1. Basics of
Management

2. Meaning of Management
3 FIELDS OF
3 BASIC
ADMINISTRATION:
FUNCTIONS:
1.BUSINESS
ADMINISTRATION
1.POLICY
2.PUBLIC
ADMINISTRATION DEVELOPMENT
3.SCHOOL
ADMINISTRATION
2.MANAGEMENT
3.PRODUCTION

3. a. POLICIES-Are statements or understandings which
serves as guides to the various management
functions such as planning, organizing, directing,
controlling, and so on.
b. PRODUCTION-Pertains to the production of goods
and services.
IN SCHOOL SETTING:
this refers to the rendering of instructional services
which, ultimately lead to the production of the
various learning outcomes on the part of the
learners.
c. MANAGEMENT-Is the “ Activity element” that makes
things happen.

4. Common Elements of and
 Goals and purposes to be established
Management
eventually attained;
 Development of strategies and techniques to
achieve the goals;
 The marshalling of resources(human and material)
 The design;
 The organization;
 Direction;
 Coordination;
 Control of the activities; and
 The motivating and of rewarding of people to do
the work.

5. 3 Managerial Task
1.Managing work and organization;
2.Managing people;
3.Managing production and operations.

6. SIX BASICS OF MANAGEMENT

7. Guideline # 1.
Managers are responsible for the
management system adopted by their
company as well as for the operating results
obtained through that system.
What is a manager???
He is accountable for both means and ends.
He is also responsible for
understanding, contributing to, and
interpreting the management system to his or
her people, as well as for the results obtained
thru the system.

8. 4 AREAS OF ACCOUNTABILITY
1.THE MANAGEMENT SYSTEM
2.RESULTS THROUGH THE SYSTEM
3.LEADERSHIP AND DEVELOPMENT OF
SUBORDINATES
4.OPERATING DUTIES

9. Guideline # 2
Understanding the difference between operating and
managing enables a manager to strive for an optimum
balance between these two separate kinds of work.
Theoretically, managing is doing only the management work
for the area of operations for which one is accountable.
*it is important to remember that the lower the manager’s
organizational level, the more operating work he is
generally required to perform. Also, the amount of work
performed under each of the management subfunctions
varies with the organizational level and the availability of
staffs and servives.

10. Guideline # 3
Managers achieve most effective results when
they give top priority to management work.
A technique for checking up oneself periodically
such questions as,
Am I doing this job because I enjoy it and can loose
myself in it?
Am I postponing tackling that tough organizational
problem because I dislike getting into the changes
that will have to be made?

11. Guideline # 4
A manager tends to achieve optimum
coordination when he or she thinks trough
management responsibilities on both a
horizontal and vertical bases.

12. VERTICALLY-The manager is both a follower
and a leader.
HORIZONTAL-Managers are required to
think trough the possible implications of his
or her actions as they affect other
departments and outside sources with
which the company work.

13. Guideline # 5
To preserve a competitive edge, managerial
effort must aim at releasing the untapped
creativity and initiative in people.
*Professionally trained managers are sensitive to
the fact that people at operating levels are a
valuable fountainhead of information
because of their daily proximity to operational
problems.

14. Guideline # 6
The criteria for evaluating managerial
performance must be adjusted to reflect
the specific stage of growth and
development of an enterprise. Over
emphasis on a key function, instead of a
balanced approach, may be required for
survival.

15. ORGANIZATIONS GO THROUGH STAGES OF
DEVELOPMENT.
INTERMEDIATE STAGE OF DEVELOPMENT
CHARACTERIZED BY rapid growth and
personalized management.
Ultimately , to survive in a competitive
environment, the organization enters the
management by system stage.

16. In this process , future needs should not be
lost sight of. Forward thinking organizations
anticipate these needs and give priority in
their training and developments efforts to
providing their managers with the skills they
will need today and tomorrow.

17. The Basics in Detail
What is managing?
Planning, organizing, staffing, directing and
controlling the activities of others in order
to achieve objectives that have been
agreed on.

18. PLANNING
Forecasting, setting objectives, developing
strategies, programming budgeting,
setting procedures, determining policies.
ORGANIZING
Establishing the organization structure,
delineating relationships, creating position
descriptions, establishing position
qualifications.

19. STAFFING
Selecting, organizing, training, developing.
DIRECTING
Delegating, motivating, coordinating,
managing differences, managing change.
CONTROLLING
Establishing a reporting system, developing
performance standards, measuring results,
taking corrective action, rewarding
performance.

20. MAKING DECISIONS
Collecting facts, specifying
problems, setting goals, generating
alternatives, evaluating
consequences, selecting a course and
implementing.
COMMUNICATING
Transmitting messages, testing
reception, clarifying messages, checking
feedback.

21. What is Operating?
the direct business functions are the
operational functions of management.

22. CONSTITUENTS ACTIVITIES
 Research & development
 Production
 Marketing
 Finance
 Control
 Personnel administration
 External relations
 Legal & corporate relations

23. Fin :’)