Management – is the process of coordinating and overseeing
the work performance of individuals working together in
organizations so that they could efficiently and effectively
accomplish their chosen aims and goals.
 Planning – Involves determining the organization’s
goals or performance objectives, defining strategic
actions that must be done to accomplish them.
 Organizing – Demands assigning tasks, setting aside
funds, and bringing harmonious relations among
individuals at work.
 Staffing – Indicates filling in the different job
positions.
 Leading – entails influencing or motivation
subordinates to do their best so that they can attain
their goals.
 Controlling – involves evaluating and, if necessary,
correcting the performance of the individuals
working towards the previously set goals.
Coordination – Harmonious and integrated action of various
parts and processes of an organization
Efficiency – The character of being able to yield the
maximum output of minimum amount of input
Effectiveness – To be able to do things correctly
THEORIES
1. Scientific Management Theory – Makes us of step-
by-step, scientific methods for finding the best way
for doing the job. Frederick Taylor also known as
father of scientific management.
2. General Administrative Theory – This concentrates in
the functions of the managers. Henri Fayol and Max
Weber believed that management is a must practice
for managers
3. Total Quality Management – is a management theory
that focuses on the satisfaction of costumers, needs
and expectations. Joseph Juran and Edwards Deming
4. Organizational Behaviour – Involves the study of
conduct, demeanor, or action of people at work.
LEVELS OF MANAGEMENT
 Top-level managers – are the general and strategic
managers who focus on long-term organizational
concerns. Also concerned of the interrelationships.
 Middle level managers – tactical managers in charge
of middle levels and departments.
 Frontline managers – operational managers and are
responsible for supervising day-to-day activities.
MANAGERIAL SKILLS
 Conceptual skills - enable managers to think of
possible solutions for complex problems. Ability to
visualize
 Human skills - enable managers at all levels to relate
well with people. Leading, inspiring and motivating
them for help
 Technical skills - important for managers for them to
perform tasks with proficiency with use of expertise.
ENVIRONMENAL FORCES
 Sociocultural situations include the costumers
changing values and preferences. For example
FILIPINO costumers
 Politicolegal situations laws, rules and regulations
that influence an organizational environment
 Demographic situations such as gender, age,
education level, income and profiles of families in
specfic place
 Technological situations using the involvement of
technology in field of business
 World and ecological situations are related to the
glabal competitors and markets
Stakeholders – Make crucial decisions regarding the
improvements of products to satisfy the costumers needs
Suppliers – Ensure the continous flow of supplies the
companies need
Pressure groups – Are special groups trying to influence the
organizations actions and decisions
Investors or owners – The business cannot esixt without
them. They provide the company’s financial suppport
Employees – Those who work for an an employer in
exchange of wages and salaries
ENVIRONMENTAL SCANNING
Business Forcasting – is a method of predicting how variable
of environment will alter the future in business.
Benchmarking – gauging the performance of one’s company
compared to the others
PHASES OF ECONOMIC DEVELOPMENTS
1. Traditional Society – Farming, trading, barting, stock
is limited and low quality
2. Pre conditions for take-off – more mechanized and
more trading
3. Take-off – political and social institutions starts to
develop
4. Age of mass consumption – output levels grom
leading to enabling increased consumer expenditure
FORMS OF BUSINESS ORGANIZATIONS
 Simple business organizations – have few
departments, centralized authority with a wide span
of control and few rules
 Functional business organizations – grouped together
those with similar or related specialized duties
 Divisional business organizations – each division has
its own functional organization and manager
  Profit business organizations – designed for
achieving the mission, vission, goals and objectives
and maintaining profit-making activities
 Non-profit organizations – providing service to
clients without expectiong monetary gains.
 Team structures – where the organization as a whole
is made up of small teams that work together to
achieve the organization’s purpose
 Matrix business organizations – assigns functional
departments to work together
 Project business structure – organization with flexible
design eliminates vertical, horizontal, or external
boundaries.
 Boundaryless – eliminates project business structure
because its flexible and unstructured
 Virtual business organization – commuunicated
electronically or digitally
PLANNING
Goals are what were trying to achieve
Action statements are the ways to attain it’s goals
Retrospectively – thinking about ast events
Prospectively – Thinking about future threates and
opportunities
MAJOR ASPECTS
1. Contribution of planning to attainment of objective –
every plan and its support should contribute to the
achievement of the organization’s purpose and
objectives
2. Primacy of planning – planning is the prime
managerial function. We should plan first before
doing anything else
3. Pervasiveness of planning – all managers must be
able to plan for the company
4. Efficiency of plans – Plans are efficient if they
achieve their objective at a reasonable cost.
TYPES OF PLANS
Hierarchical plans – are drawn at 3 levels: institutional,
managerial, and technical core. The plans are strategic,
intermidiate, and operationsl.
Frequency-of-use plans – according to frequency and
repetitiveness of use
 Standing plans – drawn to v=cover issues the
managers are faced repeatedly
 Single-use plans – prepared for single or unique
occations
Contingency plans – made to deal with situations that
might cropop if these assumptions turn out to be wrong.
PLANNING AT DIFFERENT LEVELS IN FIRM
Strategic plan – high-level overview of the entire business.
The vission, mission and values.
 Vision – thr organization 5 years from now
 Mission – what does it aim to achieve through
existence
 Values – these will guide managers to influence the
kinds of employees they hire
Tactical plans – describes the tactics the organization plans to
use to achieve the strategic plan. HOW of the strategic.
 Specific goals with fixed deadlines – break down
broad ambitions into smaller, actionable goals –
expand 2 stores within 3 months
 Budgets – listing budgetary requirements to achieve
aims in strategic plans
 Resources – list all resources including human
resources, IP, cash resources etc.
 Marketing, Funding – listing of organizations
marketing, sourcing, funding, manufacturing,
retailing
Operational plan – the day to day running of the company
Single use plans – are created for single occurrence.
Ongoing plans – can be used in multiple setting on an
ongoing basis.
 Policy – document that dictates how managers should
approach a problem (hiring/terminating employees)
 Rules – regulations according to which an
organization functions (no smoking within premises)
 Procedure – process to accomplish a particular
objective (guidelines on hiring employees)
PLANNING PROCESS
1. Define goals and objectives
2. Determing your strengths and weaknesses
3. Identify scenarios that may hinder progress
4. Analyse and choose among action alternatives
5. Implement and evaluate the plan
PLANNING TECHNIQUES AND TOOLS
 Forecasting – process of predicting what will happen
 Contingency planning – identifying alternative
courses of action due to changing circumstances
 Scenario planning – identifying several alternative
future scenarios that may occur
 Benchmarking – technique that makes use of internal
and external comparisons
 Participatory planning – includes the people who will
be affected by the plans
DECISION MAKING
Structures or programmed decisions are routine and
repetitive. Standarad arrangement decisions are typically
made according to established management guidelines
Unstructred or non-programmed decisions are one-shot
decisions that are usually less-structured that programmed
decisions
 4. Develop a plan for each task assigned – the plan
should discuss how the task will be accomplished
5. Monitor the progress – review progress of each task
3 conditions managers face: on a regular basis.

 Certainty – the manager assumers that his decision Formal organizational structure - This structure clearly
means perfectly accurate and will be made time after outlines the job to be performed by each individual.
time Advantages:
 Risk – aware of the alternative but unaware of their
consequences  Systematic working
 Uncertainty – there is no awareness of all the  Achievement of organizational objectives
alternatives and outcomes.  No overlapping of work
 Coordination
NATURE OF ORGANIZATIONS
 Creation of chain of command
Organizing – process made by any business firm for the  More emphasis on work
purpose of achieving its own goals or objectives
Disadvantages:
 Differentiation – when different departments,
 Delay in action
sections, or branch offices create their own corporate
culture within the parent company’s overall structure  Ignores social need of employees
 Intergation – Top-down. Management dictates the  Emphasis on work only
structure of each department Informal Organizational structure – formed by employees,
TYPES OF ORGANIZATION STRUCTURES does not follow fixed paths

 Vertical organization – top-down, the person at top Advantages:

has the most power  Fast communication
 Hoizontal organization – employees may work in  Fulfills social needs
teams, employees may perform different functions  Correct feedback
 Functional structure – grouped according to purpose  Strategic use of informal organization
 Divisional structure – used in larger companies
 Matrix structure – hybrid of of divisional and Disadvantages:
functional structure
 Spread rumors
ORGANIZATIONAL DESIGNS  No systematic working
 May bring negative results
 Simple organizational design – has few departments,  More emphasis to individual interest
wide spans of control
 Functional ornganizational design – group together STAFFING
similar and related specialities
Means filling in all organizational job positions and keeping
 Divisional organizational design – made up of
these filled.
separate divisions and units
Steps in recruitement and selection:
Modern organizational design:
1. Determining need – job analysis
 Team – made up of work or teams
2. Application search and selection – Recruitement,
 Matrix or project – employees from different screening, interviews
departments work on project supervised to them 3. Decision-making process – making decisions
 Boundaryless – not defined of limited 4. Adaptation to workplace – orientation
DELEGATION
Delegation is a vital for accomplishment of many
organizational tasks
1. Identify key tasks – have a vision to carry through a
project. Create a list of the things to do
2. Delegate each tasks appropriately – choose members
with appropriate skills for tasks
3. Explain each tasks to your new members –
communicate to all members in order to ensure
collaborative approach