THE JOB

1.1. EVOLUTION OF MANAGEMENT THEORIES

THE SIMPLEST DEFINITION OF MANAGEMENT IS

GETTING THINGS DONE THROUGH PEOPLE. IT'S
IMPLIES THAT AN ORGANIZATION, WHETHER SMALL,
MEDIUM, OR LARGE, IS COMPOSED OF PEOPLE. A
BUSINESS ORGANIZATION EXISTS FOR A PURPOSE. A
SMALL CARINDERIA, FOR EXAMPLE, COOKS AND SELLS
FOOD TA CUSTOMERS. A MEDIUM-SIZED
TRANSPORTATION COMPANY LIKE VICTORY LINER
PROVIDES SAFE TRANSPORTATION TO THE PUBLIC TO
SOME PARTS OF LUZON. A LARGE-SIZED
MANUFACTURING COMPANY LIKE SAN MIGUEL
PROCESSES DRINKS AND FOOD PRODUCTS FOR SALE
TO THE PUBLIC. ALL THESE BUSINESS ENTITIES EXIST
• 1910S – 1940S MANAGEMENT AS SCIENCE
• 1950S – 1960S FUNCTIONAL ORGANIZATIONS
• 1970S STRATEGIC PLANNING
• 1980S COMPETITIVE ADVANTAGE
• 1990S PROCESS OPTIMIZATION
• 2000S BIG DATA
1.2 PRINCIPLES OF MANAGEMENT IT WAS A FRENCH
MANAGEMENT THEORIST, HENRI FAYOL (1841-1925) WHO
DEVELOPED FUNDAMENTAL NOTION OF PRINCIPLES OF
MANAGEMENT.’ FAYOL’S 14 PRINCIPLES OF MANAGEMENT THE
FOLLOWING:
1. DIVISION OF WORK 8. THE DEGREE OF CENTRALIZATION
2. AUTHORITY AND RESPONSIBILITY 9. SCALAR CHAIN
3. DISCIPLINE 10. ORDER
4. UNITY OF COMMAND 11. EQUITY
5. UNITY OF DIRECTION 12. STABILITY OF TENURE OF PERSONEL
6. SUBORDINATION OF INDIVIDUAL INTEREST 13. INITIATIVE
7. REMUNERATION 14. SPIRIT DE CORPS
KEY ROLES

• TO ORGANIZE
• TO PLAN AND FORECAST (PREVOYANCE)
• TO COMMAND
• TO CONTROL
• TO COORDINATE
1.3 THE QUALITIES OF A GEM

•THE WORD “GEM” COMMONLY REFERS TO A MINERAL OR ORGANIC

SUBSTANCE, CUT AND POLISHED AND USED AS AN ORNAMENT, AS SEALS
(ITEMS OF ASSURANCE) AND AS TALISMANS (GOOD-LUCK CHARMS). THESE
QUALITIES SOUGHT IN GEMS ARE BEAUTY, RARITY, AND DURABILITY.

•GEMS ARE GENERALLY CUT TO BRING OUT THEIR NATURAL COLOR AND
BRILLIANCY AND TO REMOVE FLAWS. THE BEAUTY OF A GEM DEPENDS ON
HARDNESS AND RESISTANCE TO CLEAVAGE OR FRACTURE.’

•GEMS ARE PART OF EARTH'S BEAUTIFUL AND VALUABLE COMPOSITIONS

THAT COME EVEN IN THE LIGHTEST AND SMALLEST FORMS. CLASSIFIED AS
MINERALS, GEM STONES ARE ALSO REGARDED AS THE FUNDAMENTAL
BUILDING BLOCKS OF THE EARTH, (AREM, JOEL)!
• THE 4 GEMS OF MANAGEMENT, BY ANALOGY, STAND FOR THE
FOUR IMPORTANT MANAGEMENT CYCLES: GOAL, EXECUTION,
MEASUREMENT, AND SUSTENANCE. IT ALSO SERVES TO
DESCRIBE THE MANAGEMENT PRACTICE ITSELF. THE GEMS IN
THIS BOOK, JUST LIKE THE PRECIOUS STONES OF THE EARTH,
ARE THE FUNDAMENTAL BLOCKS THAT CONTRIBUTE TO THE
SUCCESS OF AN ENTERPNISE.

• GOALS, EXECUTION, MEASUREMENT, AND SUSTENANCE ARE

THE FOUR PILLARS THAT PROPEL ORGANIZATIONS TO
SURVIVE, GROW, AND REACH GREATER HEIGHTS. THEY ARE
THE TOOLS THAT LEADERS USE TO GALVANIZE A WORK
FORCE INTO ACTION. THEY ARE SOLID ANCHORS THAT
ENSURE THE ORGANIZATION'S STAYING POWER WHEN CRISIS
LOOMS.
1.4 THE MANAGEMENT PROCESS

MANAGEMENT IS A PROCESS, A NON-STOP PROCESS OF

ENSURING CONTINUITY AND GROWTH WITHIN AN
ORGANIZATION. IT INVOLVES GOAL-SETTING, EXECUTING THE
PLAN, MEASURING RESULTS, AND SUSTAINING OPERATIONS—
THE FOUR GEMS OF MANAGEMENT.’

TO ENSURE THIS, THE MANAGER NEEDS TO CONCENTRATE ON

FULFILLING FOUR CRITICAL FUNCTIONS WHICH ARE REFERRED
TO AS THE 4 GEMS OF MANAGEMENT.
1. The application of these stages
2. The phase that a certain Organization will be inclined to
concentrate on, and
3. The length of time it would for the organization to finish each stage
before the cycle begins once more
STAGE 1 GOAL SETTING

1. SYNTHESIZING INFORMATION
2. FORMULATING ALTERNATIVES
3. DECIDING ON COURSES OF ACTION
4. ESTABLISHING GOALS
STAGE 2: EXECUTING THE PLAN

• ORGANIZING
• COMMUNICATING
• GUIDING
STAGE 3: MEASURING RESULTS

AFTER GOAL-SETTING AND EXECUTION COMES THE THIRD STAGE

IN THE GEMS MANAGEMENT WHEEL - MEASURING RESULTS. THIS
REQUIRES THE MANAGER TO EVALUATE HOW THE PROJECT OR
BUSINESS IS PROGRESSING TOWARD ITS GOALS.
STAGE 4: SUSTAINING GROWTH

THE MANAGEMENT CYCLE DOES NOT END WITH MEASURING

RESULTS, FOR THERE IS A FOURTH STAYE THAT ACTUALLY
DETERMMES THE SUCCESS OF A BUSINESS.
1.5 ROLES AND RESPONSIBILITIES OF A MANAGER
A MANAGER IN A WORKPLACE IS RESPONSIBLE FOR A LOT OF
DUTIES—MOST OF THEM SUPERVISORY IN NATURE. IN A SMAIL
BUSINESS LIKE A CARINDERIA, THE MANAGER TS OFTEN A JACK-
OF-ALL-TRADES. THOUGH HE/SHE MAY OVERSEE ASPECTS OF
THE BUSINESS, HIS/HER RESPONSIBILITIES MAY BE HANDS.
A. STAFFING
B. COMMUNICATION
C. TRAINING
D. ADMINISTRATIVE INVESTIGATION AND DISCIPLINE
E. EMPLOYEE RELATION
F. BUSINESS GROWTH AND SUSTAINABILITY