FLR

Management-
1. In your own words, define management, compare your definition
with the given definitions in your lesson and point out the
differences and similarities.

For me, management is the organization and coordination of activities of a business in order to
achieve defined objectives. They use skills and practices designed to help the organization reach its
highest potential to achieve their goals.

The definition of management in our lesson is, Management is a process of coordinating

wherein a manager uses organizational resources such as Human Resources, Material Resources,
Informational Resources, and Financial Resources with its Function of Management such as Planning,
Organizing, Staffing, Leading, and Controlling to attain with efficiently and effectively the goals of the
organization.

The differences of the definition for me and in our lesson of management is, my definition of
management dont use the organizational resources and function of management while in our lesson, it
indicates that the manager uses organizational resources and function o0f management to attain with
efficiently and effectively the goals of the organization.

The similarities of definition of management for me and in our lesson is, it has the same goals using the
coordination of practice and skills of the organization.

2. Explain why coordination, efficiency, and effectiveness are

intrinsic to the nature of management.
Coordination- is the unification, integration, synchronization of the efforts of group
members so as to provide unity of action in the pursuit of common goals. It is a hidden
force which binds all the other functions of management.
Efficiency- the character of being efficient or being able to yield the maximum output
from the minimum amount of input. It signifies a level of performance that describes a
process that uses the lowest amount of inputs to create the greatest amount of outputs
Effectiveness- The degree to which objectives are achieved and the extent to which
targeted problems are solved. In contrast to efficiency, effectiveness is determined
without reference to costs and, whereas efficiency means "doing the thing right,"
effectiveness means "doing the right thing."
 Management functions will all go to waste if coordination, efficiency, and effectiveness are not
practice by an organizations appointed managers. In other words, top-level managers, middle-level
managers, and team leaders or supervisors must all be conscious of the said practices of successful
organizations as they perform with coordination and with efficiency and effectiveness when performing
their task in management. With coordination, you have integrated actions to have efficiency and
effectives to accomplish the goals of management. Thats why, coordination, efficiency, and
effectiveness are intrinsic to the nature of management.

3. Enumerate the five functions of management and describe each.

Planning- means looking ahead and chalking out future courses of action to be followed. It is a
preparatory step. It is a systematic activity which determines when, how and who is going to perform a
specific job. Planning is a detailed programme regarding future courses of action.

It is rightly said Well plan is half done. Therefore planning takes into consideration available &
prospective human and physical resources of the organization so as to get effective co-ordination,
contribution & perfect adjustment. It is the basic management function which includes formulation of
one or more detailed plans to achieve optimum balance of needs or demands with the available
resources.

Organizing- Organizing is the function of management that involves developing an organizational

structure and allocating human resources to ensure the accomplishment of objectives. The structure of
the organization is the framework within which effort is coordinated. The structure is usually
represented by an organization chart, which provides a graphic representation of the chain of command
within an organization. Decisions made about the structure of an organization are generally referred to
as organizational design decisions.

Organizing also involves the design of individual jobs within the organization. Decisions must be made
about the duties and responsibilities of individual jobs, as well as the manner in which the duties should
be carried out. Decisions made about the nature of jobs within the organization are generally called job
design decisions.

Organizing at the level of the organization involves deciding how best to departmentalize, or cluster,
jobs into departments to coordinate effort effectively. There are many different ways to
departmentalize, including organizing by function, product, geography, or customer. Many larger
organizations use multiple methods of departmentalization.

Staffing- The managerial function of staffing involves manning the organization structure through
proper and effective selection, appraisal and development of the personnels to fill the roles assigned to
the employers. Staffing is the process of filling positions in the organization with adequate and qualified
personnel . It is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and
quality to create positive impacts on the organizations
 Leading- Leading involves the social and informal sources of influence that you use to inspire action
taken by others. If managers are effective leaders, their subordinates will be enthusiastic about exerting
effort to attain organizational objectives.

The behavioral sciences have made many contributions to understanding this function of management.
Personality research and studies of job attitudes provide important information as to how managers can
most effectively lead subordinates. For example, this research tells us that to become effective at
leading, managers must first understand their subordinates personalities, values, attitudes, and
emotions.

Controlling- Controlling involves ensuring that performance does not deviate from standards.
Controlling consists of three steps, which include (1) establishing performance standards, (2) comparing
actual performance against standards, and (3) taking corrective action when necessary. Performance
standards are often stated in monetary terms such as revenue, costs, or profits but may also be stated in
other terms, such as units produced, number of defective products, or levels of quality or customer
service.

The measurement of performance can be done in several ways, depending on the performance
standards, including financial statements, sales reports, production results, customer satisfaction, and
formal performance appraisals. Managers at all levels engage in the managerial function of controlling
to some degree.

The managerial function of controlling should not be confused with control in the behavioral or
manipulative sense. This function does not imply that managers should attempt to control or to
manipulate the personalities, values, attitudes, or emotions of their subordinates. Instead, this function
of management concerns the managers role in taking necessary actions to ensure that the work-related
activities of subordinates are consistent with and contributing toward the accomplishment of
organizational and departmental objectives.

4. What is productivity? Is high productivity possible if efficiency is

low? Explain your answer.

Productivity- It is defined as a total output per one unit of a total input. In control managament,
productivity is a measure of how efficiently a process runs and how effectively it uses resources.
At the plant level, common input statistics are monetary units, weights or volumes of raw or
semi-finished materials, kilowatt hours of power, and worker hours.
Output is simply the rate of which goods are being produced and readied for sale. Managing production
levels is part of the control process.
Productivity growth is important to a business because it controls the real income means needed to
meet obligations to customers, suppliers, workers, shareholders, and governments (taxes and regulation).