L1 - NATURE OF MANAGEMENT PEOPLE

Teachers
Managers are expected to have: Policemen
Doctors & Nurses
●​ Power - to be in control of financial
resources STRUCTURE
●​ Much in control of things Plan → Organize → Lead =
●​ Responsible - of the departmental
outcome GOOD OUTCOME

Is evaluated on the work of other people MANAGEMENT IS A PROCESS

rather than their own work. -​ Step-by-step operation/series of
action
Management Competencies for Today’s -​ Cannot skip a task / a sequence
World
-​ Process of assembling & using sets
●​ Unexpected events - failure of of resources in a goal-oriented
quality control, weather conditions, manner to accomplish tasks in an
person quitting cuz of personal org.
reasons
●​ Uncertainty = Risk EFFECTIVELY
“If” “will it be” other health-related -​ Doing the right things to achieve
events the job, do the right decisions w
●​ Pull people toward a common goal the right people
i.e. schools (goal to educate more
people) EFFICIENTLY
Police (ensure safety) -​ Getting things done quickly w little
resources & finish a lot of output
Nature of Management
Attainment of org goals in an effective &
●​ Motivate efficient manner through planning,
●​ Coordinating tasks with others organizing, leading & controlling
●​ To cope with organizational resources
●​ Diverse & far-reaching challenges

ORGANIZATION Effective manager is an enabler who helps

-​ Grp of people working together in a people do & be their best
structured & coordinated fashion to
achieve a set of goals NON-MANAGERIAL EMPLOYEES
-​ No responsibility overseeing others
GOALS
UST - Education MANAGERS
Police - Safety → give direction to others
Hospital - Medicine & Well being of → using the org’s resources to help
a person achieve its goals

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LEVELS OF MANAGEMENT
●​ Adventures on multi-taking
TOP LEVEL - CEO, VPs, Pres. ●​ Work at unrelenting pace
-​ strategy, administrative positions,
analytical & conceptual skills
ROLE - set of expectations for a
MIDDLE LEVEL manager’s behavior
-​ Tactical, major managers, human
skills
●​ DECISIONAL
LOW LEVEL -​ Entrepreneur
-​ Operational, team leaders, -​ Disturbance handler
non-managerial employees, -​ Resource allocator
technical skills -​ negotiator

●​ INFORMATIONAL
-​ Monitor
-​ Disseminator
-​ spokesperson

●​ INTERPERSONAL
-​ Figurehead
-​ Leader
-​ Liaison

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 FRANK & LILIAN GILBRETH
→ motion & study study

ADMINISTRATIVE
PRINCIPLE → effectively
interact with employees

HENRY FAYOL
-​ 14 principles, promote human
L2 - EVOLUTION OF MANAGEMENT resources, 1st line managers
THINKING
MAX WEBER
HISTORY → become better -​ Bureaucratic theory
-​ Hierarchy in the org
●​ Sense of heritage, avoid repeating -​ Clear chain of command
mistakes -​ Emphasis on efficiency but also
warned on technology
CLASSICAL PERSPECTIVE -​ Theory bout STRUCTURES &
-​ 3000 B.C. by Sumerians & RELATIONS
Egyptians -​ Ideal type of org = bureaucracy
-​ 19th -> 20th century
HUMAN PERSPECTIVE → indiv.
CLASSICAL APPROACH self-awareness, freedom to choose
●​ Scientific management
●​ Administrative principle HUMAN RELATIONS MOVEMENT
●​ Bureaucratic Orgs -​ emphasizes satisfaction of
employee's basic needs as
SCIENTIFIC MANAGEMENT the key to increased worker
→ Frederick Winslow Taylor productivity

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 GEORGE ELTON MAYO BEHAVIORAL SCIENCES APPROACH
-​ Founder of this
-​ Found increased
productivity in the
workplace
-​ An employee should be
viewed as a whole person

HUMAN RESOURCES PERSPECTIVE

-​ Jobs should meet
higher-level needs & use
their full potential

ABRAHAM MASLOW = HIERARCHY OF -​ Concerned about the condition of

NEEDS their employee whether it is good /
bad

L3 - PLANNNING

PRIMARY responsibility of a manger is

→ to decide where the org should go in
the future & HOW to get there

> SET GOALS & HOW to reach the goal

1.​ Figure out what the problem is

2.​ Generate potential solutions
3.​ Pick the best option
4.​ Make it work

PLANNING
-​ Desired future the org attempts

LEVELS OF GOALS/PLANS & THEIR

IMPORTANCE

ORG PLANNING PROCESS

1.​ Develop the plan

2.​ Translate the plan
3.​ Plan operations
4.​ Performance Management
5.​ Monitor & learn

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 OPERATIONAL GOALS
-​ Precise & measurable

OPERATIONAL PLANS
-​ for daily and weekly operations

CHARACTERISTICS OF EFFECTIVE GOALS

-​ Specific & measurable
-​ Have a defined time period
-​ Cover key result areas
-​ Are challenging but realistic
-​ Linked to rewards
MISSION
-​ the org’s reason for existence BENEFITS OF PLANNING
-​ Provide a source of motivation &
MISSION STATEMENT commitment
-​ definition of purpose that -​ Guide resource allocation
distinguishes the organization from -​ Set a standard of performance
others
LIMITATIONS OF PLANNING
ViSION STATEMENT -​ Create too much pressure
-​ Company’s purpose & destination it -​ Create false sense of certainty
hopes to reach -​ Cause rigidity in a turbulent
-​ Serves as a guide to people in the environment
org -​ Get in the way of creativity &
-​ Not more than 2 sentences intuition

L4 - ORGANIZING

Manager’s work is influenced by how the

company is organized.

New managers are more comfortable &

more effective working in an org system
compatible with their leadership beliefs.

-​ deployment of org resources to

achieve strategic goals
-​ important because it follows from
strategy
-​ Strategy defines WHAT TO DO and
organizing defines HOW TO DO IT

STRUCTURE → reaching strategic goals

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STRATEGY’S SUCCESS is determined by -​ who reports to whom
its fit organizational structure. -​ establishes accountability,
company’s authority, lines
ORG STRUCTURE of and decision making
-​ Set of formal tasks to individuals & power
departments
-​ Formal reporting relations UNITY OF COMMAND
-​ Design of systems to ensure -​ subordinate should
effective coordination of employees report to only one
across department supervisor
-​ Visual representation
-​ Set of formal tasks SCALAR CHAIN PRINCIPLE
-​ have a clear line of
authority and
communication from
the top to bottom.

●​ Authority, Responsibility,
Accountability

AUTHORITY
-​ Formal & legitimate right of
a manager to make
decisions, issue orders &
allocate resources to
achieve organizationally
desired outcomes
ORG STRUCTURE FUNDAMENTAL
CHARACTERISTICS RESPONSIBILITY
-​ Managers are assigned
●​ Work Specialization authority commensurate
-​ organizational tasks are with responsibility
subdivided into separate
jobs ACCOUNTABILITY
-​ dividing work into smaller -​ the people with authority &
segments among a group of responsibility are subject to
individuals reporting & justifying task
-​ primary objective is to outcomes to those above
distribute a significant task them in the chain of
among multiple people command
instead of assigning it to a
single individual
●​ Chain of command
-​ how each member of a
company or organization
reports to one another

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 LINE & STAFF AUTHORITY
●​ Centralization & decentralization
LINE AUTHORITY
-​ people in management CENTRALIZED
positions have formal -​ degree to which
authority to direct & control decision making is
immediate subordinates concentrated at
upper levels in the
STAFF AUTHORITY organization
-​ narrower & includes the -​ which top managers
right to advise, recommend, make all the
& counsel decisions

●​ Span of management DECENTRALIZED

-​ No. of employees reporting -​ which decision
to a supervisor making is pushed
-​ determines how closely a down to the
supervisor can monitor managers who are
subordinates closest to the action.
-​ Decision-making
across various levels,
empowering teams
to act independently,
fostering flexibility,
innovation, quicker
responses to
local/specific needs

●​ Departmentalization
-​ grouping of jobs according
to some logical
arrangement
-​ refers to the formal
structure of the
organization, composed of

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 various departments and TEAM APPROACH
managerial positions and
their relationships

FUNCTIONAL APPROACH

VIRTUAL NETWORK APPROACH

DIVISIONAL APPROACH

L5 - LEADING

Leadership
-​ Not only Influencing others but
also providing an environment for
HORIZONTAL MATRIX/ MATRIX APPROACH them to achieve team &
organizational objectives
-​ Is INFLUENCE

VISION + FOLLOWERSHIP + INFLUENCE

= LEADERSHIP

LEADER → has a vision, drive, &

commitment to achieve & skills to make it
happen

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MANAGERS VS. LEADERS CONSIDERATOION
-​ Affects subordinate’s job
satisfaction

FIEDLER’S CONTINGENCY THEORY

-​ In order to maximize group
performance the leaders must be
matched to the right leadership
style.

PATH GOAL THEORY

-​ Leaders can increase their
followers’ satisfaction &
performance by clarifying &
clearing the paths to goals & by
increasing the number & kinds of
rewards available for goal
attainment

DIRECTIVE
-​ U let people know precisely
what is expected of them

SUPPORTIVE
LEADERSHIP TRAITS -​ Being approachable
-​ Show concern & their
welfare
-​ Increases employee
confidence = job well done

PARTICIPATIVE
-​ Democratic
-​ Ask employees opinion &
input before making final
decision
-​ More committed
INITIATING STRUCTURE
-​ structures the roles of followers by ACHIEVEMENT ORIENTED
setting goals, giving directions, -​ Setting challenging goals
setting deadlines, and assigning -​ High expectation of
tasks employees
-​ Directly affects the subordinate’s
performance

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NORMATIVE DESISION THEORY

STRATEGIC LEADERSHIP
L6 - CONTROLLING

CHARISMATIC LEADER

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