Introduction to Organization and Management

1. Course/Subject
ENTP BC 1
INTRODUCTION TO
ORGANIZATION AND
MANAGEMENT
1st Semester
SY 2022-2023
Mark Jade A. Quirante

2. Course Requirements
• Schedule of Classes
• Mode of Instruction
• Submission of Deliverables
• Schedule of Examinations

3. Schedule of Classes
• Time: From 7:00 AM to 8:00 AM
• Days:
MONDAY
WEDNESDAY
FRIDAY
Note: Follow health/safety protocols

4. Mode of Instruction
• Face-to-face classes (at least twice per month)
• Modular
a) For the non-vaccinated
b) when not attending face-to-face
• On-line (as scheduled or as needed)
• Class Schedules covered
from Prelim to Finals = at least one month per
period (from September to December 2022)

5. Submission of Deliverables
• Module Activities and Requirements
- should be on the set date
- grace period, within the following week
after the set deadline
• Assignments – on the next face-to-face class
schedule
• Others as needed/required

6. Schedule of Examinations
• As scheduled for Prelim, Midterm, Semifinal
• For final exam – at the end of classes for the
semester (the date will be announced later)

7. Schedule of Examinations
oPrelims
• Gen. Ed. [Sept. 12-16, 2022]
• Prof. Ed. [Sept. 19-24, 2022]
oMidterms
• Gen. Ed. [Oct. 17-22, 2022]
• Prof. Ed. [Oct. 24-29, 2022]
oPre-Finals
• Gen. Ed. [Nov. 14-19, 2022]
• Prof. Ed. [Nov. 21-26, 2022]
oFinals
• Gen. Ed. [Dec. 12-17, 2022]
• Prof. Ed. [Dec. 19-23, 2022]

8. Grading System
Examinations
(50%)
Performance Tasks
(30%)
Other
Requirements
(20%)
• Preliminary
Examinations
• Midterm
Examinations
• Final Examinations
• Quizzes
• Classroom Presentation/
Reports
• Laboratory/Demonstration
• Oral recitation
• Assignment
• Projects/Portfolio
• Research output

9. Module 1
PRELIM PERIOD

10. DEFINITION OF MANAGEMENT
• Management is the attainment of organizational
goals in an effective and efficient manner using
function of planning, organizing, directing and
controlling organizational resources.

11. CHARACTERISTICS OF
MANAGEMENT
The following are some of the significant characteristics
of management:
 Management aims to achieve targets in the most
economical way. The manager is expected to achieve
desired results or targets through the rational use of
available resources to maximize profit for the
organization.
Management is goal-oriented and output-oriented.
The effectiveness of management deals mainly with the
achievement of predetermined objectives of an
organization, whereas its efficiency deals with its ability
to produce outputs at the lowest possible cost or effort.

12. Management implies skill and experience in
being to get things done through people.
Organizational tasks and objectives cannot be
accomplished without the cooperation of people
who compose the organization.
Management is a group activity. Management
only comes into existence when there is a group that
works toward the achievement of a common goal.
Management follows a system of authority. To
effectively direct the efforts of others, management
formalizes a standard set of rules and procedures to
be followed by subordinates to ensure their
compliance with rules and regulations. With this,
the manager is given authority over his
subordinates. means the power to make others
(subordinates) act in a predetermined
manner.

13. Management involves problem-solving and
decision-making. Managers must be able to
formulate ways to solve problems that may arise
and make decisions when the situation calls for it.
Management implies good leadership.
Management ensures that jobs are accomplished
through the efforts of subordinates, leadership
entails influencing and motivating subordinates to
perform tasks and achieve goals for the mutual
benefit of the organization.
Management is dynamic and not static. The
principles of management are dynamic and ever-
changing. It has to adopt itself to social changes and
current trends and developments that influence how
organizations and industries work.

14. Management involves different levels in an
organization. Management is needed at the
different levels of an organization, namely, top
level, middle level, and lower level.

15. NATURE OF MANAGEMENT
The nature and scope of management may be viewed
in three alternative ways:
Management as a discipline;
Management as a group of people; and
Management as a process.

16. MANAGEMENT AS A DISCIPLINE
• Management is regarded as a field of study or
discipline. It has a vast and broad theoretical
foundation composed of universally accepted
principles, concepts, foundations, and techniques.
commerce
economics
mathematics
sociology
psychology

17. MANAGEMENT AS A GROUP OF
PEOPLE
Management consists of individuals or a group of
people who perform managerial activities.
Management is composed of people or human
resources working toward the achievement of
common organizational goals and consists of getting
things done through the efforts of people within the
organization.

18. MANAGEMENT AS A PROCESS
• A process refers to a series of actions that achieve
something. With this concept, management consists
of a systematic series of steps intended to achieve a
predetermined target or goal.
Human
Financial
Information resources

19. THE JOB OF A MANAGER
WHO IS A MANAGER?
• A manager is a person in an organization who
directly supports and helps activate and consolidate
the work efforts and performance accomplishments
of others.
• The people who are supported and helped by
managers are called work associates or generally
subordinates.

20. LEVELS OF MANAGERS
• To better understand the breadth and depth of the
nature of a manager’s job, it is useful to examine the
various levels of management within an
organization and the scope of their responsibilities.
Figure 1.1 shows the various managerial levels within
a typical profit-oriented and nonprofit organization
and the common job titles possessed by managers at
each level.

22. Top managers are responsible for the performance of
the organization as a whole. Managers who belong to
this level are responsible for setting the overall
direction of the organization through crafting its
organizational vision, mission, goals, and objectives.
These managers are also frequently called C-level
managers because they usually have the word “chief”
in their position titles.

23. Middle managers are managers who are neither top
executives nor front-line supervisors, but they serve
as a link or liaison between the two managerial
groups. They are usually in charge of relatively large
departments or divisions that have several smaller
working units.
Examples:
Division Manager
Regional Manager
Branch Manager

24. First-level managers are those who supervise
operations within a small work group composed of
nonmanagerial workers. They help shape the attitudes
of new employees and rank-and-file workers.
Examples:
Department Head
Supervisor
Team Leader

25. TYPES OF MANAGERS
Line managers
Staff managers
Functional managers
General managers
Administrators

26. Line managers are responsible for work that makes a
direct contribution to the outputs of an organization.
Staff managers, on the other hand, use special
technical expertise to advise and support the efforts of
the line managers.
Functional managers have responsibilities and
supervise the work of subordinates within a single
and specialized activity in an organization such as
accounting, finance, marketing, production, and
human resources.

27. General managers are responsible for activities
covering many functional areas as well as several
different groups that perform a variety of functions.
• Plant manager
- who oversees various departments engaged in both
specialized and generalized functions such as purchasing,
manufacturing, storage, sales, marketing, finance, and
accounting.
In the case of public, governmental, educational, and
nonprofit organizations, persons who perform
managerial functions are commonly called
administrators.
Ex. university officials and administrators, hospital
administrators, public administrators, city
administrators, and the like.

28. MANAGERIAL PERFOMANCE
AND ACCOUNTABILITY
In any organization managers are expected to help and
assist their subordinates, either working individually or in
groups, to achieve productivity and accomplish
organizational goals.
The concept of accountability recognizes that managers
are required to report to a higher authority for the
performance results of their area of jurisdiction.
The front-line managers reports to a middle manager, the
middle manager reports to top management, and even top
management reports to the board of directors.

29. THE END