THE NATURE AND

PURPOSE
OF MANAGEMENT
01
MANAGEMENT
Set of activities which includes planning and decision making, organizing,
leading and controlling. It is also directed at an organization’s resources with
the aim of achieving organization goals in an efficient and effective manner.

02
EFFICIENCY
Using resources wisely and in a cost-
effective way.

03
EFFECTIVELY
Making the right decisions and
successfully implementing them.
ESSENTIAL TERMS

04
MANAGER The most essential terms relevant to the
Someone whose primary responsibility study of curriculum and to demonstrate as to
is to carry out the management process. how the texts work in your chosen field.
 EFFICIENCY
Operating in such a way that resources are
EFFICIENCY VS.
EFFECTIVENESS not wasted.

SUCCESSFUL MANAGEMENT
Efficiency and effectiveness both lead to
successful management.

EFFECTIVENESS
Doing the right things in the
right way at the right times.
WHAT IS A
MANAGER?
IN ORGANIZATION:
A manager carries out the management
process.
Someone who plans and makes
decisions, organizes, leads, and
controls human, financial, physical, and
information resources.
LEVELS OF
MANAGEMENT
TOP MANAGERS
The relatively small group of executives
TOP MANAGERS
who manage the overall goals, strategy
and operating policies.
MIDDLE MANAGERS
The largest group of managers who are
responsible for implementing the
policies and plans of top managers. They MIDDLE MANAGERS
supervise the activities of lower-level
managers.
FIRST-LINE MANAGERS
Managers who supervise and

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KIND OF MANAGERS BY
AREA / DEPARTMENT
KATIE DARCY
MARKETING MANAGER
Works in areas related to getting
clients to buy the organization’s
products and services.
BENJAMIN SHAH
FINANCIAL MANAGER
Deal primarily with
organization’s financial resources.
ISABEL MERCADO
OPERATIONS MANAGER
Creates and manages the systems
that create the organization’s
products and services.
JULIANA SILVA
HUMAN RESOURCE MANAGERS
Works in human resource planning, recruiting,
selection, training and development, designing
compensation and benefit systems, formulating
performance appraisal systems.
CHAD GREEN
ADMINISTRATIVE MANAGER
an Generalists who are familiar with
all functional areas of management
and who are not associated with
any particular management
specialty.
MANAGEMENT, AND THE Regardless of level or area,
MANAGEMENT PROCESS management involves the four basic
IN ORGANIZATIONS functions of planning and decision
making, organizing, leading, and
controlling.
 Technical Skills

SKILLS AND THE Interpersonal

Skills
MANAGER Conceptual
To carry out these management Skills
functions most effectively, managers
rely on a number of different Fundamental Diagnostic
Skills
fundamental management skills, of Management Skills
which the most important are Communication
technical, interpersonal, conceptual, Skills
diagnostic, communication, decision-
making, and time management skills Decision-Making
Skills
Time-Management
Skills
TECHNICAL
SKILLS
the specific knowledge and skill
needed to carry out particular
activities and make use of particular
tools and programs in practical
settings. A wide range of technical
abilities are necessary in almost
every industry and field, including
IT, business administration,
healthcare, and education.
INTERPERSONAL
SKILLS
the capacity to interact with,
comprehend, and inspire both
people and groups. An
effective manager must be
able to get along with peers,
superiors, and subordinates as
they go up the organizational
ladder.
CONCEPTUAL SKILLS
It depends on the manager’s ability to
think in the abstract.

Managers need the mental capacity to

understand the overall workings of the
organization and its environment , to grasp how
all parts of the organization fit together, and to
view the organization in a holistic manner.

This ability allows them to think strategically, to

see the “bigger picture,” and to make broad-based
decisions that serve the overall organization.
 DIAGNOSTIC SKILLS

Diagnostic skills enable managers to

visualize the most appropriate
response to a situation.

A manager diagnoses and analyzes a

problem in the organization by
studying its symptoms and then
developing a solution.
COMMUNICATION SKILLS
It refers to the manager’s abilities to both effectively convey
ideas and information to others and effectively receive ideas and
information from others.

Communication skills help the

manager listen to what others say
and understand the real meaning
behind e-mails, letters, reports, and
other written communication.
 DECISION -
MAKING SKILLS
REFER TO THE MANAGER’S ABILITY TO CORRECTLY RECOGNIZE AND DEFINE
PROBLEMS AND OPPORTUNITIES AND TO THEN SELECT AN APPROPRIATE COURSE
OF ACTION TO SOLVE PROBLEMS AND CAPITALIZE ON OPPORTUNITIES. NO
MANAGER MAKES THE RIGHT DECISION ALL THE TIME. HOWEVER, EFFECTIVE
MANAGERS MAKE GOOD DECISIONS MOST OF THE TIME. AND, WHEN THEY DO
MAKE A BAD DECISION, THEY USUALLY RECOGNIZE THEIR MISTAKE QUICKLY
AND THEN MAKE GOOD DECISIONS TO RECOVER WITH AS LITTLE COST OR
DAMAGE TO THEIR ORGANIZATION AS POSSIBLE.
TIME
MANAGEMENT
SKILLS
REFER TO THE MANAGER’S ABILITY TO PRIORITIZE WORK, TO WORK
EFFICIENTLY, AND TO DELEGATE WORK APPROPRIATELY. AS ALREADY NOTED,
MANAGERS FACE MANY DIFFERENT PRESSURES AND CHALLENGES. IT IS TOO EASY
FOR A MANAGER TO GET BOGGED DOWN DOING WORK THAT CAN EASILY BE
POSTPONED OR DELEGATED TOOTHERS. WHEN THIS HAPPENS, UNFORTUNATELY,
MORE PRESSING AND HIGHER-PRIORITYWORK MAY GET NEGLECTED
THE SCIENCE AND ART OF MANAGEMENT
(MANAGEMENT: SCIENCE OR ART?)
Given the complexity inherent in
the manager’s job, a reasonable
question relates to whether
management is a science or an
art. In fact, effective
management is a blend of both
science and art. Successful
executives recognize the
importance of combining both
the science and art of
management as they practice
their craft.
● THE SCIENCE OF MANAGEMENT
-Assumes that problems can be
approached using rational,
logical, objective and
systematic ways.

- Requires technical,
diagnostic, and decision-
making skills and techniques to
solve problems related to the
organization.
 ● THE ART OF MANAGEMENT
- Decisions are made and problems are
solved using a blend of intuition,
experience, instinct, and personal
insights.
- Requires conceptual,
communication, interpersonal, and
time management skills to accomplish
the tasks associated with managerial
activities.
THE HUMAN RELATIONS MOVEMENT

It proposed that workers respond primarily to the

social context of the workplace, including social
conditioning, group norms, and interpersonal
dynamics.
Abraham Maslow (1908–1970) and Douglas
McGregor (1906–1964) contribute to its
advancement.
DOUGLAS MCGREGOR’S THEORY X AND Y MODEL
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