This document discusses the meaning and functions of management. It defines management as a process involving planning, organizing, leading, and controlling resources to achieve objectives. Each of these functions is then described in more detail. Planning involves setting goals and strategies. Organizing is gathering and allocating resources efficiently. Leading provides direction and motivation to employees. Controlling monitors performance and ensures goals are met. The document also discusses perspectives on management and traits of mainstream versus multistream approaches.

1. NATURE AND
FUNCTIONS OF
MANAGEMENT

2. LEARNING COMPETENCY
1. discuss the meaning and functions
of management

3. WHAT IS MANAGEMENT?
It is a process of planning, organizing,
leading, and controlling resources to
achieve specific objectives.

4. MANAGEMENT IS A PROCESS
Figure 1.1
Planning
Choose Goals
Organizing
Working together
Leading
Coordinate
Controlling
Monitor & measure

5. Management is not just
about knowing how to do
the tasks properly. Being
motivated to do the
required tasks is also
important. So apart from
knowledge and skills, a
right attitude is essential in
management.

6. Managerial Functions
 Henri Fayol was the first to describe the
four managerial functions when he was the
CEO of a large mining company in the later
1800’s.
 Fayol noted managers at all levels,
operating in a for profit or not for profit
organization, must perform each of the
functions of:
Planning,
organizing,
leading,
controlling.
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7. Planning
 It is a process of identifying the objectives
of a task, an assignment, or a cause (e.g.
advocacy) and the corresponding activities
to achieve those objectives.
3 steps to good planning :
1. Which goals should be pursued?
2. How should the goal be attained?
3. How should resources be allocated?
 The planning function determines how
effective and efficient the organization is
and determines the strategy of the
organization.
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8. WORK PLAN
 It is a visual planning tool in a
form of a summary table that
usually contains the following
information: (1) objectives, (2)
the corresponding activities to
accomplish the given objectives,
(3) the persons responsible for
doing the identified activities,
(4) the time frame to accomplish
each of the activities, and (5)
the resources needed.

9. Table 1.1 Illustrative Work Plan for Team
Building Activity in Company Z
OBJECTIVE ACTIVITIES PERSON(S)
RESPONSIBLE
TIME FRAME RESOURCES
NEEDED
Conduct a team
building
activity for
employees of
Company Z to
be held in
White Sand,
Batangas on
May 15-16,
2024
1. Announce to
all personnel
via intranet
Head of Human
Resources
(Donna)
January 15,
2024
Memo to
employees
2. Prepare
program of
activities
HRD (Elsie) and
Marketing
Department
(Charlie)
January-
February
2024
Team building
program
approved by
the company
President
3. Confirm the
list of persons
per department
who will attend

10. Organizing
 In organizing, managers create the structure
of working relationships between
organizational members that best allows
them to work together and achieve goals.
 It is the gathering of resources required to
carry out the activities and allocating the
effective and efficient use of those resources.
Effectiveness – doing the right things
Efficiency – doing things right
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11. EXAMPLE:
 Company A recruits job applicants by visiting schools
in different regions of the country, administering
exams in identified schools, and inviting the top
applicants to attend a final interview at the main
office. Company B, on the other hand, makes an
email blast to all schools and announces via social
media their manpower requirements, letting
interested applicants undergo online tests and initial
interviews, then invites the top applicants to the
main office.

12. FIGURE 1.2 EFFECTIVENESS
AND EFFICIENCY MATRIC
BEST SCENARIO; DO THIS ACTION
ALWAYS
DISCONTINUE DOING THIS ACTION
BECAUSE YOU ARE IN THE WRONG
PATH
CONTINUE TO IMPROVE DOING THIS
ACTION
WORST SCENARIO; NEVER DO THIS
ACTION
EFFECTIVENESS
(WHAT TO DO)
RIGHT WRONG

13.  Organizing entails more than gathering
the needed resources. It requires you
to identify the what, why, how, and
when of acquiring these resources.
Hence, when organizing, you have to
examine why you need the particular
resources and for what purposes.

14. Example:
 A start-up entrepreneur wants to venture into
selling handicrafts produced by women from
a tribal community in the province of
Palawan. She started to organize her business
by doing research on the following:
 Where to get the regular supply of
handicrafts
 How to contact the women producing the
handicrafts
 what mode of transportation to use for
procurement and delivery,etc

15. Some of the organizing tasks
of a manager are:
1. Who will be my staff?
2. Where will I get the resources?
3. What are the reporting and
communication arrangements
that I will expect from my
staff.

16. Leading
 In leading, 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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17.  Leading is a process which encompasses the
following:
 Influencing other people to perform the way
you wish them to;
 Directing other people to achieve the
desired objectives;
 Coordinating the proper implementation of
activities;
 Communicating effectively across various
groups;
 Motivating individuals to perform their best.

18. Controlling
 In controlling, managers evaluate how well the
organization is achieving its goals and takes
corrective action to improve performance.
 Managers will monitor individuals, departments,
and the organization to determine if desired
performance has been reached.
 Managers will also take action to increase
performance as required.
 The outcome of the controlling function is the
accurate measurement of performance and
regulation of efficiency and effectiveness.
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19.  CONTROLLING - monitoring and evaluating
activities undertaken in relation to the stated
objectives. It involves the following:
 Identifying the gap (variance) between what
was planned and what was accomplished in
terms of quantity and quality of work;
 Determining the main cause of problems
encountered during implementation;
 Finding ways to correct those problems;
 Preventing those problems from recurring, and
 Seeking new ways to improve how things will be
done in the future.

20.  Example:
 A company accountant compares the planned
vs. actual expenditures, as well as target vs.
actual revenues. His or her comparison will
gauge whether the business is minimizing costs
and maximizing profits.

21. MANAGEMENT USES RESOURCES
 In management, resources pertain to people,
time, money, materials, machines,
equipment, land, building, technology,
information, and communication systems, and
other forms of material and nonmaterial
things.
 Resources are essential to achieve specified
objectives.

22. MANAGEMENT AIMS TO ACHIEVE
OBJECTIVES
 Management starts with having a clear set of
objectives. In setting management objectives, you
must take into account five important guides. The
objectives must be SMART.
 Specific – must be in a form of sufficient detail such as
in terms of quantity or quality
 Measurable – can be assessed and verified through
objective performance indicators
 Attainable – can be achieved by finding your own ways
or strategies
 Realistic – can be accomplished given the current and
planned level of resources that you have.
 Time –bound – can be accomplished within a definite
time period

23. Investment Perspective
 It pertains to deriving an expected
economic return or material benefit
from a given management activity or
business project.

24. Ethical Perspective
 Pertains to examining whether a desired
objective is morally right or wrong.

25. Individual Fulfillment
Perspective
 Looks at how an organization seeks to
satisfy the needs of employees and
develop their full capabilities.

26. Mainstream Perspective vs.
Multistream Perspective
 Mainstream Perspective – focuses on the
traditional, materialist, and individualistic
view of management, such that the emphasis
is maximizing profitability, productivity and
competitiveness.
 Multistream perspective – focuses on a
balanced view of management by taking into
account the multiple forms of well-being for
multiple stakeholders; emphasizes corporate
social responsibility, dignification of work,
fairness in dealings and people’s
participation.

27. TRAIT MAINSTREAM MULTISTREAM
Desire to lead For personal gain For other’s gain
Drive To get ahead To make difference
Self-confidence “I can do it” “We can do it”
Honesty and integrity As an effective means
to an end
As an end in and of
itself
Intelligence and
knowledge
Narrow instrumental
focus
Broad holistic focus

28. ASSIGNMENT –INDIVIDUAL (to be
written in the Activity Notebook)
 List the reasons for choosing
ABM Track
 Write a journal of your future
plan (minimum of one (1)
page).

29. GROUP TASK
 USING THE SAMPLE FORMAT FOR A WORK
PLAN, CREATE YOUR OWN WORK PLAN ON
CLASS CONVOCATION.