This document outlines the key functions of management. It discusses the transition from an individual contributor role to a management role, which involves developing people rather than just products. The four basic management functions are then explained in further detail: planning involves predetermining actions and goals, organizing is arranging work and relationships, leading is influencing others' actions, and controlling assesses progress and results. Effective supervision is achieved through getting results via people, maintaining morale in their presence or absence, and earning respect.

1. BASIC MANAGEMENT
FUNCTIONS

2. Keep an open mind.
Actively participate.
Share what you know.

4. Transition to Management
Leadership
Basic Management Functions
Planning
Organizing
Leading
Controlling
OUTLINE

5.  A transition to management refers to the
advancement or promotion of an employee
from an individual contributor to manager of
a larger team or department of an
organization. Employees who advance into
management roles develop their skills and
expertise in order to qualify for leadership
positions.
I. TRANSITION TO MANAGEMENT

6. TRANSITION TO MANAGEMENT
Transition of Roles
Individual Supervisor Manager
Develop Products Develop People Develop the vision
Focus on own
production
Focus on building a
team
Focus on the
organization
Responsibility for
yourself
Responsibility for
others
Held
accountable
Do it yourself Delegate to your staff Empower your people
Be popular Be respectful Be transparent

7. TRANSITION TO MANAGEMENT
Essential Responsibilities
RESPONSIBILITIES TO HIGHER MANAGEMENT
 Plan the work of the department
 Coordinate the department’s work
 Interpret and implement management policies
 Control cost
 Make work assignments

8. TRANSITION TO MANAGEMENT
Essential Responsibilities
RESPONSIBILITIES TO SUBORDINATES
 Develop good morale
 Stand for employees
 Be fair to all
 Orient new workers
 Coordinate and plan work
 Explain company policies

9. TRANSITION TO MANAGEMENT
Essential Responsibilities
RESPONSIBILITIES TO CO-WORKERS
 Communicate with other departments
 Give support as member of the same management
 Coordinate policy interpretations with other departments

10. TRANSITION TO MANAGEMENT
Essential Responsibilities
RESPONSIBILITIES TO STAFF (SUPPORT) DEPARTMENT
 Coordinate with staff department
 Comply with reasonable requests for information from staff managers
 Listen to the counsel of staff managers

11. Leadership is a set of behaviors
used to help people align their
collective direction, to execute
strategic plans, and to
continually renew an
organization.
LEADERSHIP

12. Inside-out; Me-First
“Effective leadership
starts on the inside and
moves out”
Leadership

13. Leadership can be developed, but…
Only if desired: a person must be motivated to
be a leader and to develop the necessary
leadership skills.
Only by practicing leadership skills and getting
feedback in the either real-life or training
situations.
Leadership

14. 4 factors model
Trust
Shared
Vision
Personal
Mission
Influence
Self-
Discipline
Credibility
Personal
Growth
Developing
Others
1. Influence 2. Integrity
3. Improvement 4. Inspiration

15. 4-Always / 3- Often /2 - Sometimes/ 1-Never
1. Make may own decisions
2. Tell others what to do
3. Suggest a decision to others
4. Persuade others to do things my way
5. Participate just like any other person
6. Provide resources to others
7. Gather other’s feedback before deciding
8. Rely on my own judgment
9. Make sure the majority rules
10. Turn decision over to others
11. Ask others to brainstorm choices
12. Share my own ideas
What is your leadership style?

16. Types of Leadership

17. o Selfishness
o Lack of genuine care to people
o Self-interest
o Fear
o Lack of self-confidence
o Fear of failure, shame or social disapproval
o Pakikisama
o Complacency/Comfort zone
Barriers of Leadership

18. Are you ready to be a leader in ASEC?

19. CRITERIA of an EFFECTIVE
SUPERVISOR
A supervisor is said to be effective when:
He gets the right results and get things done
through people, in his presence or absence, builds
morale and most of all wins respect.

20. CRITERIA of an EFFECTIVE
SUPERVISOR
RIGHT RESULTS
Points to KEY RESULTS AREAS (KRAs) which
the management expects the supervisor and
his department to deliver.

21. CRITERIA of an EFFECTIVE
SUPERVISOR
A supervisor is said to be effective when:
GET THINGS DONE THROUGH PEOPLE
Supervisor must ensure that the results are achieved
through his staff’s effort and in the process,
confidence and competence of his personnel is
enhanced.

22. CRITERIA of an EFFECTIVE
SUPERVISOR
A supervisor is said to be effective when:
IN HIS PRESENCE OR ABSENCE
even in the supervisor’s absence, he can expect a
very good performance from his people.

23. CRITERIA of an EFFECTIVE
SUPERVISOR
A supervisor is said to be effective when:
BUILDS MORALE AND WINS RESPECT
Spectacular results delivered by
subordinates along with the high morale
and respect they have to their
supervisor.

24. 2 KINDS OF FUNCTIONS of
SUPERVISORS & MANAGERS
Technical Functions – specialized work to secure
results directly
example: recruitment; costing; surveying
Management Functions – functions to perform in
order to be an effective manager: Planning,
Organizing, Leading and Controlling.
example: coaching, mentoring, budgeting,
crafting policies and procedures

25. Technical vs. Managerial
Rank & File
Supervisor
Manager
Technical Work
Managerial Functions

26. II. BASIC MANAGEMENT FUNCTIONS
Planning Organizing
Leading Controlling

27. II. BASIC MANAGEMENT FUNCTIONS
PLANNING
 Predetermining a course of action
 Process of thinking where we are going, how
we will get there, and what resources will be
acquired before we act.

28. o Provide means of achieving the purpose
o Makes use of best resources
o Makes a supervisors work easier
o Form a base of control
Advantages of Planning

29. o What needs to be done
o Why it needs to be done
o Looking at how it is going to be done
o What resources – time, human resource, materials,
money – are required
o When it is going to be done – timing of all at the
different steps
o Where it is going to be done – are there any particular
locations
Good Planning

30. Activities in Planning
Forecasting
Developing Objectives
Programming
Budgeting
Developing Policies
Developing Procedures

31. II. BASIC MANAGEMENT FUNCTIONS
ORGANIZING
The work to be done to arrange and to
correlate the work to be done so that people
perform it effectively.

32. Developing structures
Delegating
Establishing Relationships
Activities of Organizing

33. To influence people in performing
effective action.
II. BASIC MANAGEMENT FUNCTION
LEADING

34. Activities in Leading
Decision Making
Team building
Communicating
Motivating
Selecting people
Developing People

35. Assess and regulate the work in progress and to
assess the results secured.
II. BASIC MANAGEMENT FUNCTION
CONTROLLING

36. Activities of Controlling
Measuring Performance
Evaluating Performance
Correcting Performance

37. THANK YOU!!!
End of Presentation