AM110

CONCEPTS AND DYNAMICS OF JR A . MANTOG

MANAGEMENT
Lecturer
 CONCEPTS AND DYNAMICS

Concepts – an idea of what

something is or how it works
(Merriam-Webster Dictionary, 2018).

Dynamics – a pattern or processes of

change, growth, or activity (Merriam-
Webster Dictionary, 2018).
 MANAGEMENT

 Economists regard it as a factor of

production.
 Sociologists see it as a class or group
of persons while practitioners of
management treat it as a process.
 For our understanding, management
may be viewed as what a manager
does in a formal organization to
achieve the objectives.
 MANAGEMENT

 In the words of Mary Parker Follet

management is “the art of getting
things done through people”.

Managers achieve organizational

goals by enabling others to perform
rather than performing the tasks
themselves.
 MANAGEMENT

 According James A.F. Stoner:

“Management is the process of
planning, organizing, leading and
controlling the efforts of
organization members and of using
all other organizational resources to
achieve stated organizational
goals”.
 MANAGEMENT

 Management is the process of

working with and through others to
achieve organizational objectives in
a changing environment.
 MANAGEMENT

 Five components of those

definitions require closer
examination.
1) Working with and through
others;
2) Achieving organizational
objectives;
 MANAGEMENT

 Five components of those definitions

require closer examination.
3) balancing effectiveness and
efficiency;
4) making of the most limited
resources; and
5) coping with a changing
environment.
 1)WORKING WITH AND THROUGH
OTHERS
 Management is a social process.
Aspiring managers who do not
interact well with others hamper
their careers.
 SHORTCOMINGS OF MANAGERS

 Problems with interpersonal

relationship;
 Failure to meet business objectives;
 Failure to build;
 Inability to change and adapt during
a transition.
 QUIZ

1-5. Define management in your

own perspective.

6-10. Write the 5 components of

management definitions.
WORDS TO PONDER.....
3) BALANCING EFFECTIVENESS
AND EFFICIENCY

Effectiveness

The job gets Efficiency

done....
Limited resources
are wasted

Too much emphasis on effectiveness

 2) ACHIEVING ORGANIZATIONAL
OBJECTIVES

"Without a strategy, an
organization is like a ship
without a rudder, going
around in circles. It’s like a
tramp; it has no place to go."
—Joel Ross and Michael Kami
3) BALANCING EFFECTIVENESS
AND EFFICIENCY

Efficiency

Effectiveness Available
resources are
The job gets underutilized
because...

Too much emphasis on efficiency

3) BALANCING EFFECTIVENESS
AND EFFICIENCY

Efficiency
Effectiveness
Limited
The job gets
resources are
done, and....
not wasted

Balanced emphasis on effectiveness and efficiency

 4) MAKING THE MOST OF LIMITED
RESOURCES
According to US Statistics:
 “More than 800 million people
worldwide lack clean water”
 5% of the world’s population, is
currently consuming roughly 25% of
world’s annual oil production (60% of it
is imported) and generating 25% of the
world’s CO2, a greenhouse gas linked to
GLOBAL WARMING.
 4) MAKING THE MOST OF LIMITED
RESOURCES
As highlighted in Fortune Magazine:

 Meanwhile, it takes a lot of water to

support a modern lifestyle:

“Consider that the food you’ll consume

today required more than 500 gallons to
produce”.
4) MAKING THE MOST OF LIMITED
RESOURCES
“The T-Shirt you’re wearing took 713
gallons”

“Each single sheet of paper in your 80-

page presentation required about 2.5
gallons”.
4) MAKING THE MOST OF LIMITED
RESOURCES
Earth human population is growing each
year by 57 million. Todays global
population is nearly 6.9 billion is expected
to grow to 8.9 billion by 2050.

“Approximately 83% of the worlds

population in the year 2020 will live
relatively poor and less developed
countries.
4) MAKING THE MOST OF LIMITED
RESOURCES
In productive organizations, managers are
the trustees of limited resources, and it is
there job to see that the basic factors of
production – land, labor and capital – are
used efficiently and as well as effectively.

Management could be called “applied

economics.”
 5) COPING WITH A CHANGING
ENVIRONMENT
 As Waterman has noted:
“In today’s business environment, more
than in any preceding era, the only
constant is change. Successful
organizations effectively manage change,
continuously adapting their bureaucracies,
strategies, systems, products, and cultures
to survive the shocks and prosper from the
forces that decimate the competition.”