The document provides an overview of key management functions for managing an academic library, including planning, organizing, leading, controlling, staffing, and budgeting. It defines each function and discusses their importance. For example, it states that planning sets direction and shows advantages in anticipating opportunities, while organizing groups activities and assigns necessary authority. The document also discusses management theorists like Fayol and different types of plans, controls, and approaches to staffing. The overall purpose is to help students understand and explain the importance of various management functions for operating an academic library.

2. At the end of the lesson, students should be able to:
1. Understand the functions of management.
2. Distinguish the management functions.
3. Explain the importance of planning, organizing,
leading, controlling, staffing and budgeting in
managing the Academic library.

3.  Management is the process of managing the resources
effectively and efficiently. The process represents the
continuous or ongoing activities of a leader. Management
decisions will impact the success of an organization or
institution, the health of its work environment, its growth if
growth is an objective, and customer value and satisfaction.
Management principles apply to all organizations-large or
small, for-profit or not-for—profit. Even one-person small
businesses need to be concerned about management principles
because without fundamental understanding of how businesses
are managed there can be no realistic expectation of success.

4.  On any given day, organizations, businesses, or
institutions are engage in a mix of many different kinds
of activities- for example, deal with crises as they arise,
read, think, write, talk to people, arrange for things to be
done, have meetings, send e-mails, conduct performance
evaluations, and plan. Although the amount of time that
is spent on each activity will vary, all the activities can
be assigned to one or more of the management functions:
planning, organizing, leading, controlling, and
budgeting.

5. HENRY FAYOL, referred to as the real “Father of Modern Management
Theory” listed Fourteen Principles Management:
1. Division of work
2. Authority and Responsibility.
3. Discipline
4. Unity of Command

6. 5. Unity of Direction
6. Subordination of individual to general interest
7. Remuneration
8. Centralization.
9. Scalar Chain

7. 10. Order
11. Equity
12. Stability of tenure
13. Initiative
14. Espirit de corps

9.  Is the process of determining objectives and organizational
goals, establishing strategies and integrating coordinated
activities in the organization to achieve the goals and
objectives.
Planning sets a direction for an organization in achieving its
goals and it plays an important part in the success of meeting
organizational objectives. It is like a map that outlines how an
organization will meet or accomplish a goal. It involves
making decisions, choosing alternatives courses of actions and
developing strategies for the organization to help them get
where they want to.

10. PLANNING
SINGLE-USE PLAN STANDING PLAN CONTIGENCY PLAN

11. SINGLE- USE PLAN
- It is a set of activities designed for a specific goal that is unlikely to
be repeated in the future. Most of the time a single use plan is used for
a particular time period; it is developed for a one time project or event.
- It is an ongoing plan designed without a determined time period. It is
often created to achieve a continuing set of goals. Standing plans are
usually policies, rules; procedures and program develop to serve as
guidelines or methods to be followed in accomplishing particular
objectives.
CONTINGENCY PLAN
- It involves identifying an alternative course of action to be taken and
implemented if the initial plans do not work due to uncontrollable
events.
STANDING PLAN

12. o Planning improves performance of the people within an
organization (managers and employees) because planning
provides a sense of direction. It also shows advantages in
anticipating opportunities which can lead to quality
output and higher profit.
o Planning improves coordination of work. It helps
synchronizing the process of activities which reduces
overlapping activities (redundancies). Poor planning of
activities can lead to greater expenses that directly affect
the budget and the efficiency of the organization.

13. - Is the process of
grouping and
assigning activities
and providing .the
necessary authority
to carry out the
activities.
- It is also defined as
the management
function that
determines how the
firm’s resources are
arranged and
coordinated; the
deployment of
resources to achieve
strategic goals.

14. - Refers to the
cooperative social
system involving
the coordinated
efforts of two or
more people
pursuing a shared
purpose.

15.  The organizing function is extremely important to the management system
because it is the primary mechanism managers use to activate plans.
 Organizing creates and maintains relationships between all organizational
resources by indicating which resources are to be used for specified activities
and when, where, and how they are to be used.
 A thorough organizing effort helps managers to minimize costly weaknesses,
such as duplication of effort and idle organization resources.
 If there were to be an organizing department, it’s responsibilities will include:
- Reorganization plans that make the management system more effective
and efficient.
- Plans to improve skills to fit current management system needs.

16. Establish major Tasks
Divide major tasks into subtasks
Allocate resources and directives for subtasks
Evaluate the results of implemented organizing
strategy

18. - Is defined as a function of management that
directs and guides every aspiring businessman in
achieving its main goal and binds the importance
of motivation, communication and leadership in
an organization.

19. Motivation is another term in the definition, as it
provides a power to shape loyalty of its employees
by giving incentives, bonuses, benefits and more.
Communication is necessary in any organization for
it develops smooth transaction and understanding
with each other.
Leadership is set to show authority, a person in
charge, someone who is able to give commands and
a perfect role model that will inspire his employees
in the organization.

20. 1. To achieve
results
2. To inspire
and energize
workers
3. Hard work

22. CONTROLLING
- Is the process of monitoring employees’
activities and taking corrective actions when
needed to ensure that goals and objectives are
achieved.

23. According to Williams (2012), control has its basic process to be established
and measured to meet organizational goals and objectives, namely:
1. Standards- are a basis of comparison for measuring the extent to which
organizational performance are satisfactory or unsatisfactory. It can also be
determined by benchmarking with other companies. Benchmarking is the
process of determining, how well other companies perform business
functions or tasks.
2. Comparison of Standards- this is to compare actual performance to
performance standards. The quality of the comparison largely depends on
the measurement and information systems a company uses to keep track of
performance. The better the system, the easier it is for a company to track
performance and identify problems that need to be fixed.

24. 3. Corrective Action- this is to identify performance deviations,
analyze performance deviations, and then develop and implement
programs to correct them.
4. Dynamic, Cybermetic Process- this begins by setting standards and then
measuring performance and comparing performance to the standards. If the
performance deviates from the standards, managers and employees analyze
the deviations and develop and implement corrective programs that achieve
the desired performance standards.
5. Control isn’t Always Worthwhile or Possible- this is achieved
when behavior and work procedures conform to standards and
goals are accomplished. Maintaining control is important because
loss of control prevents organizations from achieving their goals.

25. 1. Bureaucratic Control- is from top to down
control, in which managers try to influence
employee behavior by rewarding or punishing
employees for compliance or non-compliance with
organizational policies, rules and procedures.
2. Objective Control- is the use of observable measures of employee
behavior or output to assess performance and influence behavior.
2.1 Behaviour Control is the
regulation of behaviors and actions of
workers do on the job.
2.2 Output Control measures the
results of their efforts. It gives
managers and workers the freedom to
behave as they see fit as long as they
accomplish pre-specified, measurable
results and it is often coupled with
rewards and incentives.
Two Kinds of Objective Control

26. 3. Normative Control- to shape the beliefs
and values of the people who work,
normative control is a company’s widely
shared values and beliefs guide worker’s
behavior and decisions. 4. Concertive Control- is based on beliefs
that are shaped and negotiated by work
groups.
5. Self- Control- is a control system which managers and
workers control their own behavior. Leaders and
managers provide workers with clear boundaries within
which they may guide and control their own goals and
behaviors.

27. 1. Feed Forward Control- it is a control that focuses on human, material,
and financial resources flowing into the organization; also called as
preliminary or preventive control.
According to Daft, control can be typified by events such as before,
during, or after, it can be named as feed forward, concurrent and feedback
control it is describe as follows:
2. Concurrent Control- it is a control that consists of monitoring ongoing
activities to ensure that they are consistent with standards.
3. Feedback Control- it is a control that focuses on the organization’s
outputs; also called as post action or output control.

29. - Is a process through which capable employees are
recruited, selected, properly trained, effectively
developed, rightfully rewarded and their joint
efforts are harmoniously incorporated and aimed
towards achieving the desired objectives.

30. A. Personnel Acquisition
1. Human Resource Forecasting
2. Preparation of job description
3. Recruitment of applicants for the
job
4. Selection of the best qualified
among the applicants
5. Orientation of the new personnel
B. Personnel Retention
1. Appraisal of Performance
2. Transfer and Promotion
3. Human Resource Development

33. SCOPE OF THE BUDGET
Collection development
Building, furniture, equipment maintenance
Growth in priority areas
Administration cost of the library
Projects, i.e automation, security system, etc.
Licenses or subscription to online resources

34. - The counterpart of
responsibility for results. It
means that ultimately the
organization and its
personnel are answerable to
others regarding the result.
- Method of rationalizations
whereby estimates covering
different periods of time are
by the study of statistical
records and analytical
research of all kinds,
established for all and
everything that affects the
life of business concern can
be expressed in figure.
Budgetary Control/ Budgetary
Technique

35. 1. It is 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.
N P A N G I L N
2. It is the process of getting
people contributes their maximum
effort toward the attainment of
organizational objectives.
N I O G T M I V T A
3. The power or ability to lead to
other people. I A N E D G L
4. The process of ensuring the
achievement of an organization’s
objectives. N T R L G C L O N I O
5. Refers to the cooperative social
system involving the coordinated
efforts of two or more people
N O I G Z I R T N A O A
Evaluation: Scramble Jumble Words

36. 6. It is the sharing of information
between two or more individuals
or groups to reach a common
understanding.
M T O M N C I N U I A O C
7. The process of grouping and
assigning activities and providing
the necessary authority to carry
out the activities.
G N I O A G Z N R I
8. It is a managerial tool used for
planning and facilitating decisions
about allocation of resources.
T G D I G B U E N
9.The counterpart of
responsibility for results.
T C C N T A I A I L Y O U B
10. The father of “Modern
Management Theory.” L Y F O A N R H E Y

37. References:
*Manahan, Antonio Arturo H., Mark Lester David Toribio and
Edilberto B. Viray Jr. Principles of Management- Simplified. Quezon
City: J- Creative Labels & Printing Corp., 2014.
*Flores, Marivic F., Eloisa M. Macalinao and Angelita C.
Serrano. Fundamentals of Management Theories, Practices & Cases.
Manila: Purely Books Trading & Publishing Corp., 2013.