• an art of getting things done

through others.

• plan, organize, direct and control the

resources of the organization for
obtaining common objectives or goals.

• related with resources like material,

money, machinery, methods,
manufacturing and marketing.
 Processof establishing objectives
and suitable courses of actions
before taking action
Process of arranging an organization’s structure
and coordinating its managerial practices and use
of resources to achieve its goals.
 MOTIVATING

-the act of giving employees

reasons or incentives to work in
order to achieve organizational
objectives
Prediction about the future
 one who plans, organizes, leads, and
controls other individual in the process
of pursuing organizational goals.

 The one responsible for accomplishing the

objectives of his particular unit, which
could be a whole organization, a
particular department, or a work group.

 Responsible for using materials and

talents in the most economical and
productive manner.
 MEDIUM LARGE
SMALL ORGANIZATIONS ORGANIZATIONS
ORGANIZATIONS

TOP
TOP MANAGERS
MANAGERS
SINGLE
MANAGER

FRONT MIDDLE
LINE MANAGERS
MANAGERS

EMPLOYEES
FRONT
LINE
EMPLOYEES
MANAGERS

LEVELS OF MANAGERS
(BY SIZE OF ORGANIZATION) EMPLOYEES
 TOP MANAGERS
- responsible for the overall performance of
the organization

-formulate strategies, provide leadership,

evaluate and shape the method of
organizing, and control the direction of the
organization in the effort to accomplish goals

(chief executive officer, president, chairman,

senior vice president)
MIDDLE MANAGERS

 Direct the activities of other managers

 Workwith top managers and coordinate with

peers to develop and implement plans to
accomplish organizational objectives

 (dean
in a university, plant manager in a
manufacturing company, branch manager)
LOWER LEVEL MANAGERS

 Responsible for leading employees in the

day-to-day tasks

 “first line” or “front line” managers

 Their task include correcting errors or solving

problems directly relate to the production of
goods and services
TYPES OF MANAGERS

 LINE MANAGERS
-directly concerned with accomplishing the
goals of the organization
-decisions are final and must be implemented

e.g. The university president, the dean and the

department heads all have line
responsibilities
 STAFF MANAGERS

-in charge of units that provide support to the

line units

-e.g. The director of personnel and the

controller are examples of staff managers
 ADMINISTRATORS

-managers working in government or in non-

profit organizations

-e.g. School administrators, provincial

administrators, hospital administrators
 TECHNICAL SKILLS

-abilities to use special proficiencies or

expertise in performing special tasks

-the use of tools, techniques, and specialized

knowledge

-e.g. Accountant preparing financial reports,

an architect working on a building plan
 HUMAN SKILLS

-abilities to work well in cooperation with

other persons; whether they are
subordinates, peers, or superiors

-A person with good human skills will have a

high degree of self-awareness and a capacity
for understanding or empathizing with the
feelings of others
 CONCEPTUAL SKILLS

-ability of the manager to see the organization as a

whole and to solve problems in ways that benefit
the total system.
-manager is expected to analyze and solve
complex problems
-tasks:
a. Identify problems and opportunities
b. Gather and interpret relevant information
c. Execute problem-solving decisions that serve
the organization’s purpose
FIRST LINE MIDDLE TOP
MANAGERS MANAGERS MANAGERS

CONCEPTUAL
CONCEPTUAL CONCEPTUAL

HUMAN

HUMAN
HUMAN

TECHNICAL

TECHNICAL
TECHNICAL

MANAGEMENT SKILLS AT DIFFERENT LEVELS OF MANAGEMENT

 The roles the manager plays when he
interacts with other.

 SPECIFIC ROLES

a. FIGUREHEAD
- He acts as the symbolic head of the
organization.

- He is expected to perform a number of

duties of a legal or social in nature.
b. LEADER
-makes the manager responsible for the
motivation and activation of subordinates

-He is responsible for actions in staffing,

training, and other associated duties.

-He performs the role of leader in virtually all

managerial activities involving subordinates.
c. LIAISON

-The manager makes contacts with individuals

in and out of the organization to facilitate
the accomplishment of work in his
department
 Three specific roles of managers:

a. MONITOR
b. DISSEMINIATOR
c. SPOKESPERSON
 ENTREPRENEUR
-requires his participation in strategy and review
sessions involving initiative or design of projects to
improve performance

 DISTURBANCE HANDLER
-The manager is expected to respond to unwelcome
pressures by formulating strategies and reviewing
disturbances.

 RESOURCE ALLOCATOR
-He is expected to be actively involved in scheduling,
acting on requests for authorization, budgeting, and
the programming of subordinates’ work.
A collection of people working together to
achieve a common purpose.

 Peoplein a group must interact, use

knowledge and techniques, and work
together in patterned relationships.
 ORGANIZATIONS

GOVERNMENT PRIVATE

CORPORATE NON-CORPORATE PROFIT NOT-FOR-

SEEKING PROFIT

TYPES OF ORGANIZATIONS
1. COORDINATION OF EFFORT

2. COMMON GOAL OR PURPOSE

3. DIVISION OF LABOR

4. HIERARCHY OF AUTHORITY
1. MANAGEMENT PRINCIPLES

A. DIVISION OF LABOR
-breaking a job into specialized tasks to increase
productivity
B. AUTHORITY
-right of a person in position to give orders and the
power to exact obedience
C. DISCIPLINE
-provides uniform application of behavior to
certain activities; the outcome of which is
readily predicted.
D. UNITY OF COMMAND
-each employee must have only one supervisor

E. UNITY OF DIRECTION
-the efforts of everyone in the organization must
be coordinated and focused in the same
direction

F. SUBORDINATION OF THE INDIVIDUAL TO THE

GENERAL INTEREST
-the goals of the organization (e.g. 25% ROI for the
current year) should take precedence over
individual goals like a 10% increase in the
salaries of certain employees
G. RENUMERATION
-Employees should be paid fairly in accordance
with their contribution to the organizational
effort.
H. CENTRALIZATION
-Power and authority must be centralized as
much as practicable.
I. SCALAR CHAIN
-subordinates should observe the official chain
of command unless authorized by their
respective superiors to communicate with
each others
J. ORDER
-Human and non-human resources must be in their
proper places

K. EQUITY
-the result of kindliness and justice and is a
principle to guide management and employee
relations

L. STABILITY OF TENURE
-to motivate employees to stay with the company,
effective manpower planning and
implementation are necessary
M. INITIATIVE
-Management should encourage employees to
act on their own volition when confronted
with an opportunity to solve a problem.
N. Esprit de Corps
-Managers should emphasize teamwork by
building harmony and a sense of unity among
employees.
-Harmony breeds high morale and is more
productive than discord.
 Theobjective will serve as the guide in
determining whether a certain activity is
required or not

 E.g.If the company’s objective is to sell

financing services, then the entire
organization must be build around that
objective, and every employee of the
company must think and act in terms of
selling financing services.
 Managers in organizations must be able to
break a problem down into its components ,
and then come up with a feasible solution.

 Inthe attempt to achieve objectives, the

analytical ability of managers and employees
will be crucial.
 Onlyactivities that are absolutely necessary
should be undertaken, and those, which are
not, should be eliminated.

 E.g.
A business engaged in manufacturing
men and women’s clothing should not include
choir singing in its activities. If it does, it will
only draw their attention from becoming
more productive.
 Businessfirms are not supposed to be
organized to accommodate individuals.

 Itshould be built around the main functions

of the business.

 E.g. If the company’s objective is to sell

financing services, the functions should be
related to such objectives like credit
department, collection department, financial
planning department, sales and so forth.
 Easiest to acquire

 Management courses are offered at the

undergraduate and graduate levels.

 Technical
skills can be acquire through
company sponsored training programs.
 More difficult to teach and learn

 Human relations involve many complex

emotional elements

 Schools attempt to teach human skills by

requiring business students to take subjects in
psychology, human behavior, and public relations

 Prospective manager can acquire human skills

through more direct means like on-the-job
training and observation tours
 Appearsto be the most difficult to teach
because it involves mental habits that have
to be developed early in life.

 Asconceptual skills constitute a large part of

the managerial skills needed by top
managers, executive development programs
were designed for them.
 Prepare a short report on the business
management course offered in the
undergraduate level of a university or a
college of your choice. What is your opinion
regarding the subjects indicated in the
curriculum?
 Use long bond paper for this activity
 First page:
 University or college chosen
 Group Name and Members

• Second page:
• Brochure or list of management courses offered

 Third page:
 Opinion regarding the subjects offered must be
typewritten in English (2 – 3 pages of bond paper –
double space , font size -11, font style: arial)
 Deadline for submission: December 7,2018
during our Organization and Management
class
 Criteria for grading:
A. Content – 50%
B. Punctuality of submission- 20%
C. Creativity- 15%
D. Cooperation in the group- 15%
Total 100%
 This is the 1st Performance Task for the
subject