iNTRODUTION TO mANAGEMENT

1. Miss EMJAYCE PEARL S. ENDOZO

2. Management is
what a manager
does.

3.  Is the art of getting things done through the
efforts of other people
– Mary Parker Follett
 A process or form of work that involves the
guidance and direction of a group of people
toward organizational goals or objectives
– Terry and Rue

4. Process of working with and through
other people to accomplish
organizational goals
- Johnson and Stinson

5. The establishment of an environment for
group effort in such a way that
individuals will contribute to group
objectives with the least amount of such
inputs as money, time, effort, discomfort,
and materials
-Koontz, O’Donnell, and Weihrich

6. The process of planning, organizing,
staffing, motivating, and controlling
the work of organization members
and of using all available resources to
reach stated organizational goals.

7. Is the attainment of organizational
goals in an effective and efficient
manner through planning,
organizing, leading and controlling
organizational resources.

8. It is a group effort.
It is not a single person who
consummates the whole process of
management. A task can be successfully
accomplished only with the collective
effort.

9. It utilizes resources efficiently.
– “doing things right”, not wasting
resources, or making use of resources in
a cost-effective manner

10. It is a goal-oriented process.
Every organization is established for the
fulfillment of a goal or objective.
Management acts as a medium which
facilitates in achieving these objectives.

11. Is a process
- systematic way of doing
things
- It has a definite system
of functioning

12. MANAGERI
AL
NON
-MANAGERI
AL
Top Level Managers
Middle Level
Managers
Lower Level
Managers

13. People responsible for directing the
effort aimed at helping organizations
achieve their goals

14.  The organizational members who
worked directly on a job and have no
subordinates.
 The employees of this category are
known as workers, operators, staff

15. Top
Managers
Middle Managers
First-line Managers
 As to Management Level
Three Levels of ManagementThree Levels of Management

16. 1. FIRST-LINE (FIRST-LEVEL) MANAGERS –
are responsible for the work of
operating employees only and do not
supervise other managers, they are the
“first” or lowest level of managers in the
organizational hierarchy
Examples: foreman, supervisor

17. 2. MIDDLE MANAGERS – are managers in
the midrange of the organizational
hierarchy; they are responsible for other
managers and sometimes for some
operating employees; they also report to
more senior managers

18. 3. TOP MANAGERS – at the top of the
organizational hierarchy and is
responsible for the overall management
of the organization; they establish
operating policies; ex: President, Vice
President, CEO

19.  As to Function
1. FUNCTIONAL MANAGER – a manager
responsible for just one organizational
activity, such as finance, human resource,
marketing, production
2. GENERAL MANAGER – oversees a complex
unit, such as a company or a subsidiary.
He/she is responsible for all the activities of
the company.

20. 1. PLANNING – the process of setting the
objectives to be accomplished by an
organization during a future time
period and deciding on the methods of
reaching them.
Planning refers to thinking before hand.

21. 2. ORGANIZING – the process of engaging
two or more people in working
together in a structured way to achieve
a specific goal or set of goals
Organizing refers to the harmonious
adjustment of various elements to
achieve common objectives.

22. 3. STAFFING – the process of filling
positions in the organizational structure
with the most qualified people available
Staffing refers to filling and keeping filled
the posts with people.

23. 4. MOTIVATING – the process of getting
people to contribute their maximum
effort toward the attainment of
organizational objectives
Directing refers to instructing, guiding,
communicating, and inspiring people in
the organization.

24. 5. CONTROLLING – the process of
ensuring the achievement of an
organization’s objectives
Controlling refers to bringing the actual
results closer to the desired results.

25. 1. INTERPERSONAL – primarily concerned
with interpersonal relationship
• FIGUREHEAD – the manager represents the
organization in all matters of formality.
He/she perform duties of a ceremonial
nature.

26. • LIAISON – the manager interacts with
peers and people outside the organization.
Every manager must cultivate contacts to
collect information useful for his
organization.
• LEADER – It defines the relationship
between the manager and the employees.
Every manager must motivate and
encourage his/her employees.

27. 2. INFORMATIONAL – primarily concerned
with the information aspects of a
managerial work.
• MONITOR – the manager receives and
collects information

28. • DISSEMINATOR – the manager transmits
special information into the organization
who would otherwise have no access to
it.
• SPOKESPERSON – the manager
disseminates the organization’s
information into its environment.

29. 3. DECISIONAL – the roles makes significant
use of the information.
• ENTREPRENEUR – the manager proactively
looks out for innovation to improve his
organization. He / she initiates change
Innovation – creating new ideas

30. • DISTURBANCE HANDLER – the manager
deals with threats to the organization.
He / she has to work reactively like a fire
fighter
• RESOURCE ALLOCATOR – the manager
chooses where the organization will
expend its efforts.

31. • NEGOTIATOR – the manager negotiates
on behalf of the organization. He / she
has to spend considerable time in
negotiations.

32. SKILL – an individual’s ability to translate
knowledge into action.
1.TECHNICAL SKILL – is the manager’s
understanding of the nature of job that people
under him have to perform; job-specific
knowledge and techniques needed to proficiently
perform specific tasks

33. 2. CONCEPTUAL SKILL – refers to the ability
of a manager to take a broad and
farsighted view of the organization and
its future, his ability to analyze the
forces working in a situation, his creative
and innovative ability, and his ability to
assess the environment and the changes
taking place in it.

34. 3. HUMAN RELATIONS SKILL – is the ability
to interact with people at all levels; the
ability to work well with other people
both individually and in a group