2.  A. Industrial Revolution
 - beginning of 17th-century England,
several forms of organization had
emerged requiring the use of "managers"
to successfully achieve organizational
objectives.
ex. Church, military, states
(management are practice)

3.  - Greek
 - Roman
 - Chinese
 1. They administer in building roads
 2. Provide mean to distribute food
supply.
 3. Control the collection of Tax.
 4. Supervise military activities both within

4.  The state and among conquered
territories.
 Emperors
 - effective managers with explications
of the duties and responsibilities assigned
to their position, the need for training,
and the need for control over activities in
the hands of a centralized

5.  Chain of command.
 The chain of command established
clear, unbroken lines of authority and
responsibility from the highest to the
lowest level in the organization.

6.  •Delegation of authority.
 - Because of the length of the chain of
command, it became essential that
decision-making authority be granted to
those in middle- and low-level positions.
Without this provision, the individual
occupying the senior position would be
overwhelmed by the task of having to
approve each activity necessary to the
efficient functioning of the military units.

7.  •Staff.
 -As warfare became more sophisticated, those
in command could not be fully aware of every
tactic available in a given situation. Thus the
need developed for a group of officers, called
staff officers, who were recruited and trained
to serve as advisers to managers faced with
critical decisions. While staff officers accrued
power because of their expertise, the final
decision was the responsibility of the
commanding officer.
•

8.  Unity of command.
 - The principle that no individual has
more than one supervisor is known as
unity of command. Receiving orders or
directives from two or more superiors can
lead to confusion, contradictory
requests, and instability in military
operations.

9.  Are the fundamental to any organization
 Accomplish tasks that help fullfil
organizational objectives as efficiently as
possible

13.  ACCOMPLISHING TASKS THAT HELP
FULFILL ORGANIZATIONAL OBJECTIVES
 SUCH AS;
 A.DELIVERING CUSTOMER’S SERVICE
 B. SATISFACTION TO END USERS

14.  GETTING THE WORK DONE WITH A
MINIMUM EFFORT, EXPENSE, OR WASTE

15.  COFFEE
 DOUGHNUTS

16.  BY MAKING THIS COMMON PRODUCTS
TO BE UNIQUE IN THE MARKET WITH A
VARIETY OF CHOICES AND ADDING
DIFFERENTS FLAVORS THAT WILL MAKE A
“RECALL NAME” IN THE MARKET, THESE
ATTRACT CONSUMERS AND BE YOUR
REGULAR CLIENTS

17.  PLANNING
 ORGANIZING
 LEADING
 CONTROLLING

18.  DETERMINING ORGANIZATIONAL GOALS
AND A MEANS FOR ACHIEVING THEM
 BEST WAY TO IMPROVE PERFORMANCE
 “HEART OF STRATEGIC PLANNING”

19.  PEOPLE ARE ENCOURAGE TO WORK
HARDER.
 ENGAGE DIRECTLY RELATED TO
ACCOMPLISHING THEIR GOALS
 THINK OF BETTER WAYS TO DO THEIR
JOBS.

20.  IF YOU ANSWER “WHAT BUSINESS ARE
YOU IN” IN THREE SENTENCES OR LESS.

21.  DECIDING WHERE DECISIONS WILL BE
MADE, WHO WILL DO WHAT JOBS AND
TASKS, WHO WILL WORK FOR WHOM IN
THE COMPANY

22.  INVOLVES INSPIRING AND MOTIVATING
WORKERS TO WORK HARD TO ACHIEVE
ORGANIZATIONAL GOALS
 COMMUNICATIONS

23.  MONITORING PROCESS TOWARD GOAL
ACHIEVEMENTS AND TAKING
CORRECTIVE ACTIONS WHEN PROCESS
ISN’T BEING MADE.
 SETTING STANDARDS TO ACHIEVE GOALS
 MAKING CHANGES TO MAKE THE
PERFORMANCE ACHIEVE THOSE
STANDARDS

24.  Top managers
ex. (CEO) Chief Executive Officer
(COO) Chief Operating Officer
(CFO) Chief Financial Officer
Responsibilities:
a. Creating context for the change
includes forming a long range vision or
mission for the company

25.  B. Develop employees commitment to
and ownership of the company’s
performance.
 - employee buying in
 C. Positive organizational culture through
language and action.
 - impart company values, strategies,
and lesson through what they do, and
say to others inside and outside the
company.

26.  C. Monitoring their business environment.
 - responsibility to solve the internal
problems.
 - monitor the customer’s needs
 - competitor’s move
 - long-term business,
 - economic
 - social trends

27.  Ex. Plant Manager
 Regional Manager
 Divisional Manager
Responsibilities:
a. Setting objective consistent with top
management’s goals and for planning
and implementing subunit strategies for
achieving those objectives.

28.  - plan and allocate resources to meet
objectives.
 B. Coordinate and link groups,
departments and division within the
company