3. 1.1 INTRODUCTION
Management:
MARY PARKER FOLLET
“the art of getting things done through people”
STONER
“the process of planning, organizing, leading and controlling the
efforts of an organization members and of using all other
organizational resources to achieve stated organizational goal”.
THEO HAIMANN & WILLIAM SCOTT
“is a social and technical process which utilizes , resources,
influences, human action and facilitates changes in order to
accomplish organizational goals”.
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4. Organization
Is a social unit in which two or more people
interact to achieve a common goal or a set of
goal (Stoner)
or
As a collection of people working together
in a division of labor to achieve a common
purpose.(Schermerhon)
or
The structure of relationships that exists
when two or more people mutually
cooperate to pursue common objectives
(Holt).
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5. Types of
Organization
Formal
• Consist of two or more people who are involve in a
mutual effort with formal authority to achieve
common objectives (Holt)
Informal
• The shadow organization consists of two or more
people involved in a mutual effort without
deliberate structures of authority or the necessity of
the common objectives.
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11. 1.
P
L
A
N
N
I
N
G
Planning is the process used by
managers to identify and select
appropriate goals and courses of
action for an organization.
1.Which goals should be pursue?
2. How should the goal be attained?
3. How should resources be
allocated?
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12. 2. ORGANIZING
• In organizing, managers create the structure of working
relationships between organizational members that best allows
them to work together and achieve goals.
• Managers will group people into departments according to the
tasks performed.
• lay out lines of authority and responsibility for members.
1-10
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13. 3. STAFFING
This function is often
called staffing or
personnel and
involves hiring,
training,
compensating, and
retaining the people
necessary to achieve
organizational
objectives.
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Further discussion in
chapter 3
14. 4. LEADING
Leaders or managers
determine direction,
state a clear vision for
employees to follow,
and help employees
understand the role
they play in attaining
goals.
Leadership involves a
manager using power,
influence, vision,
persuasion, and
communication skills.
The outcome of the
leading function is a
high level of
motivation and
commitment from
employees to the
organization.
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15. 5. CONTROLLING
1-12
Monitoring the activities of an organization is on the right
path
Analyzing the business operation and performance
And feeding the information back to the planning process
for measuring performance and take corrective action.
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16. 1.4 LEVEL OF MANAGEMENT IN
LIBRARIES
Top Managers:
Responsible for the performance of all
departments and have cross-departmental
responsibility.They establish organizational goals
and monitor middle managers.
Middle Managers:
Supervise first-line managers.They are also
responsible to find the best way to use departmental
resources to achieve goals
First-line Supervisors:
responsible for day-to-day operation.They supervise the
people performing the activities required to make the
good or service.
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17. MANAGERIAL SKILLS
• 1.Conceptual skills: the ability to analyze and diagnose
a situation and find the cause and effect.
• 2.Human skills: the ability to understand, alter, lead,
and control people’s behavior.
• 3.Technical skills: the job-specific knowledge required
to perform a task. Common examples include
marketing, accounting, and manufacturing.
There are three skill sets that managers
need to perform effectively.
All three skills are enhanced through
formal training, reading, and practice.
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19. Discussion:
1. Define the concept of traditional and modern managements.
2. Differentiate the term effectiveness and efficiency.
3. List the internal and external environment of organization.
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