BSMLS – 2109

Coleen Faye C. Mejorada August 16, 2021

BSMLS – 2A Sir. Ronnel S. Mabasa, RMT, MSMLS

1. Define Management.
Management is defined as “working with and through people to accomplish a
common mission.” It means that you are leading or managing different people to
achieve your common goal.

2. What are the five conditions of management?

Here are the five conditions of management:
 Mission / goal
 Leaders with authority
 Resources
 Responsibility
 Accountability

3. What are the skills necessary for a manager and how important are they in a manager’s
development?
Skills of a manager is vital for their development in order for him/her to do his work
satisfactorily and effectively. Here are the following essential skills in managing:
 Organizational skills – a manager’s ability to see the organization as a whole.
 Conceptual skills – the greatest importance to top management.
 People skills – is an interpersonal skill that is beneficial to understand basic
human needs and work motivation. This skill is important to middle managers.
 Financial Management skills – the effective use of accounting in terms of
monetary assets of the institution.
 Decision Making – is the ability to identify a problem or opportunity and
implement a solution.
 Technical skills – it is the manager’s ability to understand and use the
effective techniques, knowledge, and tools in a department.

4. What are the different roles of the manager?

 People – the person with talent as well as knowledge.
 Servant – acts as servants as they deliver the vital means for the staff in order to
meet the needs of their patients or customer.
 Representative – is said to be the most important function in the roles of a
manager.

5. Illustrate the hierarchy of managerial levels.

Top Management - the executive

level

Middle Management - operations

managers or division heads
First-line Management - the
supervisors, team leaders, and
chief technologist
6. Differentiate traditional organizational chart from contemporary / patient-focused.
In the traditional organizational chart, the top managers ensure the organization’s
competitiveness as well as the lower managers’ and employees’ job security.
Furthermore, the lower-level managers and employees implement top management’s
strategy with loyalty and obedience. On the other hand, in contemporary or patient-
focused chart, the empowered lower-level managers and employees are responsible for
the organization’s competitiveness and their development. Moreover, top management
support personnel development and ensure employability.

7. Differentiate the four schools of management philosophies and their notable

proponents.
 Scientific management – is a management that attempts to apply a scientific or
systematic approach to the study of organizations. It is said that management
should have a systematic process of task because it is vital in planning. The
notable proponents of this management are Henri Fayol, Frederick W. Taylor,
Frank Gilbreth and Lilian Gilbreth.
 Bureaucracy Management – examines the organizational aspects of the
institution and its workflow in order to discuss how institutions function and how
to improve their structural process. The notable proponents for this management
are Adam Smith, Peter Drucker and Tom Peters.
 Behavioral Science – this focuses more on the performance and interaction of
the people within the said organizations. The notable proponents are Elton Mayo
(known for Hawthorne Studies)and Douglas McGregor known (known for his
Theory X and Theory Y).
 System Analysis – is an outgrowth of management science that views the
organization as a continuous process interacting within itself as its environment.

8. What is the management process?

The management process is a continuum of function that the manager must perform
to ensure the smooth operations of an organization.

9. What are the four functions in the management process?

Here are the four functions in the management process:
 Planning – is said to be the portion of management process that requires
thinking and analyzing.
 Organizing – is composed of grouping people and assigning activities to them
in order for the job tasks and missions will be properly carried out.
 Directing – is known to be the most visible of all management functions.
Instructions, follow-up, and modifications belongs to directing as well.
 Controlling – is defined as the process of checking up on the priorities
established in the previous three management. Controlling function is all
about setting standards, measuring the performance, comparing the
performance if it’s right or wrong, and taking corrective action.
10. Illustrate the relationship of the functions to each other and to the management process
as a whole.
The management Process has four functions which includes planning, organizing
(staffing is part of organizing), directing, and controlling to have a greater goal
efficiency.

Planning

Controlling Organizing
Management
Functions

Directing Staffing

11. How important is each function of the management process?

With the help of each function, the group will likely achieve their goal efficiently. It
arranges the factors of production, assemble resources, integrates the resources in
effective manner and it directs the group effort towards achievement of the objective
goals. This is also best suited for certain tasks and keeps every individual to be
organized throughout their different jobs.