CFLM 2

MIDTERM PERIOD
MANAGEMENT
JENNIELYN P. BAYING, RCRIM, MSCRIM
SUBJECT INSTRUCTOR
 MANAGEMENT
• IS A SET OF PRINCIPLES RELATING TO THE ROLES OF
PLANNING, COORDINATING, DIRECTING AND
REGULATING AND THE IMPLEMENTATION OF THOSE
PRINCIPLES IN THE EFFICIENT AND EFFECTIVE USE OF
PHYSICAL, FINANCIAL, HUMAN AND INFORMATION
CAPITAL TO ACHIEVE ORGANIZATIONAL OBJECTIVES.
• IS A SET OF ACTIVITIES DIRECTED AT THE EFFICIENT
AND EFFECTIVE UTILIZATION OF RESOURCES IN THE
PURSUIT OF ONE OR MORE GOALS (VAN FLEET &
PETERSON)
 MANAGEMENT
• IS WORKING WITH HUMAN, FINANCIAL AND PHYSICAL
RESOURCES TO ACHIEVE ORGANIZATIONAL OBJECTIVES
BY PERFORMING THE PLANNING, ORGANIZING,
LEADING AND CONTROLLING FUNCTIONS (MEGGINSON,
MOSLEY AND PIETRI)
• IS A PROBLEM-SOLVING PROCESS OF EFFECTIVELY
ACHIEVING ORGANIZATIONAL OBJECTIVES THROUGH
THE EFFICIENT USE OF SCARCE RESOURCES IN A
CHANGING ENVIRONMENT – KREITNER.
 MANAGEMENT
• IS AN ART OF GETTING THINGS DONE THROUGH AND WITH THE
PEOPLE IN FORMALLY ORGANIZED GROUP. IT IS AN ART OF
CREATING AN ENVIRONMENT IN WHICH PEOPLE CAN PERFORM AND
CAN COOPERATE TOWARDS ATTAINMENT OF GROUP GOALS
(HAROLD KOONTZ)
• IS FORECASTING AND PREPARING, ARRANGING, DIRECTING, AND
REGULATING ACCORDING TO HENRI FAYOL. FREDMUND MALIK
DESCRIBES MANAGEMENT AS “TRANSFORMING CAPITAL INTO
VALUE.” IT IS DESCRIBED BY GHISLAIN DESLANDES AS “A WEEK
FORCE, UNDER PRESSURE TO ACHIEVE RESULTS AND ENDOWED
WITH THE THREEFOLD POWER OF CONSTRAINT, IMITATION AND
IMAGINATION, OPERATING AT SUBJECTIVE, INTERPERSONAL,
 MANAGEMENT AS A PROCESS
• MANAGEMENT AS A PROCESS BEGAN WITH
THE SOLE PURPOSE OF ATTAINING AN
OBJECTIVE. IT IS SPECIFICALLY DONE IN
ORDER TO RISE CLIENT’S SATISFACTION WITH
THE SERVICES THE COMPANY PROVIDES;
DEVELOP PERSONNEL EXPERIENCE, ABILITIES
AND CAPACITY; AND ACCOMPLISH A
PARTICULAR GOAL.
 MANAGEMENT AS A PROCESS
• MANAGEMENT AS A MECHANISM OFTEN INCLUDES
INTERRELATED PROCESSES BY WHICH
MANAGEMENT WITHIN AN ENTITY MANAGES AND
CONTROLS THE ORGANIZATION’S RESOURCES TO
ACHIEVE DESIRED OUTCOMES. THIS REQUIRES NOT
ONLY MANAGING AND USING FINANCIAL
RESOURCES ALONE BUT ALSO HUMAN RESOURCES,
AS THEY ARE ALSO IMPORTANT TO AN
ORGANIZATION IN ORDER TO ACHIEVE ITS STATED
 MANAGEMENT AS A PROCESS
• MANAGERS NEED TO BUILD A COMFORTABLE WORKING
ATMOSPHERE THAT PROMOTES HEALTHY EMPLOYEE
RELATIONS WITHIN THE COMPANY. THEY WILL MAKE SURE
THAT THE HUMAN RESOURCES WORK IN HARMONY TO
ACHIEVE THE GOAL OF THE ORGANIZATION. HAVING FULL
OVERSIGHT OF AN ORGANIZATION’S AFFAIR, MANAGERS
NEED TO FOLLOW DUE PROCESS TO SET GOALS AND COME
UP WITH PLANS FOR ACHIEVING OUTCOMES. BOTH PHASES
OF PLANNING AND EXECUTION INCLUDE DUE PROCESSES
WHICH THE MANAGER MUST STRICTLY ADHERE TO.
 MANAGEMENT AS A PROCESS
• MANAGEMENT IS A NEVER-ENDING
PROCESS, WHICH MEANS THAT
MANAGEMENT IS A PHASE THAT WILL NEVER
STOP BECAUSE THE COMPANY REMAINS.
MANAGERS WOULD ALWAYS FORCE
THEMSELVES TO TACKLE TASKS, GOALS AND
PROBLEMS AT A CERTAIN POINT IN TIME.
 ACTIVITY MANAGEMENT
• TASK MANAGEMENT IS THE PRACTICE OF RECORDING
PERSONNEL’S DAY-TO-DAY ACCOMPLISHMENT IN AN ORDER
IN WHICH THEY ARE DONE. IT IS A KEY TO AN
ORGANIZATIONS’ SUCCESS, AS IT HELPS TO MONITOR THE
ORGANIZATION’S COURSE AND MAXIMIZE ITS WORK
EFFICIENCY. IT RELIES ON THE PHILOSOPHY THAT
KNOWLEDGE FROM HIGHER LEVELS OF MANAGEMENT
INFLUENCES ANY ACTIVITY THAT TAKES PLACE IN THE
COMPANY IN A PERSONAL OR GROUP WORKERS
ORGANIZATIONS, THEREFORE IT IS ESSENTIAL TO PROPER
RECORDING PROCESS AND CANNOT TAKE PLACE WITHOUT
 ACTIVITY MANAGEMENT
• MANAGING TASK WILL HELP THE WORKERS ORGANIZE
THEIR DAILY WORK. THE ACTIVITY MANAGEMENT SYSTEM
HELPS THE MANAGERS AND THEIR SUBORDINATES TO
EVALUATE OR VERIFY THEIR RESULTS. THIS PROMOTES
WORKPLACE ACCOUNTABILITY AS JOB TASKS ARE
ACCURATELY MONITORED, AND SUBORDINATE DESERVED
NOTIFICATIONS ARE GIVEN ACCORDING TO THE
EMPLOYEES’ DAILY-OBSERVED PROGRESS. TRACKING THE
WORK OF THE EMPLOYEE AND THE AMOUNT OF TIME SPENT
HELPS IDENTIFY WHERE IMPROVEMENTS ARE ESSENTIAL.
IMPORTANCE OF ACTIVITY MANAGEMENT
IT GIVES BOTH THE EMPLOYER AND THE EMPLOYEES
INFORMATION ON THE PERFORMANCE OF THE
PERSONNEL INVOLVED.
IT HELPS TO ORGANIZE AND EMPHASIZE THE
IMPORTANCE OR RELEVANCE OF THE TASK AT HAND.
IT HELPS TO AVOID MISCOMMUNICATIONS AND
MISTAKES OF TASK REPETITION IN THE WORKPLACE.
 MANAGEMENT AS A DISCIPLINE
• MANAGEMENT IS ALSO A DISCIPLINE BECAUSE IN
INCLUDES LEARNING THE PROCEDURES AND VALUES
REQUIRED TO PERFORM OFFICIAL ADMINISTRATIVE
DUTIES, AS WELL AS DEMONSTRATING THE CODE OF
CONDUCT THAT MANAGERS MUST OBEY WHEN
PERFORMING THEIR DUTIES. MANAGEMENT IS ALSO
BEING TAUGHT AS WITH OTHER RESEARCH OR
DISCIPLINE COURSES, AT NUMEROUS INSTITUTES
AND UNIVERSITIES AROUND THE WORLD.
 MANAGEMENT AS A DISCIPLINE
• INDIVIDUALSMAY SECURE JOBS AS
MANGERS AFTER THEY HAVE EARNED A
DIPLOMA CERTIFICATE OR HIGHER DEGREE.
MANAGERS ALSO HAVE OPPORTUNITIES TO
INCREASE THEIR EXPERTISE AND
COMPETENCE BY OBTAINING HIGHER
DEGREE OR MANAGEMENT CERTIFICATION.
 MANAGEMENT AS AN ART
• IT IS AN ART BECAUSE BOTH SHARE SIMILAR
CHARACTERISTICS. ART IS A STRUCTURED
BODY OF KNOWLEDGE THAT REQUIRES
IMAGINATION AND EXPERTISE. AN ARTIST
OFTEN NEEDS CONSTANT PRACTICE IN ORDER
TO BECOME FAULTLESS OR ACHIEVE A
DEGREE OF PERFECTION WHICH IS
CONSIDERED ACCEPTABLE
 MANAGEMENT AS AN ART
• ART IS TAUGHT AND PUT TO USE. THE APPRENTICESHIP
CYCLE COMES BEFORE APPLICATION. THERE ARE VAST
AMOUNTS OF RESOURCES AVAILABLE TO LEARN AND
DEVELOP KNOWLEDGE ABOUT ART IN THE INDUSTRY,
WHICH INCLUDE STUDY MATERIALS AND BOOKS TO HELP
ARTISTS GAIN A BETTER UNDERSTANDING AND DELIVER
QUALITY PRODUCTION. THE SAME HOLDS TRUE FOR
MANAGEMENT. BY LEARNING, THEORETICAL KNOWLEDGE
IS GAINED. IN OTHER WORDS, MANAGERS WILL LEARN
ABOUT THE OPERATIONS AND CONCEPTS OF
 MANAGEMENT AS AN ART
• WHILE STUDYING ART, ONE CAN LEARN AND GAIN
THEORETICAL KNOWLEDGE BUT IT DOES NOT END THERE.
TO YIELD RESULTS, THE KNOWLEDGE GAINED HAS TO BE
IMPLEMENTED EFFECTIVELY. AND AS A RESULT, EACH
ARTIST IS REQUIRED TO POSSESS PERSONAL SKILLS AND
IMAGINATION SO HE OR SHE CAN MAKE GOOD USE OF THE
KNOWLEDGE GAINED. EVEN IF TWO OR MORE ARTISTS
LEARN THE SAME THING, THEIR INGENUITY AND TALENTS
WILL DECIDE HOW WELL THEY END UP USING THE
ACQUIRED KNOWLEDGE
 MANAGEMENT AS AN ART
• THE SAME IS TRUE OF MANAGEMENT. LEARNING
THE VALUES AND PHILOSOPHIES OF MANAGEMENT
IS NOT ENOUGH. ONE REQUIRES THE SKILLS AND
IMAGINATION REQUIRED TO MAKE USE OF THE
INFORMATION LEARNED TO PRODUCE POSITIVE
RESULTS. AS WITH ART, TWO OR MORE MANAGERS
CAN LEARN THE SAME THINGS, BUT BECAUSE OF
THEIR SKILL AND CREATIVITY, THE RESULT
GENERATED COULD BE DIFFERENT.
 MANAGEMENT AS AN ART
• IN ORDER TO ACHIEVE PERFECTION EVERY ARTIST NEEDS
CONSTANT PRACTICE. THE ARTIST WILL NOT PROGRESS
WITHOUT REGULAR TRAINING EITHER. THE ARTIST SHOULD
FOCUS ON THE PRACTICAL AFTER STUDYING THEIR
THEORETICAL DIMENSION IN ORDER TO ACHIEVE PERFECTION. A
TRAINED MANAGER WILL NOT GO FAR WITHOUT A MANAGERIAL
POSITION BEING EXERCISED OR OBTAINED. IN THEORY, CERTAIN
ESTABLISHED MANAGEMENT PRINCIPLES NEED TO BE PUT INTO
PRACTICE. THE MANAGER IS CREATIVELY ORIENTED AND CAN
IDENTIFY AREAS HE OR SHE NEEDS TO DEVELOP AND WORK ON
ACCORDINGLY. EDUCATION IS THEREFORE AN INTEGRAL PART OF
ART AND MANAGEMENT. MANAGEMENT IS THEREFORE AN ART
 MANAGEMENT AS A GROUP
• THE CONCEPT OF MANAGEMENT SUGGESTS
THAT IT IS A GROUP. IN GENERAL,
ADMINISTRATIVE FUNCTIONS ARE NOT
PERFORMED BY ONE PERSON ALONE. FOR MOST
CASES, AS COMPANIES EXPAND, MANY SPECIFIC
MANAGERIAL ROLES ARE GENERATED SO THAT
THE ORGANIZATION CAN MEET ITS DESIRED
OBJECTIVES.
 MANAGEMENT AS A GROUP
• MANAGEMENT AS AN OPERATION CARRIED OUT BY A
GROUP OF PEOPLE SADDLED WITH THE RESPONSIBILITY OF
KEEPING THE COMPANY GOING AND ACHIEVING A SPECIFIC
GOAL. IN OTHER WORDS, A COMMUNITY COMPOSED OF
PEOPLE WITH SPECIFIC KNOWLEDGE OF THE
ORGANIZATION OR MANAGERIAL ROLES WILL WORK
TOGETHER TO MANAGE A BUSINESS. IN LAW
ENFORCEMENT FOR EXAMPLE, THE CHIEF OF POLICE IS THE
MANAGER, HOWEVER, DO NOT FORGET THAT THE
COMMUNITY OF MANAGERS IS COMPRISED OF OTHER TEAM
LEADERS NOT JUST ONE PERSON
 MANAGEMENT AS A SCIENCE
• IT IS ALSO A SCIENCE BECAUSE EVERYTHING USED
TO CLASSIFY A FIELD, SCIENCE IS INVOLVED.
SCIENCE FOR EXAMPLE, ESTABLISHES THE RELATION
OF CAUSE AND EFFECT BETWEEN VARIABLES. IT
ALSO TAKES INTO CONSIDERATION THE VALUES
THAT BIND THE VARIABLES CONCERNED. SCIENTIFIC
CONCEPTS ARE THUS FORMULATED USING THE
STANDARD SCIENTIFIC METHODS THAT INVOLVE
TESTING. AND THE METHOD INVOLVES TESTING AND
 MANAGEMENT AS A SCIENCE
• ONE OF THE FEATURES WHICH INDICATE THAT SCIENCE
AND MANAGEMENT ARE THE SAME IS THE UNIVERSAL
ACCEPTANCE OF SCIENTIFIC PRINCIPLES. IN OTHER
WORDS, SCIENTIFIC LAWS ARE THE SAME IN EVERY
CASE AND IN EVERY PART OF THE WORLD. ON THE
OTHER HAND, MANAGEMENT HAS ITS FUNDAMENTAL
PRINCIPLES THAT ARE UNIVERSALLY ACCEPTED AND
IMPLEMENTED IN EVERY SITUATION. AN EXAMPLE OF
THIS IS THE UNITY OF COMMAND PRINCIPLE.
 MANAGEMENT AS A SCIENCE
• THE RELATIONSHIP BETWEEN CAUSE AND EFFECT IS A
FURTHER TRAIT THAT DISTINGUISHES MANAGEMENT AND
SCIENCE AS ONE. THE RELATION BETWEEN CAUSE AND EFFECT
IS VITALLY IMPORTANT IN SCIENTIFIC PRINCIPLES. HEATING THE
METAL, FOR EXAMPLE, CAN CAUSE IT TO EXPAND. THE CAUSE
IS THE HEAT APPLIED WHILE THE EFFECT IS THE ONE FELT BY
THE EXPANSION. THE SAME HAPPENS IN ADMINISTRATION. FOR
EXAMPLE, IT HAS BEEN PROVEN THAT THERE WILL BE
INEFFECTIVENESS IN THE ORGANIZATIONS WHERE THERE IS
NO COMPROMISE BETWEEN AUTHORITY AND ACCOUNTABILITY.
 MANAGEMENT AS A PROFESSION
• MANAGEMENT IS ALSO AN OCCUPATION AS IT
HAS CHARACTERISTICS THAT ALLOW IT TO BE
SO. A PROFESSION IS CALLED A CAREER IN
WHICH ONE ACQUIRES KNOWLEDGE AND
UNDERGOES TRAINING SERIES TO FIT
PERFECTLY IN THAT ROLE.
 MANAGEMENT AS A PROFESSION
• A CAREER HAS LIMITED ENTRY WHICH IS ALSO
TRUE IN MANAGEMENT. ALTHOUGH ANYONE
CAN ASSUME A MANAGERIAL ROLE IN A
CORPORATION AND THERE IS NO LAW
PROHIBITING THAT, MANY COMPANIES NOW
PREFER FOR SUCH POSITION’S INDIVIDUALS
WITH MASTER’S DEGREE.
 THE MANAGER
• A MANAGER IS A PERSON IN THE
ORGANIZATION WHO DIRECTS THE ACTIVITIES
OF OTHERS. THEY PERFORM THEIR WORKS AT
DIFFERENT LEVELS AND THEY ARE CALLED BY
DIFFERENT NAMES:
1. THE FIRST LINE MANAGERS – THEY ARE
USUALLY CALLED SUPERVISORS OR IN A
MANUFACTURING THEY MAY BE CALLED
 THE MANAGER

2. THE MIDDLE LEVEL MANAGERS – THESE

COMPRISE ALL MANAGEMENT LEVELS
BETWEEN THE ORGANIZATION’S SUPERVISORY
LEVEL AND TOP LEVEL. SUCH MANGERS MAY
BE CALLED FUNCTIONAL MANAGERS, HEADS
OF PLANTS, AND MANAGERS OF PROJECTS.
 THE MANAGER

3. THE TOP MANAGERS – THEY ARE THE

ONE’S RESPONSIBLE FOR MAKING
ORGANIZATIONAL DECISIONS AND SETTING
THE POLICIES AND STRATEGIES WHICH
AFFECT ALL ASPECTS OF THE ORGANIZATION.
SUCH INDIVIDUALS MAY BE NAMED VICE-
PRESIDENT OR BOAR CHAIRMAN ETC.
 MANAGERIAL FUNCTIONS
1. PLANNING – THIS IS NECESSARY TO SET GOALS AND
TO DEVELOP STRATEGIES FOR ORGANIZING ACTIVITIES.
2. ORGANIZATION – ASSISTS IN DECIDING THE TASKS
TO BE PERFORMED, HOW TO DO THEM, HOW TO
ORGANIZE THE TASKS AND WHERE TO MAKE DECISIONS.
3. STAFFING – IS IMPORTANT FOR EMPLOYING
DIFFERENT TYPES OF PEOPLE AND PERFORMING
DIFFERENT ACTIVITIES SUCH AS TRAINING, GROWTH,
EVALUATION, COMPENSATION, WELFARE ETC.
 MANAGERIAL FUNCTIONS
4. DIRECTING – THIS REQUIRES THAT
SUBORDINATES BE GIVEN INSTRUCTION AND
MOTIVATED TO ACHIEVE THEIR GOALS.
5. CONTROLLING – MONITORING PRACTICES TO
ENSURE THAT WORKERS PERFORM THE TASKS AS
SCHEDULED, AND TO CORRECT ANY MAJOR
DEVIATIONS.
 MANAGERIAL SKILLS
MANAGING POSITION REQUIRES PROPER SKILLS TO PERFORM
VARIOUS JOBS. YOU CANNOT BE AN EFFICIENT MANAGER IF YOU
LACK THE KNOWLEDGE AND SKILLS TO DO THE JOB BECAUSE IT
WILL BE THE FOUNDATIONS FOR YOUR WORKERS TO BE
CORRECTED AND DRIVEN.

1. TECHNICAL SKILLS – MANAGERS MUST BE ABLE TO

WORK WITH THE RESOURCES, EQUIPMENT, STRATEGIES,
PROCEDURES OR THE TECHNICAL SKILLS. FIRST LINE EXECUTIVES
AS WELL AS MANY MIDDLE MANAGERS HAVE BEEN ACTIVE IN THE
ACTIVITIES OF THE ORGANIZATION’S TECHNICAL ASPECTS. EVEN
WHEN A MANAGER MOVES HIGHER IN HIERARCHY, THE NEED FOR
 MANAGERIAL SKILLS
2. HUMAN SKILLS – MANAGERS MUST HAVE THE
ABILITY TO WORK WELL WITH OTHER PEOPLE BOTH
INDIVIDUALLY AND IN A GROUP. MANAGERS NEED THESE
SKILLS AT ALL LEVEL BUT TOP MANAGERS NEED THEM
THE MOST. THE MANAGER HAS INTERPERSONAL SKILLS
BECAUSE HE GETS THE BEST OUT OF THE PEOPLE THAT
WORK WITH HIM. WE ARE ABLE TO COMMUNICATE,
EMPOWER, LEAD AND INSPIRE CONFIDENCE AND
ENTHUSIASM.
 MANAGERIAL SKILLS
3. CONCEPTUAL SKILLS – MANAGERS NEED TO BE
ABLE TO INTEGRATE AND ORGANIZE THE DIFFERENT
ACTIVITIES. MANAGERS MUST BE ABLE TO THINK OF
ABSTRACT AND TO CONTEXTUALIZE THEM. WE NEED TO BE
ABLE TO SEE THE ORGANIZATION AS A WHOLE AND THE
RELATIONSHIPS BETWEEN ITS DIFFERENT SUB-UNITS, AND
TO SEE HOW THE ORGANIZATION FITS INTO ITS WIDER
CONTEXT. CONCEPTUAL COMPETENCIES ARE IMPORTANT IN
DECISION MAKING. SINCE ALL MANAGERS HAVE TO MAKE
DECISIONS, THESE SKILLS ARE NECESSARY FOR ALL
 QUALITIES OF A MANAGER
• SINCE THE MANAGER MAKES DECISIONS FOR EACH TYPE
OF ACTIVITY AND HIS DECISIONS AFFECT AN
ORGANIZATION’S WORK, HE SHOULD THE FOLLOWING
ATTRIBUTES TO DO HIS JOB PROPERLY:

1. EDUCATIONAL COMPETENCE – A MANAGER HAS

TO HAVE ADEQUATE AND OUTSTANDING PREPARATION.
BESIDES OTHER EDUCATIONAL QUALIFICATIONS THEY ARE
REQUIRED TO HAVE MANAGEMENT EDUCATION AND
TRAINING. EDUCATION NOT ONLY WIDENS THE
INTELLECTUAL SCOPE OF EXECUTIVES BUT ALSO HELPS
 QUALITIES OF A MANAGER
2. INTELLECTUAL QUALITY – MANAGERS SHOULD
HAVE A HIGHER LEVEL OF INTELLIGENCE RELATIVE TO
OTHERS BECAUSE THEY HAVE MORE ROLES IN THE
ORGANIZATION THAN OTHER MEN. INTELLIGENCE
CAN ASSIST A MANAGER IN EVALUATING THE
ORGANIZATION’S PRESENT AND FUTURE
ORGANIZATIONAL POSSIBILITIES. HE MUST BE ABLE
TO PREDICT THE THINGS IN ADVANCE AND TAKE THE
NECESSARY DECISIONS IN DUE COURSE.
 QUALITIES OF A MANAGER
3. LEADERSHIP ABILITY – A MANAGER HAS TO BE
ABLE TO DIRECT AND MOTIVATE PEOPLE WORKING WITHIN
THE BUSINESS. HE SHALL SUBORDINATE HIMSELF TO
LEADERSHIP. THE SUBORDINATE’S SKILLS, ABILITIES, AND
POTENTIALS SHOULD BE RETAINED AND PROPERLY USED
TO ACHIEVE ORGANIZATIONAL GOALS. IF A MANAGER HAS
THE LEADERSHIP QUALITIES THEN FOR THE GOOD OF THE
ORGANIZATION, HE WILL INSPIRE WORKERS TO IMPROVE
THEIR PERFORMANCE AND FUNCTION TO THEIR FULL
CAPACITY
 QUALITIES OF A MANAGER
4. TRAINING – A MANAGER MUST DEVELOP
ORGANIZATIONAL COMPETENCIES. AS
DESCRIBED IN THE PRECEDING ISSUE, THESE
SKILLS CONSIST OF TECHNICAL SKILLS, HUMAN
SKILLS AND LOGICAL ABILITIES. THESE
COMPETENCIES MUST BE GAINED BY SCHOOLING,
TRAINING, PRACTICE ETC. SUCH SKILLS ARE
IMPORTANT FOR ALL EXECUTIVE LEVELS.
 QUALITIES OF A MANAGER

5. TECHNICAL KNOWLEDGE – A MANAGER

SHOULD HAVE TECHNICAL KNOWLEDGE OF
THE ORGANIZATION’S JOB AND OTHER TASKS.
HE WILL BE IN BETTER PLACED TO ASSESS
AND DIRECT IF HE HAS KNOWLEDGE OF
THOSE THINGS HIMSELF.
 QUALITIES OF A MANAGER
6. MENTAL MATURITY – TO DEAL WITH DIFFERENT
CIRCUMSTANCES, A MANAGER SHOULD HAVE MENTAL
MATURITY. HE IS SUPPOSED POLITE, GOOD LISTENER
AND QUICK TO RESPOND TO SITUATIONS. HE HAS TO
TAKE SEVERAL UNCOMFORTABLE DECISIONS THAT
COULD HAVE AN ADVERSE EFFECT ON THE JOB IF NOT
TAKEN PROPERLY. WHEN DEALING WITH SUBORDINATES
HE WILL REMAIN CALM. ALL OF THESE ATTRIBUTES
COME WITH MATURITY OF MIND.
 QUALITIES OF A MANAGER
7. POSITIVE ATTITUDES – IS A MANAGER’S ASSET.
A MANAGER HAS TO DEAL WITH A LOT OF PEOPLE FROM
BOTH INSIDE AND OUTSIDE THE COMPANY. HE SHOULD
BE SENSITIVE AND OPTIMISTIC TO DIFFERENT
SUGGESTION AND MAKE RATIONAL CHOICES. HE
SHOULD NOT PREJUDGE ISSUES, AND SHOULD NOT
TAKE SIDES. HE WILL TRY AND DEVELOP GOOD
RELATIONSHIPS WITH DIFFERENT PEOPLE DEALING WITH
HIM. HE WOULD CONSIDER THEIR ISSUES AND ATTEMPT
TO REACH OUT A HELPING HAND.
 QUALITIES OF A MANAGER
8. SELF-CONFIDENCE – EVERY MANAGER SHOULD
HAVE FAITH IN HIMSELF. HE HAS TO TAKE A LOT OF
DECISIONS EVERY DAY; HE SHOULD THOROUGHLY
EVALUATE THINGS BEFORE MAKING DECISIONS. IF HE
MAKES DECISIONS, THEN HE SHOULD STICK TO THEM AND
TRY TO PUT THEM INTO PRACTICE. A MANAGER LACKING
CONFIDENCE IN HIMSELF WILL ALWAYS BE UNCERTAIN
ABOUT HIS DECISIONS. THIS KIND OF MENTALITY CREATES
MORE PROBLEMS THAN JUST SOLVING THEM.
 QUALITIES OF A MANAGER
9. FORESIGHT – A MANAGER HAS TO MAKE A DECISION
NOT JUST FOR THE PRESENT BUT ALSO FOR THE FUTURE.
THE TECHNOLOGY, MARKETING, CONSUMER BEHAVIOR,
FINANCIAL SET-UP ETC. ARE RAPIDLY CHANGING. THE
ECONOMIC POLICY SHIFTS WOULD HAVE REPERCUSSION IN
THE FUTURE. A MANAGER SHOULD FORESEE WHAT WILL
HAPPEN IN THE FUTURE AND PLAN THE ORGANIZATION FOR
THE CIRCUMSTANCES TO FACE. THE LEVEL OF FORESIGHT
WILL HELP YOU MAKE THE RIGHT CHOICES AND FACE THE
CHALLENGES TO COME IN THE RIGHT PERSPECTIVE. IF THE
MODERN CHALLENGES FOR MANAGERS
• AT DIFFERENT TIMES EVERY COMPANY HAS TO COPE
WITH THE EXTERNAL ENVIRONMENT THAT PREVAILS.
THIS WORLD POSES A SERIES OF EXTERNAL OBSTACLES
WHICH ARE HARD TO CONTROL. THESE FACTORS WILL
IMPACT SIGNIFICANTLY ON HOW WELL A MANAGER
PERFORMS. ORGANIZATIONS NEED TO RESPOND TO
ENVIRONMENTAL CHANGES WITH SPEED AND EFFICIENCY
TO SURVIVAL. BELOW ARE SOME OF THE KEY
CHALLENGES WHICH HAVE AN IMPACT ON THE JOB OF
MANAGING:
MODERN CHALLENGES FOR MANAGERS
1.CHALLENGES ON INFORMATION
TECHNOLOGY (IT)
• INFORMATION TECHNOLOGY IS UNDERGOING
TRANSITION. COMPUTERS, THE INTERNET, INTRANETS,
TELECOMMUNICATIONS AND AN ENDLESS NUMBER OF
SOFTWARE APPLICATIONS ARE AVAILABLE TO GET
THINGS DONE BETTER.
MODERN CHALLENGES FOR MANAGERS
2. CHALLENGES ON GLOBALIZATION
• THE DIGITAL REVOLUTION TOOK THE WHOLE WORLD
BACK TOGETHER. USE OF SATELLITE TO COMMUNICATE
INFORMATION HAS RAPIDLY IMPROVED THINGS. THE MAIN
COMPONENT OF INDUSTRY, CULTURE AND ECONOMIC
GLOBALIZATION IS THE OPPORTUNITY AND FREEDOM TO
COMMUNICATE PRACTICALLY TO ANYONE, ANYWHERE. THE
DIGITAL REVOLUTION HAS FACILITATED THE GROWTH OF
GLOBAL TRADE AND INTERNATIONAL TRADE AGREEMENTS.
 DEVELOPING MISSION AND VISION
STATEMENTS
• CREATING THE VISION AND MISSION STATEMENTS OF AN
ORGANIZATION ARE THE FIRST TWO STEPS IN THE PROCESS OF
PLANNING ACTION. DEVELOPING A STATEMENT OF VISION AND
MISSION IS CRUCIAL FOR COMMUNITY INITIATIVES TO BE
SUCCESSFUL. SUCH STATEMENTS CLARIFY THE GOALS OF
YOUR COMMUNITY IN A CONCISE WAY, HELP THE
ORGANIZATION CONCENTRATE ON WHAT IS REALLY IMPORTANT
AND PROVIDE A FRAMEWORK FOR FURTHER ADVANCEMENT OF
OTHER ELEMENTS OF YOUR STRATEGIC PLAN. MISSION AND
VISION STATEMENTS PLAY THREE CRITICAL ROLES:
 DEVELOPING MISSION AND VISION
STATEMENTS
COMMUNICATE THE ORGANIZATION’S
INTENT TO STAKEHOLDERS.
INFORM THE DEVELOPMENT OF STRATEGY
ESTABLISH THE TANGIBLE PRIORITIES AND
GOALS BY WHICH TO MEASURE THE SUCCESS
OF THE STRATEGY OF THE COMPANY
 DEVELOPING MISSION AND VISION
STATEMENTS
• VISION STATEMENT IS THEIR DREAM. IT’S WHAT
YOUR COMPANY CONSIDERS TO BE THE IDEAL
CONDITIONS FOR YOUR COMMUNITY; THAT IS HOW
THINGS WOULD LOOK IF YOU ABSOLUTELY,
BEAUTIFULLY ADDRESSED THE ISSUE THAT IS
IMPORTANT TO YOU. IT COULD BE A WORLD
WITHOUT WAR, OR A SOCIETY WHERE ALL MEN,
REGARDLESS OF GENDER OR RACIAL BACKGROUND
ARE TREATED AS EQUALS.
 DEVELOPING MISSION AND VISION
STATEMENTS
• WHATEVER THE DREAM OF YOUR COMPANY IS, ONE
OR MORE VISION STATEMENTS, WHICH ARE SHORT
PHRASES OR SENTENCES THAT EXPRESS THE
ASPIRATIONS OF YOUR SOCIETY FOR THE FUTURE,
MAY WELL COMMUNICATE IT. IN CREATING A
MANIFESTO OR STATEMENT OF PURPOSE, YOUR
ORGANIZATION CLARIFIES THE VALUES AND
GUIDING PRINCIPLES, FIRST FOR YOURSELF AND
THEN FOR THE GREATER COMMUNITY.
 DEVELOPING MISSION AND VISION
STATEMENTS
• THE CHARACTERISTICS OF VISION STATEMENT
SHOULD BE:
• UNDERSTOOD AND SHARED BY MEMBERS OF THE
ORGANIZATION.
• BROAD ENOUGH TO INCLUDE A DIVERSE VARIETY OF
LOCAL PERSPECTIVES.
• INSPIRING AND UPLIFTING TO EVERYONE INVOLVED IN
GROUP’S EFFORT.
• EASY TO COMMUNICATE – THEY ARE GENERALLY
 DEVELOPING MISSION AND VISION
STATEMENTS
• THE NEXT STEP IN THE ACTION PLANNING PROCESS IS IN
PRACTICAL TERMS TO THE DREAM OF THE GROUND ORGANIZATION.
IT IS HERE THAT A MISSION STATEMENT COMES IN TO GROW. THE
MISSION STATEMENT OF AN ORGANIZATION EXPLAINS WHAT THE
ORGANIZATION WILL DO, AND WHY IT WILL DO THAT. THE MISSION
STATEMENTS ARE SIMILAR TO CLAIMS ABOUT THE VISION, IN THAT
THEY ALSO LOOK AT THE BIG PICTURE. THEY ARE MORE PRACTICAL
HOWEVER, AND THEY ARE CERTAINLY MORE “ACTION-ORIENTED”
THAN STATEMENTS OF DREAM. THE STATEMENT OF VISION OF AN
ORGANIZATION WILL INSPIRE PEOPLE TO DREAM; YOUR STATEMENT
OF PURPOSE SHOULD MOTIVATE THEM TO TAKE ACTION.
 DEVELOPING MISSION AND VISION
STATEMENTS
• IN CREATING YOUR MISSION STATEMENTS, THE FOLLOWING ARE THE
GENERAL GUIDELINES:
CONCISE. WHILE NOT AS BRIEF AS STATEMENTS OF VISION, MISSION
STATEMENTS IN ONE SENTENCE ALSO USUALLY GET THEIR POINT ACROSS.
OUTCOME-ORIENTED. STATEMENTS ON TASK DESCRIBE THE BASIC RESULTS TO
WHICH THE ORGANIZATION IS OPERATING.
INCLUSIVE. ALTHOUGH DECLARATION OF MISSION MAKES STATEMENTS ABOUT
THE KEY GOALS OF YOUR COMMUNITY, IT IS VERY IMPORTANT THAT THEY DO
SO VERY BROADLY. GOOD MISSION STATEMENTS ARE NOT RESTRICTIVE IN THE
COMMUNITY’S POLICIES OR INDUSTRIES THAT MAY GET INVOLVED IN THE
PROJECT.
EXAMPLE:: “PROMOTING CARE AND CARING AT THE END OF LIFE THROUGH
 DEVELOPING MISSION AND VISION
STATEMENTS
• AS TO THE ROLE OF THE MISSION STATEMENT, LEADERS
SHOULD EMPHASIZE THE CURRENT STATEMENT OF MISSION
TO EMPLOYEES WHICH CLARIFIES THE ORGANIZATION’S
OBJECTIVE AND KEY MEASURABLE GOALS. A MISSION
STATEMENT IS MEANT FOR THE ORGANIZATION’S STAFF AND
MEMBERS. STRATEGIC PLANS CAN INVOLVE CHANGING THE
ORGANIZATION’S MISSION STATEMENT TO REPRESENT A
NEW DIRECTION. IT WILL HELP WORKERS AND THE PUBLIC
OPT INTO THE CHANGE BY EMPHASIZING THE ADVANTAGES
OF THE TRANSITION AND REDUCING THE GAPS.
 DEVELOPING MISSION AND VISION
STATEMENTS
• THE ROLE OF THE VISION STATEMENT, LIKE
STATEMENT OF MISSION, STATEMENT OF VISION HELPS
TO DEFINE THE INTENT OF THE ORGANIZATION.
STATEMENTS OF VISION PROVIDE GUIDANCE FOR
ORGANIZATIONAL ACTION AND HELP INSPIRE THE
ORGANIZATION. STRATEGIC PLANS MAY INCLUDE A
PROMOTIONAL CAMPAIGN THAT MAY INCLUDE THE
STATEMENT OF VISION TO ENCOURAGE STAKEHOLDERS
TO PARTNER WITH THE ORGANIZATION AS WELL.
 DEVELOPING MISSION AND VISION
STATEMENTS
• A VISION STATEMENT IS A VISION OF THE FUTURE
WITH HOE AND POSITIVE OUTLOOK. IT DESCRIBES THE
COMPANY’S INSPIRATIONAL, LONG-TERM PLAN FOR
WHAT THEY WILL BE ABLE TO DO, WHO THEY WILL
HELP, AND HOW THE COMPANY WILL THEN BE
PERCEIVED. FOR NOW, IT’S OFTEN OUT OF REACH, BUT
NOT SO FAR OUT OF REACH AS TO BE UNATTAINABLE.
THE VISION STATEMENT GIVES EVERYONE A
DESCRIPTION OF WHAT THEY ARE WORKING ON.
 DEVELOPING MISSION AND VISION
STATEMENTS
• STRATEGIC PLANNING IS LIKELY TO HAVE SUCCESSES
AND FAILURES. LEADERS SHOULD CELEBRATE THE LITTLE
SUCCESSES IN ACHIEVING OBJECTIVES THAT ARE PART OF
THE STATEMENT OF MISSION AND VISION. THE MISSION
STATEMENT WILL HELP TO MEASURE WHETHER THE
STRATEGIC PLAN IS ALIGNED WITH THE AGENCY’S OVERALL
OBJECTIVES. THE VISION STATEMENT HELPS INSPIRE
WORKERS. WORKERS WHO FEEL INVESTED IN
ORGANIZATIONAL CHANGE ARE MOR LIKELY TO STAY
MOTIVATED AND HAVE HIGHER LEVEL OF PRODUCTIVITY.
 IMPORTANCE OF CREATING VISION AND MISSION
STATEMENTS
1. THESE STATEMENTS CAN HELP YOUR
ORGANIZATION FOCUS ON WHAT’S REALLY
IMPORTANT. ALTHOUGH YOUR ORGANIZATION
KNOWS WHAT YOU’RE TRYING TO DO TO IMPROVE
YOUR COMMUNITY, IT’S EASY TO LOSE SIGHT OF
THIS WHEN DEALING TO DAY-TO-DAY
ORGANIZATIONAL DIFFICULTIES. YOUR VISION AND
MISSION STATEMENTS REMIND THE MEMBERS OF
WHAT IS IMPORTANT.
 IMPORTANCE OF CREATING VISION AND MISSION
STATEMENTS
2. VISION AND MISSION STATEMENTS OFFER A SNAPSHOT OF
WHAT THE GROUP IS AND WHAT IT AIMS TO DO TO OTHER
PEOPLE AND ORGANIZATIONS. IF STATEMENT OF VISION AND
PURPOSE IS READILY ACCESSIBLE, PEOPLE KNOW ABOUT
THE ORGANIZATION WITHOUT HAVING TO DIG HARD FOR
THE DETAILS. INSTEAD, THOSE WITH COMMON INTEREST
SHOULD TAKE THE TIME TO LEARN MORE. THIS FLEXIBILITY
IS VERY USEFUL WHEN HIRING OTHER INDIVIDUALS AND
ORGANIZATIONS TO SUPPORT THE INITIATIVE.
 IMPORTANCE OF CREATING VISION AND MISSION
STATEMENTS
3. STATEMENT OF VISION AND MISSION CONCENTRATE
THE MEMBERS ON THEIR SHARED GOAL. NOT ONLY CAN
THE STATEMENTS THEMSELVES ACT AS DAILY REMINDER
OF THE ORGANIZATION’S VALUE, THE METHODS OF
CREATING THEM ENCOURAGES PEOPLE TO SEE THE
ORGANIZATION AS “THEIRS.” CREATING THESE
STATEMENTS BUILD TRUST AS PARTICIPANTS CAN MORE
FULLY BELIEVE IN SOMETHING IF THEY HAVE A HAND IN
CREATING IT.
 ADVANTAGES OF HAVING A CLEAR VISION
STATEMENT
BRINGING PEOPLE INTO WORK TOGETHER.
OFFER HOPE FOR A BETTER FUTURE.
EMPOWERING MEMBERS OF THE GROUP TO ACHIEVE THEIR
GOALS THROUGH CONSTRUCTIVE AND SUCCESSFUL ACTION.
TURN YOUR BROAD SIGHT VISIONS INTO MORE PRACTICAL
ACTION-ORIENTED LANGUAGE.
DESCRIBE YOUR PRIORITIES CLEARLY AND CONCISELY TO THE
STAKEHOLDERS.
IMPROVE THE IMAGE OF YOUR ORGANIZATION AS BEING
SKILLED AND KNOWLEDGEABLE.
 HOW TO CREATE VISION AND MISSION
STATEMENTS
1. LEARN WHAT IS IMPORTANT TO PEOPLE IN YOUR
ORGANIZATION AND THE COMMUNITY.
• AS THE FIRST STEP IN THE DEVELOPMENT OF YOUR ACTION PLAN
IS TO ESTABLISH YOUR VISION AND MISSION STATEMENTS, IT IS
IMPORTANT THAT THESE STEPS ARE WELL IN COMMUNITY
PRINCIPLES AND VALUES. BEING AWARE OF THE IMPORTANT
ISSUES WITHIN YOUR COMMUNITY IS VITAL TO THE CREATION OF
A LARGE, SUCCESSFUL AND LASTING GROUP ACTION. AND ONE
OF THE FIRST STEPS IS TO IDENTIFY THE PROBLEMS THAT
MATTER MOST TO PEOPLE IN YOUR GROUP BY:
CONDUCTING PUBLIC FORUMS WITH MEMBERS OF THE
 HOW TO CREATE VISION AND MISSION
STATEMENTS
1. LEARN WHAT IS IMPORTANT TO PEOPLE IN YOUR
ORGANIZATION AND THE COMMUNITY.
HOLDING FOCUS GROUP DISCUSSION WITH THE PEOPLE. FOCUS GROUP
DISCUSSION USUALLY MADE UP OF SMALL GROUP OF PEOPLE OF SIMILAR
BACKGROUNDS, SO THEY CAN FEEL CONFIDENT COMMUNICATING FREELY
ABOUT WHAT CONCERNS THEM.
OBTAINING INTERVIEWS WITH PEOPLE IN LEADERSHIP AND SERVICE
POSITIONS. THIS INVOLVES INDIVIDUALS AS LOCAL OFFICIALS, SCHOOL
TEACHERS, WORKERS AT HOSPITALS AND SOCIAL SERVICE PROVIDERS,
ON WHAT ISSUES OR NEEDS THEY EXPECT TO OCCUR IN THE
NEIGHBORHOOD. MANY INDIVIDUALS WILL ALSO HAVE BOTH FACTS AND
 HOW TO CREATE VISION AND MISSION
STATEMENTS
2. DECIDE WHAT TO ASK.
• IF YOU ARE TALKING TO ONE PERSON OR A CROWD, YOUR PURPOSE IS THE
SAME TO LEARN WHAT MATTERS IN YOUR COMMUNITY. THE FOLLOWING
QUESTIONS MIGHT BE USE TO FOCUS YOUR DISCUSSIONS WITH THE
COMMUNITY MEMBERS:
WHAT IS YOUR VISION/DREAM FOR OUR COMMUNITY?
WHY DO YOU WANT TO SEE CHANGE?
WHAT KIND OF GROUP OR ORGANIZATION WILL WE BE CREATING?
WHAT DO YOU SEE AS THE BIG ISSUES OR PROBLEMS IN THE SOCIETY OR
ORGANIZATION?
HOW DO YOU SEE AS THE MAIN STRENGTH AND ASSETS OF THE GROUP OR
 HOW TO CREATE VISION AND MISSION
STATEMENTS
THOSE ARE QUESTIONS WITH NO SIMPLE ANSWERS.
YOUR ORGANIZATION WILL NEED TO UNDERSTAND
GROUP LESSONS LEARNED AND DETERMINED THE BEST
COURSE FOR YOUR ORGANIZATION THROUGH
THOUGHTFUL DISCUSSION. HOWEVER, IF YOUR
ORGANIZATION RECEIVES GRANT MONEY OR BIG
FUNDING FROM A GIVEN ENTITY, THE GRANT MAKER
CAN DETERMINE WHAT YOUR GROUP’S OVERALL
OBJECTIVE SHOULD BE.
 DEVELOPING & WRITING YOUR VISION AND
MISSION STATEMENT
• DEVELOPING CLEAR VISION AND MISSION STATEMENTS ARE TWO
OF THE MOST CRITICAL ACTIVITIES THAT YOUR ORGANIZATION
CAN TACKLE, AS SUCH STATEMENTS INFLUENCE ALMOST
EVERYTHING ELSE YOU DO. WHEN YOU AND THE TEAM
UNDERSTAND MORE CLEARLY WHAT THE COMMUNITY IS TRYING
TO DO AND WHY, YOU ARE IN A PRIME POSITION T CREATE
PROPOSALS THAT WILL CATCH THE IDEAS. WHEN YOU LOOK AT
POSSIBLE CLAIMS, TRY TO KEEP THEM BROAD AND ENDURING.
WIDE-RAGING VISION AND MISSION STATEMENTS ALLOW FOR A
SENSE OF CONTINUITY WITH THE PAST, VALUES AND SPECIFIC
AIMS OF A COMMUNITY. IN ADDITION, STATEMENTS OF VISION
 DEVELOPING & WRITING YOUR VISION AND
MISSION STATEMENT
• THE METHOD OF WRITING THE STATEMENT OF
PURPOSE FOR YOUR ORGANIZATION IS CLOSE TO
CREATING YOUR STATEMENT OF VISION. THE SAME
METHOD OF BRAINSTORMING WILL HELP YOU TO
BUILD THE POSSIBILITIES FOR YOUR MISSION
STATEMENT. YOU’LL WANT TO ESTABLISH A COMMON
MISSION STATEMENT FOR YOUR WORK AS OPPOSED
TO VISION STATEMENTS. THE FOLLOWING ARE GUIDE
QUESTIONS IN CREATING MISSION STATEMENTS:
 DEVELOPING & WRITING YOUR VISION AND
MISSION STATEMENT
COULD THIS EXPLAIN WHAT YOUR COMPANY IS
GOING TO DO, AND WHY IS IT GOING TO?
IS IT CONCISE (ONE SENTENCE)?
WAS ITS OUTCOME ORIENTED?
IS IT REFLECTIVE OF THE ORGANIZATION’S
PRIORITIES AND PEOPLE WHO MIGHT GET
INVOLVED?
 DEVELOPING & WRITING YOUR VISION AND
MISSION STATEMENT
• AFTER THE ORGANIZATION’S LEADERS HAVE FORMED A VISION AND
MISSION STATEMENTS, THE NEXT STEP WILL BE TO KNOW WHAT
OTHER GROUP MEMBERS THINK OF THEM BEFORE YOU ACTUALLY
USE THE STATEMENTS. YOU MAY TALK TO THE SAME COMMUNITY
LEADERS OR THE MEMBERS OF THE FOCUS GROUP YOU INITIALLY
TALKED TO.
• FINALLY, IT IS IMPORTANT TO NOTE THAT WHILE THE PRODUCTION
OF THE STATEMENTS IS A BIG STEP WORTH CELEBRATING FOR YOUR
ORGANIZATION, THERE IS MORE WORK TO BE DONE. YOU WILL THEN
DETERMINE WHETHER TO USE SUCH CLAIMS. OTHERWISE, ALL THE
HARD WORK YOU DO WILL LEAD TO NOTHING.
 BEHAVIORAL MANAGEMENT
• BEHAVIORAL MANAGEMENT IS A BEHAVIORAL
INTERVENTION APPROACH THAT IS ORIENTED TOWARDS
KEEPING ORDER. THIS IS A CLASS THERAPEUTIC
STRATEGY FOR ALTERING BEHAVIOR BY MODIFYING ONE
OR MORE ASPECTS OF ENVIRONMENT OF A PERSON. IT
DERIVED FROM ALBERT BANDURA’S THEORY OF SOCIAL
LEARNING WHICH AFFIRMS THAT OBSERVABLE BEHAVIOR
EMERGES FROM AN INTERACTION BETWEEN THE PERSON
AND THE ENVIRONMENT.
 BEHAVIORAL MANAGEMENT
• THE FACTORS THAT ARE MODIFIED ARE THOSE THAT ARE
THOUGHT TO CONTRIBUTE MOST SIGNIFICANTLY TO THE
DEVELOPMENT OR CONTINUATION OF HABITS THAT ARE
TROUBLESOME IN THE ATMOSPHERE FOR THE PERSON OR FOR
OTHER PEOPLE. ENVIRONMENTAL IMPROVEMENTS ARE ALSO
BEING MADE TO IMPROVE HEALTHY HABITS DEEMED BENEFICIAL
OR ADAPTIVE.
• PAST EXPERIENCE PRECEDE BEHAVIOR IN TIME AND CAN
RESULT IN ACTIONS OR DECREASE THE LIKELIHOOD OF BEHAVIOR
OCCURRING. BEHAVIORAL EVENTS THAT ACCOMPANY BEHAVIOR
IN TIME THAT ALSO INCREASE OR DECREASE THE PROBABILITY
BEHAVIORAL MANAGEMENT TECHNIQUES

1. ANTECEDENT STRATEGIES – ARE USED IN AN

ATTEMPT TO DISCOURAGE OR PROVOKE A
BEHAVIOR BEFORE A BEHAVIOR OCCURS.
2. CONSEQUENT STRATEGIES – ARE USED WHEN
A BEHAVIOR HAPPENS IN AN ATTEMPT TO
DISCOURAGE A BEHAVIOR FROM CONTINUING
AND REPEATING, OR TO REINFORCE A BEHAVIOR.
 UNDERSTANDING EMPLOYEE BEHAVIOR &
MOTIVATION: BEHAVIORAL MANAGEMENT THEORY
• THE THEORY OF BEHAVIORAL MANAGEMENT WAS
DEVELOPED IN RESPONSE TO THE NEED TO ACCOUNT FOR
THE ACTIONS AND MOTIVATION OF THE EMPLOYEES. THE
CHANGE MOVED MANAGEMENT FROM AN EMPHASIS OF
PRODUCTION TO A STYLE OF LEADERSHIP BASED ON
HUMAN NEED OF THE WORKERS FOR WORK-RELATED
FULFILLMENT AND GOOD WORKING CONDITIONS. IT IS
BASED ON THE PREMISE THAT MANAGERS CAN BETTER
CONSIDER THE HUMAN DIMENSION FOR WORKERS AND
VIEW WORKERS AS VALUABLE TOOLS FOR ACHIEVING
OBJECTIVES. MANAGEMENT WHO TAKES A SPECIAL
 A SHIFT IN THEORIES
• LONG BEFORE THEORIES STARTED WRITING
ABOUT EMPLOYEE HAPPINESS AND GOOD
WORKING CONDITIONS, MANAGEMENT FOUND
CLASSICAL LEADERSHIP TO BE THE MOST
IMPORTANT TO THE SUCCESS OF AN
ORGANIZATION, WITH ITS PRIMARY INTEREST IN
HIGH PRODUCTIVITY AND PERFORMANCE. LATER,
CONCERN FOR JOB SATISFACTION AND FAIR
WORKING CONDITIONS ESTABLISHED THE BASIS
 A SHIFT IN THEORIES
• TO ESTABLISH A RELATION, THEORISTS SUCH AS ELTON MAYO
AND OTHERS ANALYZED EFFICIENCY OF WORKERS VARIOUS
CONDITIONS. MAYO’S WORK WITH HAWTHORNE OFFERS A CLEAR
EXAMPLE OF THIS. A GROUP OF TELEPHONE LINE WORKERS WERE
DIVIDED IN THE HAWTHORNE EXPERIMENT, AND OBSERVED
WORKING IN A PRIVATE ROOM. DIFFERENT PRIVILEGES WERE
GRANTED TO THE COMMUNITY MEMBERS DURING THEIR WORKING
DAY, SUCH AS THE RIGHT TO LEAVE THEIR WORK STATIONS,
IMPROVEMENT IN PAY LEVELS AND EVEN COMPANY-SPONSORED
LUNCH. WHAT THEY FOUND OUT WAS THAT THE MANAGEMENT
GROUP HAD GENERATED MORE THAN THE OTHER WORKERS. THE
REASON FOR THIS INCREASED OUTPUT WAS THAT THE
MANAGEMENT BY EXAMPLE
• THE CONCEPT OF LEADING OTHERS BY DICTATION OR
ORDER MAY SEEM LIKE A FAIRLY DAUNTING TASK TO
MANY MANAGERS. MANY MANAGERS DON’T WANT TO
FEEL LIKE THEY’RE BABYSITTING OR BOSSING THEIR
STAFF MEMBERS AROUND, BUT THEY ALSO FIND IT
BEST TO SHOW THEIR WORKERS HOW THEY WANT TO
BEHAVE AND HOW THEY PREFER THEIR DAILY TASK
TO BE DONE. THAT ALL COMES DOWN TO THE OFTEN-
CHALLENGING TASK OF LEADING BY EXAMPLE.
MANAGEMENT BY EXAMPLE
• LEAD BY EXAMPLE NOT ONLY HOLDS MANAGERS
TO STRICT EXPECTATIONS, BUT ALSO REQUIRES
MANY INTERPERSONAL COMMUNICATIONS SKILLS.
THOSE WHO LEAD BY EXAMPLE MUST BE CAPABLE
OF ESTABLISHING GOOD HUMAN RELATIONSHIPS
WITH THOSE THEY NEED. THESE CAN BE A
CHALLENGE FOR ANY BOSS, PARTICULARLY THOSE
WHO ARE NOT EXACTLY BORN LEADERS OF
NATURAL ORIGIN.
 EFFECTIVE STRATEGIES OF MANAGING
BY EXAMPLE
1. AVOID CRITICIZING
• COMPLAINING OR JUDGING OTHERS CAN NOT ONLY DISCOURAGE
TEAM MEMBERS FROM RECEIVING THE INSPIRATION THEY NEED, BUT
IT CAN ALSO SOW THESE TEAM MEMBERS THAT CRITICISM AND
COMPLAINING IS APPROPRIATE ON THE JOB. THOSE WHO LEAD BY
EXAMPLE MUST DO THEIR UTMOST TO ELIMINATE NEGATIVITY FROM
THEIR LIVES AND THEIR APPROACH TO LEADERSHIP ALTOGETHER.
NEGATIVITY CAN ONLY GENERATE MORE NEGATIVITY, SO IT IS
IMPERATIVE THAT IT BE ELIMINATED EARLY. THE MORE OPTIMISTIC A
PERSON WILL BE, THE MORE OPTIMISTIC THEIR WORK
ENVIRONMENT CAN BE EACH AND EVERY DAY.
 EFFECTIVE STRATEGIES OF MANAGING
BY EXAMPLE
2. GIVE HONEST PRAISE
• IT IS NECESSARY TO IMPROVE POSITIVE BEHAVIOR SO THAT OTHERS
CAN CONTINUE TO BEHAVE POSITIVELY. CRITICISM AVOIDANCE IS
JUST HALF THE FIGHT WHEN IT COMES TO PROMOTING POSITIVITY
WHEN LEADING BY EXAMPLE. DEDICATED MANAGERS WHO WANT TO
LEAD BY EXAMPLE KNOW WHEN TO LAUD AND HOW NECESSARY IT
IS TO OFFER TRUTHFUL PRAISE. GIVING FALSE OR COERCED
COMPLIMENTS TO WORKERS ONLY FOR THE SAKE OF SPREADING
ATTENTION DOES NOT CUT IT OFF. PRAISE NEEDS TO BE SINCERE
AND TRUTHFUL. INDIVIDUALS USUALLY WANT TO DO THE RIGHT
THING AND POSITIVE MOTIVATION KEEPS THEM ON TRACK TO DO
 EFFECTIVE STRATEGIES OF MANAGING
BY EXAMPLE
3. DEVELOP REAL RELATIONSHIPS
• IT IS IMPORTANT FOR MANAGERS TO DEVELOP GENUINE RELATIONSHIPS WITH THEIR
WORKERS SO THEY CAN GAIN THE RESPECT. IT INVOLVES GETTING TO KNOW THEM
AND BECOMING INTERESTED IN OTHER PEOPLE AND WHAT THEY HAVE TO SAY AND
FOCUSING ON MAINTAINING AND DEVELOPING THE RELATIONSHIP SO THE TWO
PARTIES HAVE A SENSE OF CONFIDENCE. GOOD LISTENING AND COMMUNICATION
SKILLS ARE IMPORTANT TO ESTABLISH THE BASIC TRUST BETWEEN ALL PARTIES.
WHEN A CORE PARTNERSHIP EXISTS, WORKERS ARE MUCH MORE LIKELY TO LOOK AT
THEIR BOSS AS SOMEONE TO RESPECT, AND WOULD BE MUCH MORE INCLINED TO
IMITATE THE ACTIONS OF THEIR BOSS. IT DOES NOT ONLY INVOLVE LISTENING TO THE
WORDS THAT WORKERS NEED TO USE, BUT IT ALSO MEANS PICKING UP ON THEIR
THOUGHTS AND PAYING ATTENTION TO WHAT THEY ARE TRYING TO COMMUNICATE.
EFFECTIVE STRATEGIES OF MANAGING
BY EXAMPLE
4. GET IN ON THE ACTION
• TO ANY MANAGER GETTING THEIR HANDS DIRTY IS
ONE OF THE BEST WAYS TO START CULTIVATING A
BETTER RELATIONSHIP WITH THEIR EMPLOYEES AND
REALLY START MANAGING BY EXAMPLE. ONCE TEAM
MEMBERS SEE THEIR SUPERIORS DO THE JOB AND
GET INTO THE ACTION, THEY ARE MUCH MORE LIKELY
TO LOOK FOR DIRECTION AT THEIR SUPERVISORS
AND EMULATE THEIR BEHAVIOR.
 EFFECTIVE STRATEGIES OF MANAGING
BY EXAMPLE
5. HUMILITY IS THE KEY
• TAKING LEADERSHIP APPROACH NEEDS A GREAT SENSE OF MODESTY. NOT ONLY
DOES THIS MEAN TRYING TO RELATE TO WORKERS AND TO FOSTER A SENSE OF
HARMONY BETWEEN TEAM MEMBERS, BUT IT ALSO MEANS TREATING ALL TEAM
MEMBERS WITH A POSITIVE ATTITUDE. MANAGERS OUGHT TO TREAT OTHERS THE
WAY THEY WOULD LIKE TO BE TREATED, NEVER TAKE ANYTHING FOR GRANTED AND
GIVE THE BENEFIT OF THE DOUBT TO INDIVIDUALS. EVEN IF A MEMBER OF A TEAM
DOES NOT PERFORM TO THE EXPECTATIONS OF THE MANAGER, THIS DOES NOT
MEAN THEY HAVE NOT TRIED THEIR BEST. MOST PEOPLE DON’T GO INTO PREPARING
THEIR WORKDAY TO DO A TERRIBLE JOB. HAVING INSIGHT AND MODESTY WILL
ALSO HELP MANGERS SEE THE BROADER PICTURE AND SEE WHERE THEIR
WORKERS COME FROM AS THEY LEAD OTHERS BY THEIR OWN EXAMPLE.
 EFFECTIVE STRATEGIES OF MANAGING
BY EXAMPLE
6. ENGAGEMENT AND EMPOWERMENT
- IF YOU WANT ENGAGEMENT AND EMPOWERMENT, CONSIDER THE
FOLLOWING BEHAVIORS:
ACT LIKE AN OWNER-MAKE CHOICES THAT ARE BASED ON THE HIGHEST
COMPANY AND PRIORITIES.
BE CONSTRUCTIVE IN ASKING WHAT YOU CAN DO TO IMPROVE OR MAKE A
SITUATION EASIER.
BE RESPONSIBLE BY RECOGNIZING THAT THERE IS STILL AN ASPECT OF THE
PROJECT OR A CONSEQUENCE THAT WILL HAVE A POSITIVE EFFECT.
SEEK ITEMS THAT MATCH THE ULTIMATE PURPOSE. SO IF YOU MAKE A
MISTAKE, THEN YOU WILL OWN IT AND LEARN FROM IT.
EFFECTIVE STRATEGIES OF MANAGING
BY EXAMPLE
PEOPLE ARE INFLUENCED BY OUR ACTIONS. OUR LIFE AS A
LEADER WOULD BE EASIER IF WE COULD SAY ALL THE RIGHT
THINGS AND KNOW THAT THOSE WORDS WOULD
SIGNIFICANTLY INFLUENCED OUR TEAM. WHILE THAT WOULD
BE EASIER, IT IS ALSO UNREALISTIC. ALTHOUGH OUR WORDS
MATTER, WHAT WE DO MATTERS FAR MORE. IF WE WANT OUT
OUR INFLUENCE TO BE POSITIVE AND PRODUCTIVE, WE MUST
BE CLEAR ON WHAT WE WANT FROM OTHERS, AND THEN
MAKE SURE OUR ACTIONS (AS WELL AS OUR WORDS)
SUPPORT THAT. WHEN WE DO THIS, WE ARE LEADING BY
EXAMPLE IN AN INTENTIONAL AND PRODUCTIVE WAY.
 VALUES FORMATION IN MANAGEMENT
• FORMATION OF VALUES IS THE CONFLUENCE OF OUR
PERSONAL EXPERIENCES AND THE PARTICULAR SOCIETY IN
WHICH WE ARE ENTWINED. IN THE CHILDHOOD, VALUES ARE
PLACED BY OUR FAMILIES AND REINFORCED BY COMMUNITY AND
LIFE EXPERIENCES. FOR EXAMPLE, MY PARENTS PLACED ON ME
THE IMPORTANCE OF KINDNESS, AND REINFORCED IT DURING
EARLY CHILDHOOD. THE VALUE SYSTEM IS FIRST CONSIDERED
FOR UNDERSTANDING EVERY SOCIETY. THE VALUE SYSTEM
IMPLIES THE CULTURE’S PURPOSES AND GOALS WHICH THEIR
WISEST PEOPLE HAVE IDENTIFIED AND TREATED AS ABSOLUTE
AND PRIMARY. IN THE CONTEXT OF ITS VALUE SYSTEM,
 VALUES FORMATION IN MANAGEMENT

• A VALUE SYSTEM IS A COLLECTION OF

COHERENT ETHICAL PRINCIPLES AND
PROCEDURES USED FOR ETHICAL OR
MORAL HONESTY PURPOSES. A WELL-
DEFINED SET OF VALUES IS CODE OF
MORALE.
ROLE OF VALUES IN MANAGEMENT
1. DEVELOPMENT OF EMPLOYEES
• MANAGERS SHOULD USE THE VALUE SYSTEM
TO GROW THEIR WORKERS IN AN ALL-ROUND
WAY. VALUES HELP WITH VISION. THOSE HELP
IN THE CREATION OF EMPLOYEE OR
WORKERS’ AWARENESS AND MORAL
GROWTH.
ROLE OF VALUES IN MANAGEMENT
2. MOTIVATION
• VALUES WILL WORK INSIDE YOU TO AWAKEN YOUR
SECRET TALENTS. INSPIRING ONE’S SELF AND
OTHERS IN THE ORGANIZATIONS TO CAMPAIGN FOR
ETHICAL AND RIGHT VALUES. VALUES OFFERS THE
BEST ENCOURAGEMENT TO REMAIN MOTIVATED ALL
THE TIME, IRRESPECTIVE OF HOW DE-MOTIVATING
AND OVERWHELMING THINGS ARE.
ROLE OF VALUES IN MANAGEMENT
3. UNDERLIE MANAGERIAL BEHAVIOR
• THE STUDY OF VALUE IS CENTRAL TO THE
INTERPRETATION OF MANAGEMENT AND
ORGANIZATIONAL BEHAVIOR, WHICH
UNDERLIES MANAGERIAL BEHAVIOR’S
VALUE ORIENTATIONS.
ROLE OF VALUES IN MANAGEMENT
4. DETERMINE BEHAVIOR
• VALUES ARE FUNDAMENTAL AND DEFINE
ACTIONS WITHIN THE ORGANIZATION TO A
LARGE EXTENT. THEREFORE, THROUGH
EMPLOYEE BEHAVIOR, THE MANAGER WILL
INTRODUCE IMPROVEMENT IN THE WAY
THEY DESIRED.
ROLE OF VALUES IN MANAGEMENT
5. HELPS IN BRINGING CHANGE
• ORGANIZATIONS BIND THROUGH PRINCIPLES.
VALUES ARE ENABLED CULTURAL
IMPROVEMENT WHEN RE-EVALUATED AND
MATCHED WITH THE GOALS OF THE
ORGANIZATIONAL STRUCTURE. THIS PRACTICE
HAS ALREADY TRANSFORMED SEVERAL
INDIVIDUALS AND ORGANIZATIONS.
ROLE OF VALUES IN MANAGEMENT
6. DETERMINE ATTITUDES
• VALUES FORM THE FOUNDATION FOR
UNDERSTANDING BEHAVIORS,
MOTIVATIONS AND BELIEFS.
ROLE OF VALUES IN MANAGEMENT
7. PROMOTE LEADERSHIP
• MANAGERS ARE PEOPLE WHO EXERCISE
THEIR LEADERSHIP BY VALUES. THEY CAN
BE EFFECTIVE LEADERS BY PRACTICING
THE SPIRITUAL VALUES IN THEIR
MANAGING JOBS.
ROLE OF VALUES IN MANAGEMENT
8. BRING CREATIVITY
• MANGERS WILL REMAIN INNOVATIVE BY
EXAMINATION OF MANY ETHICAL PRINCIPLES IN
UNPREDICTABLE AND EVER-CHANGING TIMES.
SOME TRADITIONAL IDEALS TEND TO IMPROVE THE
COGNITIVE CAPACITY RESULTING IN A DIFFERENT
WAY OF UNDERSTANDING THOSE CHALLENGES
AND CIRCUMSTANCES
ROLE OF VALUES IN MANAGEMENT
9. INVOLVE IN MANAGERIAL GOALS
• THE ROLE OF PLANNING, COORDINATING
AND MANAGING PEOPLE’S ACTION
SHOULD BE CONSISTENT WITH THE
PRINCIPLES OF THE MANGERS
ROLE OF VALUES IN MANAGEMENT
10. GUIDE TO LIFE, PROFESSION &
CHARACTER
• MORAL, ETHICAL AND PROFESSIONAL VALUES
DETERMINE THE CHARACTER OF EMPLOYEES AND
MANAGERS. THEY GUIDE THEIR PROFESSION AND
LIFE. THEY GUIDE THE REAL CHARACTER OF OUR
LIVES AS WE SERVE OUR NATION. VALUE CAN
BECOME THE BASIS FOR THE BEHAVIOR OF ITS
MEMBERS.
ROLE OF VALUES IN MANAGEMENT
11. PERSONALITY DEVELOPMENT
• MANAGERS TEND TO BE INVOLVED IN CULTIVATING
THEIR STAFF AND FELLOW LEADERS’ PERSONALITIES.
PERSONALITY IS THE TOTAL AMOUNT OF A NUMBER OF
FACTORS. HOWEVER, THE SELECTION OF MORAL AND
FUNDAMENTAL VALUES IS AN ESSENTIAL
CONSIDERATION AS VALUES INCLUDE THE RIGHT WAY
OF THINKING, THE RIGHT MOTIVATION AND THE
PASSION FOR IMPROVEMENT.
ROLE OF VALUES IN MANAGEMENT
12. WORK ETHIC
• KNOWLEDGE, EFFORT, BEHAVIORS, ATTITUDE,
MANNERS OF WORK, INTERPERSONAL VISION, A
COMMITMENT TO CHANGE AND THE STANDARD OF
WORK GENERATED ARE IMPORTANT ELEMENTS OF
EVERY WORKER’S MENTALITY. ETHICAL AND ETERNAL
IMPORTANCE PLACES A MAJOR ROLE IN DOING WORK.
VALUES MAY ESTABLISH A PERCEPTION THAT WORK
HAS ITS OWN INTRINSIC WORTH.
 ACTIVITY NO. 1
SCENARIO: THINK OF THE ORGANIZATION THAT
YOU ARE IN NOW. ASSUME THAT YOU ARE THE
MANAGER OR HEAD OF THE ORGANIZATION
AND THAT YOU NEED TO HAVE THE VISION AND
MISSION STATEMENT FOR THE ORGANIZATION
TO BE RECOGNIZED AND/OR ACCREDITED. IN A
ONE WHOLE SHEET YELLOW PAPER, COMPOSE
A VISION AND MISSION STATEMENT.
 ACTIVITY NO. 2
1. IN YOUR OWN UNDERSTANDING WHAT MANAGEMENT IS:
A. AS A PROCESS D. AS A GROUP
B. AS A DISCIPLINE E. AS A SCIENCE
C. AS AN ART F. AS A PROFESSION
2. DESCRIBE THE DIFFERENT MANAGERIAL LEVELS BELOW:
D. THE FIRST LINE MANAGERS
E. THE MIDDLE LEVEL MANGERS
F. THE TOP MANAGERS
3. ENUMERATE AND DISCUSS THE DIFFERENT MANAGERIAL
FUNCTIONS AND SKILLS.
 ACTIVITY NO. 3
1. IN YOUR OWN UNDERSTANDING, WHAT IS A
VISION STATEMENT? HOW WILL IT HELP YOU AS A
STUDENT?
2. WHAT IS A MISSION STATEMENT?
3. DEFINE BRIEFLY WHAT BEHAVIORAL
MANAGEMENT IS AND ITS IMPORTANCE TO AN
ORGANIZATION AND TO YOU AS STUDENT?
4. WHAT IS VALUES FORMATION AND ITS
ESSENTIALS IN MANAGEMENT AND STUDENTS?