Rinalyn G.

Gensaya-Gregorio, MPA
Assistant to the Registrar
Senior Lecturer IV
Course Description:

This course deals with the fundamentals of business

organizations and management. The theories and
principles of organization and management, as well as
their application in business and industry are
thoroughly discussed. The functions of management
(Planning, Organizing, Staffing, Leading, and
Controlling) and the different forms of business
ownership with their strengths and weaknesses form
part of the course coverage. The course covers the
benefits derived from entrepreneurship and importance
of social responsibility as another goal of business.
 What is Management?

- is a form of work that involves

deciding the best way to use an
organization’s resources to produce
good or provide services.
- is the planning, deciding, or
exercising of control and supervision
on some functions of the
organization.
Managers
and Managing
 - A person who plans, organizes, directs and
controls the allocation of human, material,
financial, and information resources in pursuit of
the organization’s goals.

Managers are the people who oversee the

activities of others and who are responsible for
attaining the goals in these organization.
 Management Key
Concepts
• Organizations: People working
together and coordinating their actions
to achieve specific goals.

• Goal: A desired future condition that

the organization seeks to achieve.
Additional Key Concepts
• Resources are organizational assets and
include:
• People,
• Machinery,
• Raw materials,
• Information, skills,
• Financial capital.
• Managers are the people responsible for
supervising the use of an organization’s
resources to meet its goals.
 Achieving High
Performance
• Organizations must provide a
good or service desired by its
customers.

• Physicians, nurses and health care

administrators seek to provide
healing from sickness.
• McDonald’s restaurants provide
burgers, fries and Mcfloat that
people want to buy.
 Organizational
Performance
• Measures how efficiently and effectively managers use
resources to satisfy customers and achieve goals.
• Efficiency: A measure of how well resources are used to
achieve a goal.
• Usually, managers must try to minimize the input of
resources to attain the same goal.
• Effectiveness: A measure of the appropriateness of the
goals chosen (are these the right goals?), and the degree
to which they are achieved.
• Organizations are more effective when managers
choose the correct goals and then achieve them.
 Managerial Functions
• Henri Fayol was the first to describe
the four managerial functions when he
was the CEO of a large mining company
in the later 1800’s.
• Fayol noted managers at all levels,
operating in a for profit or not for profit
organization, must perform each of the
functions of:
Planning,
organizing,
leading,
controlling.
 Functions of
Figure 1.1
Management
Planning
Choose Goals

Controlling Organizing
Monitor & measure Working together

Leading Staffing
Coordinate Choose people
 Planning
Planning is the process used by managers to
identify and select appropriate goals and
courses of action for an organization.
3 steps to good planning :
1. Which goals should be pursued?
2. How should the goal be attained?
3. How should resources be allocated?

• The planning function

determines how effective and
efficient the organization is and
determines the strategy of the
organization.
 Organizing
• In organizing, managers create the
structure of working relationships
between organizational members that
best allows them to work together and
achieve goals.

• Managers will group people into

departments according to the tasks
performed.

• Managers will also lay out lines of authority and

responsibility for members.
 Organizing

• An organizational structure is the outcome of

organizing. This structure coordinates and
motivates employees so that they work
together to achieve goals.
 Staffing
• In staffing, a manager decides how many
and what kind of people an organization
needs to meet its goals and then
recruits, selects, and trains the right
people.

• Staffing refers to the number of workers

employed to work in a particular
organization or building.

• A manager’s staffing duties include

interviewing and train employees.
 Leading
• In leading, managers determine direction, state a
clear vision for employees to follow, and help
employees understand the role they play in attaining
goals.
• Leadership involves a manager using power,
influence, vision, persuasion, and communication
skills.
• The outcome of the leading function is a high level of
motivation and commitment from employees to the
organization.
 Controlling
• In controlling, managers evaluate how well the
organization is achieving its goals and takes
corrective action to improve performance.

• Managers will monitor individuals,

departments, and the organization to determine
if desired performance has been reached.
 Controlling
• Managers will also take action
to increase performance as
required.

•The outcome of the controlling function is the

accurate measurement of performance and
regulation of efficiency and effectiveness.
 Three Levels of Management
Figure 1.2
 Management Levels
• Organizations often have 3 levels of managers:
First-line Management:
responsible for day-to-day
operation. They supervise
the people performing the
activities required to make
the good or service.
 Management Levels

Middle Management:
Supervise first-line
managers. They are also
responsible to find the best
way to use departmental
resources to achieve goals.
 Management Levels
Top Management: Responsible
for the performance of all
departments and have cross-
departmental responsibility. They
establish organizational goals
and monitor middle managers.
 Management Trends
• Empowerment: expand the tasks
and responsibilities of workers.
• Supervisors might be empowered to
make some resource allocation
decisions.
• Self-managed teams: give a
group of employees responsibility
for supervising their own actions.
• The team can monitor its members and
the quality of the work performed.
 Managerial Roles
• Described by Henry Mintzberg.
• A role is a set of specific tasks a person
performs because of the position they
hold.
• Roles are directed inside as well as outside
the organization.
• There are 3 broad role categories:
1. Interpersonal
2. Informational
3. Decisional
 Interpersonal Roles
• Roles managers assume to coordinate and
interact with employees and provide direction to
the organization.
• Figurehead role: symbolizes the
organization and what it is trying to
achieve.
• Leader role: train, counsel, mentor and
encourage high employee performance.
• Liaison role: link and coordinate people
inside and outside the organization to
help achieve goals.
 Informational Roles
• Associated with the tasks needed to obtain
and transmit information for management of
the organization.

• Monitor role: analyzes information

from both the internal and external
environment.
• Disseminator role: manager
transmits information to influence
attitudes and behavior of employees.
• Spokesperson role: use of
information to positively influence the
way people in and out of the
organization respond to it.
 Decisional Roles
• Associated with the methods managers
use to plan strategy and utilize
resources to achieve goals.
• Entrepreneur role: deciding upon new projects
or programs to initiate and invest.
• Disturbance handler role: assume
responsibility for handling an unexpected event
or crisis.
• Resource allocator role: assign resources
between functions and divisions, set budgets of
lower managers.
• Negotiator role: seeks to negotiate solutions
between other managers, unions, customers, or
shareholders.
 Management Skills
There are three skill sets that
managers need to perform effectively.
1. Conceptual skills: the ability to analyze and
diagnose a situation and find the cause and
effect.

2. Human relations skills: the ability to

understand, alter, lead, and control people’s
behavior.

3. Technical skills: the job-specific knowledge

required to perform a task. Common
examples include marketing, accounting, and
manufacturing.
 Skill Type Needed by
Figure 1.4 Manager Level
 Management Challenges
• Increasing number of global organizations.
• Building competitive advantage through superior
efficiency, quality, innovation, and responsiveness.
• Increasing performance while remaining ethical
managers.
• Managing an increasingly diverse work force.
• Using new technologies.
Thank Yo
u!!!