The document discusses the management process and its four key stages represented by the acronym GEMS: Goal Setting, Executing the Plan, Measuring Results, and Sustaining Operations. It describes each stage in detail using examples of a sari-sari store owner and grocery manager. The stages form a continuous cycle where goals are set, plans are executed, performance is measured, and operations are sustained to ensure ongoing success of an organization.

1. THE MANAGEMENT
PROCESS

2. --> is a process, a non-stop process of ensuring
continuity and growth within an organization.
--> It involves the four (4) GEMS of Management:
1. Goal Setting
2. Executing the Plan
3. Measuring Results
4. Sustaining Operations
Management

3. GEMS OF MANAGEMENT
--> Stands for the four important managgement cycles.
-->Serves to describe the management practice itslef.
--> Just like the precious stones of the earth, are
fundamental blocks that contribute to the success of
an enterprise.
--> emphasizes the most valuable aspects of the
management process - aspects that serve as the "gold
mine" of management excellence.
GEMS
Goal
Excuting
Measuring
Sustaining

4. T h e f o u r G E M S
s t a n d s f o r e a c h
p h a s e s o f
m a n a g e m e n t
p r o c e s s w i t h s u b
f u n c t i o n s e a c h .
THE GEM CYCLE
These GEMS assume
the framework of a
wheel, signifying that the
entire management
process is a continuous
process.

5. T h e r e i s o n l y o n e m a n a g e m e n t p r o c e s s
w i t h a c o n s t a n t s e t o f s t a g e s .
T h e d i f f e r e n c e l i e s o n m o s t l y i n :
1 . T h e a p p l i c a t i o n o f t h e s t a g e s
2 . T h e p h a s e t h a t a c e r t a i n o r g a n i z a t i o n w i l l
b e i n c l i n e d t o c o n c e n t r a t e o n ; a n d
3 . T h e l e n g h t o f t i m e i t w o u l d f o r t h e
o r g a n i z a t i o n t o f i n i s h e a c h s t a g e b e f o r e t h e
c y c l e b e g i n s o n c e m o r e .

6. THE GEMS MANAGEMENT
WHEEL
The different stages is illustrated through much simpler
examples.
The difference stages will be
illustrated through muchcsimplier
examples.
Each will be explained through
thebstories of the Conor Vendor,
the Sari-Sari Store Owner, and
the Grocery Manager.

7. Stage 1: GOAL
SETTING
The start/beginning of management cycle.
Establishing of objectives for a
company or organization.
Objective and goals are derived from a sound review and
understanding of the purpose, vision and mission of the
organization.

8. 1 . Synthesizing Information
The manager engages in DATA
GATHERING.
If his/her company plans to embark on a project,
he/she gathers information to find out if it will,
indeed, be feasible and beneficial to the company.
If one intends to put up a business, data gathering,
is useful for identifying crucial business
requirements, as well as market needs and trends.

9. The manager assesses each factor and looks at
the business in its entirety. From there, he/she
makes a conclusion if the business is worth
starting.
Through the data gathering, the manager then
discerns whether or not the venture is viable by
SYNTHESIZING THE DATA. He/She examines the
entire scenario carefully - the nature of business, the
kind of product or service it will offer, its market
demand, competition, etc.

10. 2. Formulating Alternatives
Through effective data gathering and
synthesis, the manager arrives at a
decision on whether or not to pursue the
business. He also comes up with
alternatives, or even a Plan B and Plan
C, in case Plan A does not work well.

11. 3. Deciding on Course of Action
With enough data on the possible business. He/She may not decide on venture he would
pursue.
He/She will choose, of course, through the set of simple criteria
comparing such as questions as:
Putting the answers on a check list, which compares the advantages and
disadvantages of the three ventures will help you make the final choice.
✓Will the business be cost-effective?
✓Can he do the job?
✓Can he do it every day?
✓Do he like the job?
✓Will there be too much competition among sellers?

12. A f t e r d e c i d i n g w h i c h b u s i n e s s h e / s h e
c h o o s e , t h e n e x t s t e p f o r h i m / h e r i s t o p u t
h i s d e c i s i o n i n m o r e c o n c r e t e t e r m s . B e f o r
h e / s h e i m p l e m e n t s h i s / h e r d e c i s i o n , h e / s h e
m u s t s e t h i s g o a l o r " o p e r a t i n g o b j e c t i v e " .
T h i s m e a n s s e t t i n g d a i l y t a r g e t r e v e n u e s
f r o m s a l e s , w i t h i n a c e r t a i n l e v e l o f b u d g e t
f o r e x p e n s e s i n o r d e r f o r h i m t o a r r i v e a t a n
e s t i m a t e d n e t p r o f i t a t t h e e n d o f t h e d a y .
4. Establishing Goals

13. Stage 2: EXECUTING THE PLAN

14. ORGANIZIN
G

15. COMMUNICATING

17. GUIDING

20. For Sari-Sari Store Business:

23. Satge 3: MEASURING
RESULTS

27. Stage 4: SUSTAINING
GROWTH

30. PROMOTING CHANGE

32. DEVELOPING PEOPLE

34. THANK YOU