work Concern with ends (result) of organizational
Select the most effective communication goal achievement
channel accomplish tasks that help fulfill organizational
Deal with employee behavior issues Hire, train, objectives
motivate(lead) people (Make the right decisions and successfully carry
them out to accomplish the org. goal)

Manager
A manager is one who plans, organizes, leads,
and controls other individuals in the process of
pursuing organizational goals.
Titles: President, department head, dean,
administrator, supervisor, team leader.
I. Lowest Level of Management
First-line managers:
Manage the work of nonmanagerial employees
who typically are involve with producing the
organization’s products or servicing the
organization’s customer
They are often called: supervisor, shift manager,
district manager, department manager, office
manager
II. Middle Level of Management
Middle managers:
Manage work of first-line managers. Direct the
activities of other managers and sometimes also
those operating employees.
-They work with top managers and coordinate
with peers to develop and implement action
plans to accomplish organizational objectives
They are often called: regional manager, project
leader, store manager, division manager
III. Upper Level of Management
Top managers:
They are responsible for the overall
performance of the organization.
-They formulate strategies, provide leadership,
evaluate and shape the method of organizing,
and control the direction of the organization in
the effort to accomplish goals.
They are often called: chief executive officer,
president, vice president, managing director,
chief operating officer, senior VP.
Management Skills
Technical Skills- refer to the abilities to use
special proficiencies or expertise in performing
specific tasks. They refer to the use of tools,
techniques, and specialized knowledge.
 Human Skills-refer to the abilities to work well
in cooperation with other persons; whether
they are subordinates, peers, or superiors.
Conceptual Skills- refer to the ability of the
manager to see the organization as a whole and
to solve problems in ways that benefit the total
system.
Mintzberg’s Management Roles
-Specific actions or behaviors expected of a
manager
3 types of managerial roles:
1. Interpersonal
2. Informational
3. Decisional
Interpersonal Roles: involve people
(subordinates and person outside the
organization) and other duties that are
ceremonial and symbolic in nature
Informational Roles: involve collecting,
receiving, and disseminating information
Decisional Roles: entail making decisions or
choices
Mintzberg group managerial activities and
roles as involving
Interpersonal Role
 Figurehead: perform ceremonial duties like
greeting company visitors, speaking at the
opening of a new facility, or representing
the company at a community luncheon to
support local charities
 Leader: motivate and encourage workers to
accomplish organizational objectives
 Liaison: deal with people outside their units
to develop alliances that will help in org.
goal achievement
Informational Role
 Monitor: scan environment for information,
actively contact others for information,
continually update news/ stories related to
their business (inside and outside org.)
 Disseminator: share the information they
have collected with their subordinates and
others in the company
 Spokesperson: share information with
people outside their departments and
companies.
Decisional Roles
 Entrepreneur: adapt themselves, their
subordinates, and their units to change/
innovation
 Disturbance Handler: respond to pressures
and problems demand immediate attention
and action
 Resource Allocator: set priorities and
decide about use of resources
 Negotiator: continual negotiate schedules,
projects, goals, outcomes, resources, and
employee raises in order to accomplish the
goals.
What is an organization?
It is a collection of people working together to
achieve a common purpose.
The Functions of Organization
Common Characteristics of Organization:
1. Coordination of effort – produce better
outputs
2. Common Goal or Purpose – to achieve
proper direction, employees should be provided
with a common goal or purpose.
3. Division of labor – when jobs are divided into
manageable parts, workers will be more familiar
with their assignments.
4. Hierarchy of Authority – chain of command.
Management Principles by Henri Fayol:
 Division of Labor – breaking a job for
productivity
 Authority – give orders and the power to
exact obedience
 Discipline – uniform application of behavior
 Unity of Command – one supervisor
(organic supervision)
 Unity of Direction – efforts of the
organization as a whole
 Subordination of the individual interests to
the general interest - ROI and salary
increase
 Remuneration – employees should be paid
fairly
 Centralization – centralized power and
authority
 Scalar Chain – subordinates must observe
the official chain of command
 Order – human and non- human resources
must be in their proper places.
 Equity – kindliness and justice
 Stability of Tenure – effective manpower
planning
 Initiative – the ability to assess and initiate
things independently.
 Esprit de Corps – teamwork and harmony
Principles of Organization
Principle of Objective
-The objective of the organization must first be
determined and laid out clearly before any
activity is undertaken.
-The objective will serve as the guide in
determining whether a certain activity is
required or not.
Principle of Analysis
Managers in an organization must be able to
break a problem down into its components,
analyze these components, and then come up
with a feasible solution.
Principle of Simplicity
-Simplest manner that could make the
achievement of objectives possible.
-Only activities that are absolutely necessary
should be undertaken, and those, which are
not, should be eliminated.
Principle of Functionalization
Business firms are not supposed to be organized
to accommodate individuals. Rather, it should
be built around the main functions of the
business.
Educating Managers
How will you Educate managers?
-A very important concern in management is
training managers.
-Business firms should make sure that their
managers are well qualified to handle the jobs
assigned to them.
-Skills required of managers in the effective
performance of their jobs are technical, human,
and conceptual.