1. MANAGEMENT PROCESS Rodalyn G. Salvaleon – Tusoy Master in Public Administration Student
2. STAFFING Gif icons courtesy from Google images
3. • The use of a rational design or pattern for all organizational undertaking.• Deciding in advance what is to be done and how. Gif icons courtesy from Google images
4. Formulating objectivesTaking actionAppraising results pictures courtesy from Google images
5. Analysis of demandAnalysis of capacity to perform Commitment of resources
6. Since a plan necessitates futurity and action, it shouldinclude a schedule of implementation.Since a plan should specify the people responsible in physicaland concrete terms, it should include a specification ofpeople who are to implement the plan and what entities willbe involved in plan implementation.Since a plan depends primarily on the capability of peoplewho will carry them out, then an assessment of manpowercapability should also be made a part of that plan.
7. •Strategic planning•Operational planning pictures courtesy from Google images
8. Policy Organization plan planOperational Program plan plan icons courtesy from Google images
9. Formulating accurate forecasting Effects on human psychology Changes in the socio-political climate Availability of time
10. Principle of contribution to objectivesPrinciple of efficiency of plansPrinciple of primacy of planningPrinciple of planning premisesPrinciple of strategy and policy frameworkPrinciple of timingPrinciple of the limiting factorThe commitment principlePrinciple of flexibilityPrinciple of navigational change icons courtesy from Google images
11. • A process by which the manager brings order out of chaos, eliminates conflicts between people over work or responsibility, and establishes an environment of teamwork. icons courtesy from Google images
12. Identification of objectivesIdentification and classification of the activities to accomplish organizational objectives Grouping Activities Delegation of Authority Integration of the grouping of activitiesthrough authority and functional relationship
13. Formal organization• planned structure. It is a deliberate attempts to establish patterned relationship among the component parts of organizationInformal organization• arise spontaneously out of the activities of the participants within a formal organization.
14. • is a distinct area, division, or branch of an organization over which a manager has authority for a performance of specified functions and activities icons courtesy from Google images
15. LINE FUNCTION – directly responsible for carrying out the objectives of the organization.STAFF FUNCTION – thoseelements which help the line to work effectively. Pictures and icons courtesy from Google images
16. Failure to plan properlyFailure to clarify relationshipsFailure to delegate authorityFailure to balance delegationConfusion of lines authority and informationAuthority without responsibilityResponsibility without authorityCareless application of the staff deviceMisuse of functional authorityMultiple subordinationMisuse of service departmentsOverorganization Gif icons courtesy from Google images
17. 1 Principle of unity of objective 2 Principle of efficiency 3 Span of management principle 4 The scalar principle 5 Principle of delegation 6 Principle of absoluteness of responsibility 7 Principle of parity of authority and responsibility 8 Principle of unity of command 9 The authority-level principle 10 Principle of division of work 11 Principle of functional definition 12 Principle of separation 13 Principle of balance 14 Principle of flexibility 15 Principle of leadership facilitationGif icons courtesy from Google images
18. • Provision of the different positions of the organization structure with competent and qualified personnel. picture courtesy from Google images
19. Auxiliary services provide aid and assistance in organization line operations Administrative services provide aid and assistance in the management of general operations’ Technical services provide aid in specialized fields pictures courtesy from Google images
20. 1.) They provide technical orspecialized knowledge and support intheir various fields to aid the managerin carrying out his responsibilities2.) They could relieve him of thedetails which could otherwise rob himof efficiency Gif icons courtesy from Google images
21. Principle of staffing objective Principle of staffing Principle of job definition Principle of managerial appraisal Principle of open competitionPrinciple of management developmentPrinciple of continuing development icons courtesy from Google images
22. • YouTube(April 22, 2010). Kronos Workforce Management and Staff Scheduling for Retailers. Retrieved from www.youtube.com/watch?v=JeMD71MtNXQ
23. • Guiding and motivating other people to work for a common cause. icons courtesy from Google images
24. Planning sets the organizationalgoals; directing tells the personnelhow they are going to attain thegoals; and controlling remindsthem of their goals and authorizedmeans of attaining them.
25. High morale – complex combination of manyfactors that make people do what theorganization expects them to doLow morale – combination of factors thatprevents or deters people from doing what theorganization expects them to do.Leadership – the art of imposing one’s will uponothers in such a manner as to command theirobedience, confidence, respect and loyalty. Gif icons courtesy from Google images
26. Principle of directing objectivePrinciple of harmony of objectivesPrinciple of unity of command Principle of direct supervision Principle of leadership Principle of direction technique icons courtesy from Google images
27. • Management action to adjust operations of the organization to its predetermined standards. Gif icons courtesy from Google images
28. (1) MANAGEMENT CONTROL – largely concerned withexecuting broad plans and objectives, delineatingfunctions and responsibilities, and the acquisition andefficient use of resources to effectively accomplish theorganization’s goals.(2) OPERATIONAL CONTROL – relies heavily on specificprocedures, departmental budgets, and productionschedules.
29. COORDINATION – (Koontz and O’Donnell) the essence of being a manager for theachievement of harmony of individual effort in the accomplishment of organizational objectives. REPORTS - The principle device of the manager for retaining control of delegated responsibility and authority to subordinateexecutives’ is the systematized reporting and internal checking.BUDGET - for the government, budgeting is a critical process of allocating resources: revenues and borrowed funds. icons courtesy from Google images
30. Principle of assurance of objective Principle of efficiency of controls Principle of control responsibility Principle of direct control Principle of reflection of plansPrinciple of organizational suitability Principle of individuality of controls Principle of standards Principle of critical-point control The exception principle Principle of flexibility of controls Principle of action Gif icons courtesy from Google images
31. • YouTube(September 10, 2012). Management: A multi-dimentional activity. Retrieved from https://www.youtube.com/watch?v=WUUFyU cGTSA
32. • Jose P. Leveriza. Chapter 9: The Management Process. Public Administration: The Business of Government. Second Edition• Google images for the pictures and icons• YouTube(April 22, 2010). Kronos Workforce Management and Staff Scheduling for Retailers. Retrieved from www.youtube.com/watch?v=JeMD71MtNXQ• YouTube(September 10, 2012). Management: A multi- dimentional activity. Retrieved from https://www.youtube.com/watch?v=WUUFyUcGTSA