The document provides definitions and concepts related to management. It defines management as a process involving guiding and directing a group of people toward a goal through efficiently utilizing resources. Management can be viewed as both a science and an art. As a science, there are ideal practices for certain situations, while as an art, managers rely on social/political skills to solve problems. The key functions of management are planning, organizing, leading and controlling. Managers fulfill various roles like figurehead, leader, liaison, monitor and problem solver. Technical, human and conceptual skills are important for managers at different levels. The major areas of management are human resources, operations, marketing, finance and information technology.

1. G O O D D A Y!

2. Nature
and Concepts
of
Management

3. What is Management?
• The verb manage comes from the
Italian maneggiare (to handle —
especially a horse), which in turn
derives from the Latin manus (hand).
The French word mesnagement (later
ménagement) influenced the
development in meaning of the
English word management in the 17th
and 18th centuries.

4. • A process or form of work that
involves the guidance and direction of
a group of people toward a goal.
(Terry and Rue, 1982)
• The process of Planning, organizing,
leading and controlling the efforts of
organization members and of using all
resources to achieve goals. (Stoner,
1993)

5. • The establishment of an
environment for group effort that
each individuals will contribute for
group objectives with the least
amount of such inputs as money,
time, effort, discomfort and
materials. (O’Donnel and
Weihrich, 1980)

6. • The process of working with people
and other people to accomplish a goal
(Johnson and Stenson, 1978)
• Coordinating and over-seeing the
work activities of others so that their
activities are completed efficiently and
effectively. (Robbins and Coulter,
2007)

7. Based on the definitions given,
management has emerged some features:
• It is a systematic process
• It utilizes resources efficiently
• It gets things done through and with
others.
• It achieves a stated goal

8. Based on the emerged features
of management, we can say
the it is a process by which a
manager of an organization
efficiently utilizes resources as
he/she works with others to
achieve a goal.

9. Management: an
Art or Science?

10. Management as Science
• Supported by the Scientific
Management Movement
pioneered by Frederick W. Taylor
and Frank and Lillian Gilbreth
• There are ideal managerial
practices for certain situations

11. • If there are managerial
dilemmas, there is a rational
and objective way to determine
the correct course of action by
following general principles and
theories and also by creating
and testing hypotheses about
the action.

12. Management as an Art
• Managers rely on the social
and political environment
surrounding the managerial
issue, using their own
knowledge of a situation, rather
than generic rules, to determine
a course of action.

13. • As viewed by Henry Mintzberg, managers
did not necessarily have routine behaviors
throughout their days, but instead used
their own social and political skills to solve
problems that arose throughout the course
of work.
• It involves the proficiency in the practical
application of knowledge acquired through
experience and observation.

14. “Managing as practice is an
art, the organized body of
knowledge about management
is science” –Flores, et.al, 2006

15. Basic Concepts in
Management

17. EFFICIENT
• The means of attaining
organizational goals through
using resources wisely to
produce a given output of
goods or services.
• “Doing things right”

18. EFFECTIVE
• It means to achieve results, to
make right decisions and
successfully carry them out so that
they achieve the organization’s
goals.
• “Doing the right things”

19. Are you a Manager or
a Leader?

20. Managers
• coordinate with others for work so that
organizational goals can be
accomplished
• The job is not about personal
achievement, but its helping others to
do their works
Leaders
• influence other people to work to
achieve certain goals.

21. Subject Manager Leader
Essence Stability Change
Focus Managing
work
Leading
people
Have Subordinates Followers
Horizon Short-term Long-term
Seeks Objectives Vision
Approach Plans detail Sets direction

22. Subject Manager Leader
Decision Makes Facilitates
Power Formal
authori
ty
Personal
charisma
Appeal to Head Heart
Energy Control Passion
Dynamic Reactive Proactive
Persuasion Tell Sell

23. Subject Manager Leader
Style Transactional Transformational
Exchange Money
for
work
Excitement
for work
Likes Action Striving
Wants Results Achievement
Risk Minimizes Takes
Rules Makes Breaks

24. Subject Manager Leader
Conflict Avoids Uses
Direction Existi
ng
roads
New roads
Truth Establishes Seeks
Concern Being right What is right
Credit Takes Gives
Blame Blames Takes

25. Managerial Levels
• First/Front-line Managers
– Lowest level of management.
– Manages the work of non-managerial employees
who are typically involved with producing the
organization’s products or servicing the customers.
– They are people who have direct supervision over
the working force in office factory, sales field or
other workgroup or areas of activity.
– They are often titled as supervisors, district
managers, department managers or office
managers.

26. • Middle Managers
– Between the lowest and the top level of an
organization.
– They are responsible for carrying out the
decisions made by top-level management.
– They manage the work with the first-line
managers.
– They are called as regional manager, project
leader or division manager.

27. • Top-Level Managers
– They are responsible for making organization-wide
decisions and establishing plans and goals that affects
the entire organization.
– Require an extensive knowledge of management roles
and skills.
– They have to be very aware of external factors such as
markets.
– Their decisions are generally of a long-term nature
– Their decisions are made using analytic, directive,
conceptual and/or behavioral/participative processes
– They are responsible for strategic decisions.
– They have to analyze the plan and see that plan may be
effective in the future.

28. First-linemanagers
Non-managerialemployees
Middlemanagers
topmanagers
The
Managerial
Level
Pyramid

29. What do
Managers
do?

30. describe what
managers should
do or expected
to be
Schemes used to •Functions
•Roles
•Skills

31. Managerial
Functions

32. • Devised by Henry Fayol (Five
Functions of Management)
• Fayol’s Functions of Management has
evolved (Robbins and Coulter; 2007)
and was organized into four (4)
• The Four Functions of Management
are:
–Planning
–Organizing
–Leading
–Controlling

33. Managerial Functions
• Planning – Managers should define or set
goals, establish strategies for achieving the
goals and create plans to integrate and
coordinate activities.
• Organizing – Managers arrange and
structure work though identifying,
subdividing, grouping, assigning and
coordinating activities in order to
accomplish the created plan.

34. • Leading – Managers works with and through
their people to achieve the desired goal.
They are they one to choose, train and
motivate people for their work.
• Controlling - Managers should evaluate and
monitor work performance and take
necessary corrective action to ensure
whether things are going as planned.

36. Managerial Roles

37. • Henry Mintzberg studied actual managers at
work to identify managers’ roles
• He concluded that what managers should
do is by referring to the ten (10) different but
interrelated management roles which
specify their managerial behaviors.
• Roles are divided into three (3) categories:
Interpersonal, Informational and Decisional

38. • Interpersonal Roles – it involves people and
other duties that are symbolic in nature.
Figurehead – They represent their units which
they are obliged to perform a number of routine
duties of a legal or social in nature.
Leader – They initiate, motivate and coordinate
their subordinates to perform work.
Liaison – They interact with persons in other
units and outside the unit. They maintain self
developed networks of outside contacts and
informers.

39. • Informational Roles – it involves collecting,
receiving and disseminating information.
Monitor – They seeks and receives internal and
external information.
Disseminator – They transmit information
received from outsiders or from subordinates to
the members of the organization.
Spokesperson – They represent and speak for
their units. They transmit information to
outsiders about the organization’s plans,
policies, actions and results.

40. • Decisional Roles – it involves in making the
right choice and decision.
Entrepreneur – They identify opportunities and
development for the organization which initiates
change.
Problem Solver/Disturbance handler – They identify
solutions and take corrective actions when the
organization faces streams of problems.
Resource Allocator – They distribute funds,
personnel, materials and other resources wisely.
Negotiator – they are involved or represent their
units in some negotiating activities.

41. Managerial Skills

42. • Created by Robert L. Katz
• According to him, managers need three
(3) essential skills for them to work
efficiently.
• The Three (3) Essential Skills are:
–Technical Skills
–Human Skills
–Conceptual Skills

43. • Technical Skills (Doing)
– Skills that are job specific in nature since it
needs knowledge and techniques to proficiently
perform a task.
– It involves knowledge in methods, processes,
procedures and techniques.
– It also includes the understanding in the use of
the tools for a given task.
– It is important for First-line managers since they
manage non-managerial employees who are
using the tools and techniques to produce the
organization’s product or service.
– Vocational and on-the-job training programs
develop this skill.

44. • Human Skills (Interacting)
– Skills that deal with the ability to work well with other
people both individually and in a group.
– It includes sensitivity to the needs and motivation of
people in an organization.
– This skill is essential and equally important to all levels
of management.
– Managers with good human skills are able to get to get
the best out of their people since they know how to
communicate, motivate, lead and inspire.
– This skill can be effectively aided by a skilled instructor
through use of case problems coupled with impromptu
role playing.

45. • Conceptual Skills (Thinking)
– Skills use to think and conceptualize about
abstract and complex situations.
– Using these skills, managers look at the
organization as a whole, understand the
relationship among various subunits and
visualize how the organization fits into its
broader environment.
– It is very important for the Top-level managers
– Coaching of subordinates and job-trading can
help managers to develop this skill.

46. Significance of Managerial Skills
Conceptual
Human
Technical
First-Line
Managers
Conceptual
Human
Technical
Middle
Managers
Conceptual
Human
Technical
Top Managers

47. Also, the American
Management Association
identified different
managerial skills based on
a survey of practicing
managers.

48. • Conceptual Skills
–Ability to use information to solve problems
–Identification of opportunities for innovation
–Recognizing problem areas and
implementing solutions
–Selecting critical information from masses of
data
–Understanding of business uses of
technology
–Understanding the organization’s business
model

49. • Communication Skills
–Ability to transform ideas into words
and actions
–Credibility among colleagues, peers
and subordinates
–Listening and asking questions
–Presentation skill; orally or in written

50. • Effectiveness Skills
–Contributing to the mission/objectives
–Customer focus
–Multi-tasking
–Negotiating skills
–Project management
–Reviewing operation and implementing
improvements
–Setting and maintaining performance
standards
–Setting priorities for attention and activity
–Time management

51. • Interpersonal Skills
–Coaching and mentoring skills
–Diversity skills: working with diverse
people and cultures
–Networking within and outside the
organization
–Working in teams; cooperation and
commitment

52. Areas of
Management

53. Functional Areas of Management
• Human Resources Management
• Operations Management
• Marketing Management
• Financial Management
• Information and Communication
Technology Management

54. Human Resources
• It deals with the formal system for the
management of people within an
organization. (Bateman and Snell, 2008)
• The most important asset of all
organizations.
• It performs the recruitment and dismissal of
employees.
• It declares the salaries, wages and benefits
of personnel.

55. Operations
• It includes the ff.:
– Design of goods and services
– Quality management
– Process strategy
– Locations strategies
– Layout strategies
– Human Resources
– Supply chain management
– Inventory management
– Scheduling
– Maintenance

56. Operations
• It also include transaction
processing, crew scheduling,
communications and
dispatching and efficient use
of machines, space and
personnel.

57. Marketing
• The area which is closest to customers.
• It’s activities relate to identifying customers’
needs and interpret these back to the
enterprise for its business reaction.
• It includes the ff.:
• Product and Service Planning
• Pricing
• Distribution
• Promotions
• Market Research
• Customer Service

58. Financial
• The finance person is in charge of:
– the investments of the stockholders
– the use of funds in the operation
– The distribution of income of the business
owners
• The finance person is also known as Chief
Financial Officer.
• It consist the management of the current
assets and liabilities.
• The goal is profit maximization.

59. Information and Communication
Technology
• The most intimidating area of management
due to its dizzying pace and scope of
influence.
• Chief Technology Officer (CTO) is the one
who managed this area.
• CTOs directly get in touch with the external
partners of an enterprise.
• They are also tasked to integrate these
external information to the internal goals of
the organization.

60. Thank
You!