Management

Prepared by Prof. Alejandro Bautista, MBA, PhD DAPM

Management
• Management is the coordination and administration of tasks to achieve a goal. Such
administration activities include setting the organization’s strategy and coordinating the
efforts of staff to accomplish these objectives through the application of available
resources. Management can also refer to the seniority structure of staff members within
an organization.
What Are Organizations?
• "An organization can be conceptualized as a collection of individuals deliberately structured
within identifiable boundaries to achieve predetermined goals.“

• Organizations are social entities

• All organizations have a structure
• Organizations are designed to achieve specific goals
• Organizations have identifiable boundaries
• Organizations exist in a relatively permanent basis
• All formal organizations use specific knowledge (or technology) to perform work-related
activities.
Five Basic Operations of a
Manager
• Setting objectives
• Organizing
• Motivating the team
• Devising systems of measurement
• Developing people
Management styles are affected by:
Internal factors include:
• The overall organizational and corporate culture of the
company,
• policies,
• priorities,
• employee engagement,
• staff skill levels.
Management styles are affected by:
External factors include:
• employment laws,
• the economy,
• competitors,
• suppliers,
• consumers.
MANAGEMENT STYLES
Authoritarian/Authoritative management styles

• The authoritarian management style involves managing through clear direction and control.
• It is also sometimes referred to as the autocratic or directive management style.
• Authoritarian managers typically assert strong authority, have total decision-making power,
and expect unquestioned obedience.
• Employees are expected to follow orders, not question the authority of management, and
perform their tasks the same way each time.
MANAGEMENT STYLES
Bureaucratic management styles

• The bureaucratic leadership style is a leadership method that passes down

responsibility through a standardized chain of command.
• It follows a hierarchical system with a strict set of rules.
• Bureaucratic leadership, relies more on the entire line of authority versus a single leader.
• It is a leadership style where the leader follows a thorough chain of command, delegates
inflexible duties, and bears firm responsibilities with an authoritative hierarchy.
MANAGEMENT STYLES
Persuasive management style

• A compelling leader spends a lot of time with their team members.

• Engaged with employees allows the persuasive manager to lead by example and gain
buy-in and compliance from the team by persuading rather than instructing or
demanding.
• Influential managers are aware of the work that their team members are doing on a day-to-
day basis and are involved in their work lives.
• This style can be used when you have more experience on the subject than your
leading team.
MANAGEMENT STYLES
Paternalistic management style

• The manager acts with the best interests of their subordinates at heart.
• The organization will refer to staff as ‘family’ and ask for loyalty and trust from employees.
• Decisions are explained to employees, but there is no room for collaboration or questioning.
• The use of this style is heavily culture-dependent and good for small organizations only.
• There is less reliance on hierarchical structures, and employees will be less accepting of the
idea of a benevolent leader.
MANAGEMENT STYLES
Visionary management styles

• Visionary managers focus on conveying the overall vision of the company, department, or project
to their team.
• They focus on motivation and alignment of the team, to keep everyone moving in the same
direction, and entrust their team members to handle the details about how to get there.
• Managers lead by inspiring their staff.
MANAGEMENT STYLES
Democratic management style

• A democratic manager invites the team to be directly involved in decision-making.

• Open lines of communication between democratic managers and employees allow these types of
managers to understand the skills and advantages that each employee brings to the table.
• This style of management is more successful when managers develop organized and streamlined
decision-making processes.
MANAGEMENT STYLES
Transactional management styles

• Focuses on using positive rewards such as incentives, bonuses, and stock options to
motivate employees to improve their performance.
• Transactional management style tends to be effective for short periods, where you need
to motivate your team to complete work they don’t want to do.
• It’s also not suitable for promoting creativity or innovation, as rewards are tied directly to
known results.
MANAGEMENT STYLES
Servant Leadership management styles

• A servant management style focuses on supporting your employees.

• Managers who embrace this style spend their time, coaching, mentoring, and supporting their
team.
• They see their role as one of an adviser or coach rather than a dictator or rule enforcer.
• The focus of servant leadership is not to discipline but to help people learn from their
mistakes and improve their own performance.
• The servant-leader management style is effective in helping your team develop and advance
professionally.
• While this can be successful for process improvement, innovation, and other cyclical initiatives,
MANAGEMENT STYLES
Consultative management styles

• Managers ask for the opinions and thoughts of their team, consulting the viewpoints
of every member of their team.
• The manager will make the final decision, but they will consider all of the information
given by team members before they do so.
• This style is often used in specialized fields, where staff are experts, and their input is
needed for the management to make informed decisions.0
• Used when managing teams with specialized skills or when the manager does not have as
much experience with the subject as the team does.
MANAGEMENT STYLES
Delegative management style

• The manager is only present to assign tasks, although they still are responsible for tasks
being completed successfully.
• Once the task is assigned, then the employees are empowered to do their work as they
see fit.
• After the task is complete, the manager steps back in to review the work and give advice
about how to improve future projects.
MANAGEMENT STYLES
Coaching management style

• The manager’s job is to develop and guide their team, putting their team’s professional
development at the forefront of their priorities.
• Long-term development is valued above short-term failures in this style, and the
manager wants to promote learning, upskilling, and growth in the workplace.
• This style can lead to toxic environments, as staff jockey for favored roles and
development tasks.
• This style is useful when organizations want to promote and develop talent from within.
• Industries with competitive job markets would benefit from this style, as it can cost time
and money to recruit the right candidates.
MANAGEMENT STYLES
Laissez-faire management

• The laissez-faire manager functions almost more like a mentor than a manager.
• They empower their employees to step up and make decisions.
• Staff is trusted to do their work without supervision, and they are left to control their
decision-making and problem-solving.
• Management is present at the delegation and delivery stages of work, but otherwise steps
back and gives staff the freedom to control their workflow and outcomes.
THREE LAYERS OF
MANAGEMENT
Low-level management
➢ Low-level managers include roles like front-line team leaders, foremen, section leads and supervisors. This level of
management, the lowest in the three layers, is responsible for overseeing the everyday work of individual employees or
staff members and providing them with direction on their work.

Middle management
➢ Middle managers, the next layer in the management hierarchy, are overseen by senior management.
➢ Middle management is responsible for communicating the strategic goals developed by senior management down the
line to front-line managers.

Senior management
➢ Senior management, including the chief executive officer, president, vice president and board members, is at the top
layer of this management hierarchy.
➢ Senior management needs to set the overall goals and direction of an organization.
CHARACTERISTICS OF
MANAGEMENT
• Universal
• Goal-Oriented
• Every organization is set up with a predetermined objective and management helps in reaching
those goals timely, and smoothly.
• Continuous Process
• It is an ongoing process which tends to persist as long as the organization exists.
• Multi-dimensional
• Management is not confined to the administration of people only, but it also manages work,
processes, and operations, which makes it a multi-disciplinary activity.
• Group activity
• Dynamic function
• Intangible force
• Management can neither be seen nor touched but one can feel its existence, in the way the
organization functions.
FUNCTIONS OF
MANAGEMENT
Planning: It is the first and foremost function of management, to decide beforehand
what is to be done in future. It encompasses formulating policies, establishing targets,
scheduling actions and so forth.

Organizing: Once the plans are formulated, the next step is to organize the activities
and resources, as in identifying the tasks, classifying them, assigning duties to
subordinates and allocating the resources.
Staffing: It involves hiring personnel for carrying out various activities of the
organization. It is to ensure that the right person is appointed to the right job.

Directing: It is the task of the manager to guide, supervise, lead and motivate
the subordinates, to ensure that they work in the right direction, so far as the
objectives of the organization are concerned.

Controlling: The controlling function of management involves a number of

steps to be taken to make sure that the performance of the employees is as
per the plans. It involves establishing performance standards and comparing
them with the actual performance. In case of any variations, necessary steps
are to be taken for its correction.
PLANNING AND
DECISION
MAKING
PURPOSE OF PLANNING
• Achievement of Goals
PURPOSE OF PLANNING
Cost-Effective Decision-Making
PURPOSE OF PLANNING
Forecasting
PURPOSE OF PLANNING
Productive Utilization of Available Resources
PURPOSE OF PLANNING
Facilitate Other Management Functions
PURPOSE OF PLANNING
Risk-Management
IMPORTANCE OF PLANNING
ELEMENTS/COMPONENTS OF PLANNING
TYPES OF PLANNING
Operational Planning
• Operational plan or work plan refers to the planning process aimed at achieving departmental
and organizational goals. It is related to the day-to-day functioning of organizations.

Strategic Planning
• It includes defining directions and allocating resources for execution. Strategic planning is
meant for long-term business decisions.

Tactical Planning
• This type of planning is for short duration i.e. plans and actions by functions for short-term and
aims at contributing to the strategic plan of an organization. Tactical planning is based on
today’s need and is a bit more detailed.
TYPES OF PLANNING
Contingency Planning
➢ These types of plans are need-based and are formulated when the need for change
arises or during the occurrence of any unexpected circumstance. It is also called
alternate plans as it comes under picture once other plans fail to produce desired
results.
PLANNING PROCESS
DECISION-MAKING
• Decision-making is defined as the process by which different possible
solutions or alternatives are identified and the most feasible solution or
course of action is finalized.
• It is an integral part of planning. Decision-making results in selecting
the right action among different available options.
CHARACTERISTICS OF
DECISION-MAKING
✓ Process-oriented
• Decision-making consists of a process to choose the best solution to a problem among available
alternatives. The process includes identifying and analyzing problems, collecting different facts and
figures, finding different solutions, and, finally, narrowing down and implementing the best one to
meet organizational goals.
✓ Demands creativity and Intellectual mind
• Decision-making process requires creativity and logical thinking. It demands a lot of mental
exercise and other components, i.e. education, experience level, intelligence, etc.
✓ Demonstrates commitment
• Decision-making process ensures better results based on the decisions made. So, it indicates the
commitment of desired results. It requires joint efforts of the team.
✓ Ensures the best solution
• Decision-making also provides the best solution to any problem as the best solution is decided
after evaluating different available alternatives.

✓ Impacts of decision-making
• Decision-making can be either positive or negative. A positive or right decision can bring positive
results and negative or wrong decisions can bring negative results.

✓ Decision-making is a final process

• After disbursing different activities and tasks, decision-making takes place to get the results of
the work done. It is the end result of discussions, comparisons, etc.

✓ An ongoing and changing process

• Organizations take decisions on a regular basis; so, decision-making is a continuous process.
Every decision consists of separate situations that make decision-making a changing process.
Decision-Making Process
• Situation analysis and information gathering
• Plan and make alternatives
• Evaluating and selecting the best alternative
• Implementing and evaluating decisions
FACTORS AFFECTING
DECISION-MAKING
• Timelines
• Value and beliefs of decision-makers
• Policies of organization
• Other factors like budget, manpower, values of
management also influence decision-making
TYPES OF DECISIONS
• Programmed and non-programmed decisions
• for daily routine issues and for those problems that repeat frequently
• Routine and strategy-oriented decisions
• quick decisions and don’t require deep thinking or analysis
• Policy-related and operational decisions
• decisions come under the preview of the top management and leave a long-term impact.
• Organization-based and personal decisions
• Decisions, taken by an individual as office staff, are organizational decisions
• Major and minor decisions
• Major decisions are those which require much time, effort, and thinking to finalize and have a
long-term impact
• Minor decisions are routine decisions and don’t require much time and deep thinking.
• Individual and group decisions
IMPORTANCE OF
DECISION-MAKING
1. Optimum utilization of resources
2. Problem-solving approach
3. Contributes to organizational growth
4. Encourage initiatives and innovations
5. Employee motivation