AN OVERVIEW OF MANAGEMENT

AND
ORGANIZATION
 What is Management?

May be defined as the achievement of organizational objectives

through people and other resources. The process of organizing,
planning, leading and controlling resources within an entity
with the overall aim of achieving its objectives. The
organizational management of a business needs to be able to
make decisions and resolve issues in order to be both effective
and beneficial.
 Functions of Management

1. Decision making – is the process by which a decision maker

determines the available alternatives and chooses the best
solution that suits a given problem.

2. Planning – is the process of establishing objectives and

suitable courses of action before taking action.
3. Organizing - is the process of arranging an organization’s
structure and coordinating its managerial practices and use of
resources to achieve its goals.
4. Staffing – is the process of recruiting, placing, training and
developing personnel.
5. Communicating – refers to transferring information from
one communicator to another.
6. Motivating – refers to the act of giving employees reasons
or incentives to work in order to achieve organizational
objectives.
5. Leading – is the process of directing and influencing task-
related activities of organizational members
6. Controlling – is the process of monitoring actual
organizational activities to see that they conform to planned
activities and correcting deviations or flaws.
 Functions of Management (Classical)

1. Planning
2. Coordinating
3. Directing
4. Controlling
 Effectiveness and Efficiency: A Basic Requirement

An organization can only survive if its activities are

effective and efficient. It is the responsibility of manager
to see that his organization will achieve its objectives
effectively and efficiently. This is so even if such
objectives are parts of a bigger objective.
 Effectiveness and Efficiency: A Basic Requirement

Effectiveness - is a central element in the management

process, which requires the achievement of an objective.

Efficiency – is a central element in the management process,

which requires that the minimum amount of resources is
used to achieve an objective.
 What is a Manager?

Manager is one who Plans, Leads, Organizes and Controls other

individuals in the process of pursuing organizational goals.
Managers are vested titles like president, department head, dean,
administrator, supervisor, team leader and the like.

The manager is the one responsible for accomplishing the

objectives of his particular unit, which could be a whole
organization, a particular department or a work group.
 What is a Manager?

Managers are responsible for using materials and talents in

the most economical and productive manner. They are
regarded as very important factor in the economic
development of a company.
Levels of Managers
LARGE
 Levels of Managers

Top Managers – are responsible for the overall performance of the

organization. The formulates strategies, provide leadership, evaluate
and shape the method of organizing and control direction of the
organization in the effort to accomplish goals. Top managers usually
hold titles such as CEO, President, Chairman or Senior Vice President.
 Levels of Managers
Middle Managers – direct the activities of other managers and sometimes also
those of operating employees. They work with top managers and coordinate with
peers to develop and implement action plans to accomplish organizational
objectives.
 Levels of Managers

Lower Level Managers – are responsible for leading

employees in the day to day tasks, which contribute to the
organization’s goals. The various level of managers, they
are the ones in direct contact with the employees. They are
also referred to as “first line” or “front line” managers.
 Types of Managers
1. Line Managers – are directly concerned with
accomplishing the goals of the organization. The
decisions they make with regards to operations are
expected to be final and must be implemented.

2. Staff Managers – are in charge of units that provide

support to the line units. They use special expertise to
advise the line workers. The director of personnel and the
controller are examples of staff managers.
 Types of Managers
3. Administrators - are managers working in government or
in non profit organizations.
 Management Skills
1. Technical skills – refers to the abilities to use special
proficiencies or expertise in performing specific tasks.
They refer to the use of tools, techniques, and specialized
knowledge
2. Human skills – refers to the abilities to work well in
cooperation with other persons; whether they are
subordinates, peers, or superiors.
3. 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.
 Managerial Roles
1. Interpersonal roles – these are the roles the manager play
when he interacts with others.

a) Figurehead – when the manager performs this role, he

acts as the symbolic head of the organization and as a
result, he is expected to perform a number of duties of a
legal or social nature.
 Managerial Roles
b) Leader – this role makes the managers responsible for the
motivation and activation of subordinates. As such, he is
responsible for actions in staffing, training and other
associated duties. He performs the role of leader in virtually
all managerial activities involving subordinates.

c) Liaison – the manager makes contact with individuals in

and out of the organization to facilitate the accomplishment
of work in his department.
 Managerial Roles
2. Informational roles – a very important aspects of the
manager’s job is to receive and communicate
information. Role are vital to his decision making tasks.

Receiving and sharing information:

a) Monitor – this information is shared with other members
of the organization whenever they are needed.
 Managerial Roles

b) Disseminator –the managers sees to it that relevant

incoming information is properly shared with subordinates.

c) Spokesperson – the managers sees to it that his views are

heard on occasions requiring his presence such as board
meetings. He also maintains contact with outsiders and
provides information when they are required.
 Managerial Roles

3. Decisional Roles – the major part of the manager’s job is

to make decisions. He must use the information he
processes to make decisions that solve problems.
 Managerial Roles

Decision maker
a) Entrepreneur – this role the manager searches the
organization and its environment for opportunities and
initiates projects to bring about positives change. He also
supervises the design of certain project. His roles as
entrepreneur requires his participation in strategy and
review sessions involving initiative or design of projects
to improve performance.
 Managerial Roles

Decision Maker

b) Disturbance handler – the manager is expected to

respond to such unwelcome pressures by formulating
strategies and reviewing such disturbances.
 Managerial Roles
Decision Maker

c) Resource Allocator – the manager is responsible for the

allocation of organizational resource of all kinds such as
personnel, funds, machines, or buildings and facilities to
individual employees or units. He is expected to be
actively involved in scheduling, acting on requests for
authorization, budgeting, and the programming of
subordinates work.
 What is an ORGANIZATION?

Organization is a collection of people

working together to achieve a common
purpose. It is the means by people to achieve
certain objectives.
 Common Characteristics of an Organization
1. Coordination Effort – when properly directed,
persons working in coordination with others will
produce better outputs than when they work
independently.

2. Common goal or purpose- in order to make

employees work with proper direction they must be
provide with a common goal or purpose.
 Common Characteristics of an Organization
3. Division of labor – when the total job is divided
into manageable parts, workers will be more familiar
with their assignments, making them more proficient.

4. Hierarchy if authority – in controlling the behavior

of employees, positions are established and linked by
a chain of command in a continuous branching out so
that multiple layers exist in the hierarchy.
 Basic Principles of Management and Organization
1. Management principles
a. Division of labor – this means breaking a job into
specialized tasks to increase productivity.

b. Authority – this is the right of person in position to

give orders and the power to exact obedienc
 Basic Principles of Management and Organization
1. Management principles
c. Discipline – this provide uniform application of
behavior to certain activities; the outcome of which is
readily predicted. If discipline is not practiced,
objectives will be very hard to achieve.
d. Unity of command – this means that each
employee must have only one supervisor. Reporting
directly to more than one supervisor creates problems
and reduces productivity.
 Basic Principles of Management and Organization
1. Management principles
e. Unity of direction – this means that the efforts of
everyone in the organization must be coordinated
and focused in the same direction.
f. Subordination Of The Individual Interests To The
General Interest – this means that the goal of the
organization should take precedence over
individual goals like a 10% increase in the salaries
of certain employees.
 Basic Principles of Management and Organization
1. Management principles
g. Remuneration – employees should be paid fairly in
accordance with their contribution to the
organizational effort. This must be applied to salaries,
bonuses and benefits.
h. Centralization – power and authority must be
centralized as much as practicable.
 Basic Principles of Management and Organization
1. Management principles
i. Scalar chain – this means that subordinates should
observe the official chain of command unless
authorized by their respective superiors to
communicate with each other.
j. Order – this means that human and non-human
resource must be in their proper places. The
production manager for example must hold office at
the production site.
 Basic Principles of Management and Organization
1. Management principles
k. Equity – this is the result of kindliness and justice
and is a principle to guide management and employee
relations.
l. Stability of Tenure – high employee turnover is
counterproductive. To motivate employees to stay
with the company, effective manpower planning and
implementation are necessary
 Basic Principles of Management and Organization
1. Management principles
m. Initiative – management should encourage
employees to act on their own volition when
confronted with an opportunity to solve a problem
n. Esprit de Corps – this means that managers should
emphasize teamwork by building harmony and a
sense of unity among employees.
 Basic Principles of Management and Organization
2. Principles of Organization

a. Principle of objective – 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.
 Basic Principles of Management and Organization
2. Principles of organization

b. Principle of analysis – managers in organization

must be able to break a problem down into its
components, analyze these components, and then
come up with feasible solution.
 Basic Principles of Management and Organization
2. Principles of organization

c. Principle of simplicity – the organization should be

built in the simplest manner that could make the
achievement of objectives possible.
d. Principle of functionalization – business firms are
not supposed to be organized to accommodate
individuals.