LEA INST 3

ENGR. ROSELYN L. BALA

• Who are Managers?Where Do they
work?
• ORGANIZATION
• A DELIBERATE ARRANGEMENT OF
PEOPLE TOGETHER TO ACCOMPLISH A
SPECIFIC PURPOSE
• CHARACTERISTICS
1. GOALS
2. PEOPLE
3. STRUCTURE
How are mangers differ from
nonmanagerial Employees?
• NONMANAGERIAL EMPLOYEES
• - people who work directly on a job or task and
have no responsibility for overseeing the work
of others (team members)
• MANAGERS
• -individuals in organizarion whor direct the
work/activites of others
• MANAGEMENT- the coordination and
administration of tasks to attain a goal
• Management is the sum of all activities that
(i) determine objectives, plans, policies, and
programs;
(ii) secure men, materials, and machinery at a
low cost;
(iii) put all of these resources into operation
through sound organization;
(iv) direct and motivate men at work; and
(v) supervises and controls all of these activities
Definitions of management based on the writers/philosophers
• 1.William Spriegal, "Management is that function of an enterprise
which concerns itself with direction and control of the various
activities to attain business objectives. Management is essentially an
executive function; it deals with the active direction of the human
effort."
• 2.According to Mc Farland, "Management is defined for conceptual,
theoretical and analytical purposes as that process by which managers
create, direct, maintain and operate purposive organization through
systematic, coordinated, co-operative human effort."
• 3.According to Terry, "Management is not people; it is an activity like
walking, reading, swimming or running. People who perform management
can be designated as members of management or executive leaders.
MANAGEMENT FUNCTIONS OR MANAGEMENT
PROCESS
1.Planning
2. Organizing
3. Staffing
4. Directing
5. Cordinating, and
6. Controlling
MANAGEMENT FUNCTIONS OR MANAGEMENT
PROCESS
1.Planning- entails making decisions in the
present regarding future goals and strategies
for achieving them
If people working in groups, they are
expected to perform well, they must
understand what has to be done, what tasks
they must conduct to complete the task, and
when it must be completed.
• determining long and short-term
objectives;
• developing strategies and courses of
action for achieving these objectives; and
• formulating policies, into procedures,
effect. and rules, among other things, for
putting strategies and plans
MANAGEMENT FUNCTIONS OR MANAGEMENT PROCESS

2.Organizing- identifying the activities required

to meet corporate objectives and carry out plans,
grouping those activities into jobs, assigning these
jobs and activities to departments and individuals,
delegating responsibility and authority for
performance, and providing support for activity
synchronization on both a vertical and horizontal level
• Identifying the activities needed to meet goals and put
plans into action
• Organizing the actions into self-contained jobs
• Employee job assignments.
• Delegation of authority allows them to do their
duties and command the resources they require.
• Creating a network of coordinating relationships
MANAGEMENT FUNCTIONS OR MANAGEMENT
PROCESS
2.Organizing- Organizing is the basic process of
combining and integrating human, physical, and
financial resources in productive interrelationships
to achieve company objectives.
The structure of the organization is the
consequence of the organizing process. It consists
of a network of roles and authority-responsibility
linkages, as well as organizational positions, duties,
and responsibilities.
MANAGEMENT FUNCTIONS OR MANAGEMENT
PROCESS
3.Staffing-
Management process involves hiring
suitable personnel to carry out the tasks
after determining objectives,
formulating strategies, policies,
programs, procedures, and rules to
achieve them, and identifying and
grouping activities for the
implementation of strategies, policies,
programs, and so on
MANAGEMENT FUNCTIONS OR MANAGEMENT
PROCESS
Process of Staffing
1. The process of determining the quantity and type of
workers required is known as staffing planning.
2. Recruitment to attract a sufficient number of potential
employees to apply for jobs in the company
3. Identifying the best-qualified candidates for the open
positions
4. Placement, orientation, and induction
5. Transfers, promotions, terminations, and layoffs are all
examples of staffing
6. Employee development and training
MANAGEMENT FUNCTIONS OR MANAGEMENT
PROCESS
4.Directing- the process of motivating people to do
their best work and contribute their full potential
to the attainment of corporate objectives.
The guiding function entails the following sub-
functions:
• Supervision- implies overseeing the work of
subordinates by their superiors. It is the act of
watching & directing work & workers.
• Motivation- means inspiring, stimulating or
encouraging the sub-ordinates with zeal to work.
Positive, negative, monetary, non-monetary
incentives may be used for this purpose.
• Leadership- may be defined as a process by
which manager guides and influences the work of
subordinates in desired direction.
MANAGEMENT FUNCTIONS OR MANAGEMENT
PROCESS
5.Coordinating- The process of establishing
relationships between various sectors Of an
organization so that they all pull in the same
direction
As a result, it is the process of connecting all of an
organization's decisions, operations, activities, and
efforts in order to achieve organizational goals
through unity of action.
MANAGEMENT FUNCTIONS OR MANAGEMENT
PROCESS
5.Controlling- process of
monitoring actual organizational
activities to see that they
conform to planned activities
and correcting flaws
As a result, controlling entails the
following steps:
1.Performance evaluation against
predefined objectives.
2.Identifying departures from these
objectives.
Corrective activity to correct errors.
LEVELS OF MANAGEMENT
dividing line between different managerial
positions within a company
Administrative management (i.e., the highest
level of management) and operational
management (i.e., the lowest level of
management) are the two types of management
that we usually face (i.e., the lower level Of
management).
LEVELS OF MANAGEMENT
Policy development, planning, and
standardization are all "thinking”
operations that fall within the
administration umbrella. The "doing" role,
such as implementing policies, is the focus
of operational management.
LEVELS OF MANAGEMENT
1. TOP MANAGEMENT of a company consists of
owners/shareholders, Board of Directors, its Chairman,
Managing Director, or the Chief Executive, or the General
Manager or Executive Committee having key officers
• ultimate source of authority, and it sets the company's
goals, rules, and plans
• policy-making body in charge of the company's overall
direction and success
The most important functions are:
a.To determine the enterprise's objectives or goals;
b.To develop policies and programs in order to achieve the set
goals;
c.To provide an organizational framework for carrying out the
operations as planned;
d.To gather the necessary funds, persons, materials,
machinery, and procedures to carry out the plans;
e.To maintain effective operational control; and
f.To serve as the company's overall leader.
LEVELS OF MANAGEMENT
2. MIDDLE MANAGEMENT consists of functional
department heads, such as the purchasing manager,
production manager, marketing manager, financial
controller, and divisional and sectional officers
• The job of middle management is to put top
management's policies and plans into action.
• It acts as a vital link between upper-level management
and lower-level or operational management
The key functions of middle management are as follows:
a.To interpret upper management's policy directives.
b.To develop their departments' organizational structures in order to achieve the goals outlined in various
corporate policies.
c.To find and hire qualified operative and managerial personnel.
d.Assign tasks, jobs, and obligations to ensure that the plans are implemented
i.on time.
e.To assemble all of the instructions and hand them along to the supervisor.
f.To encourage employees to achieve higher levels of productivity and to suitably reward them.
g.To work cooperatively with other departments to ensure that the entire organization runs well.
h.To compile reports and data on their departments' performance.
i.To submit reports to upper management.
j.Make appropriate recommendations to upper management for enhanced plan and policy execution.To determine the
enterprise's objectives or goals;
b.To develop policies and programs in order to achieve the set goals;
c.To provide an organizational framework for carrying out the operations as planned;
d.To gather the necessary funds, persons, materials, machinery, and procedures to carry out the plans;
e.To maintain effective operational control; and
f.To serve as the company's overall leader.
LEVELS OF MANAGEMENT
3. LOWER LEVEL OR OPERATIVE MANAGEMENT made
up of superintendents, foremen, and supervisors.
• responsible for real operations
• They have direct contact with the workers or rank and
file
• They'll have to rely on the workers to get the job done.
They assign workers to various tasks, evaluate their
performance, and report to middle management.
• They are more concerned with management’s direction
and control functions. They invest more time to
overseeing the staff.