Finals. Proverbs 3:5-7. Philippians 4:6-7

Management

A distinct process of POSDCON performed to determine and accomplish stated objectives by the use of human being and other business resources

Planning

Formulations of objectives, programs, policies, procedures, rules and regulations in order to achieve the business goals.

Organizing

The grouping together of people, establishing relationships among them to attain the organization goals and objectives through its resources

Staffing

Maintaining workforce of the organization

Directing

managing and leading the organization

Controlling

Monitoring the activities of the organizations to assure conformity to plans

Management (ART)

• it’s the result of the accomplishment of objectives through the use of human efforts

  • it requires skill and careful study in the mgt. of any endeavour

Roles performed by Managers

Interpersonal, Informational, and Decisional

Universally Accepted Functions of Management

POSDCon

Science

• A systematic body of knowledge

• It gathers and analyzes facts and formulates general laws/principles from facts

4 School of Thoughts or Theories

• The classical or traditional

• Human Relations

• The management science or quantitative school

• the modern management

Scientific Management

Frederick Taylor

Frederick Taylor

• Author of “Principle of Scientific Management”

• Father of Time Study

Taylor’s 4 Principles

• Develop a science for each element of a man’s work, to replace the old rule – of – thumb method.

• Scientifically select and train the worker.

• Heartily Cooperate with the men to ensure that all the work is in accordance with the principles of the science develop for the work.

• Divide the work and the responsibility equally between management and the worker.

Interpersonal

This role involves human interaction

Informational

Involves sharing and analyzing of information

Decisional

Involves decision making

Mintzberg’s Set of Ten Roles

Figurehead, Leader, Liaison, Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator, Monitor, Disseminator, and Spokesperson

The Gilbreth and Motion Study

Frank and Lilian Gilbreth emphasized the ideal motions required to perform a job in an optional fashion.

Who developed the concept of Therblig

Gilbreths

Therblig

An elemental hand or motion

Human Relations School

• Elton Mayo

• Emphasizes the importance of Human Elements in the Workplace

• It put too much emphasis on the human aspect in the organization.

Hawthorne Studies

Illumination Factor and production

Management Science or Quantitative School

The use of quantitative techniques and methods in decision making

Levels of Modern Management

• Top Management

• Middle Management

• Supervisory Management

Figurehead

Perform ceremonial and symbolic duties

Leader

Direct and motivate subordinates; Counsel and Communicate with subordinates

Liaison

Maintain information links both inside and outside organizing

Entrepreneur

Initiate improvement projects; identify new ideas and delegate idea responsibility to others

Disturbance Handler

Take corrective action during disputes or crises; resolve Conflicts among subordinates; adapt to environments

Resource Allocator

Decide who gets resources; prepare budgets; set schedules and determine priorities

Negotiator

Represent department during negotiations of union contracts, sales, purchases, and budgets

Monitor

Seek and receive information; Scan periodicals and reports; maintain personal contact with stakeholders

Disseminator

Forward information to organization members

Spokesperson

Transmit information to outsiders

Skills needed by Managers

Technical, Human, and Conceptual

Technical

This skill requires the ability to use a special proficiency or expertise to perform particular tasks

Managers acquire these skills initially through formal education and then further develop them through training and job experience.

Technical skills are most important at lower levels of management.

Human

This skill demonstrates the ability to work well in cooperation with others

Human skills emerge in the workplace as a spirit of trust, enthusiasm, and genuine involvement in interpersonal relationships.

A manager with good human skills has a high degree of self-awareness and a capacity to understand or empathize with the feelings of others

No matter how human skills are acquired, they’re critical for all managers because of the highly interpersonal nature of managerial work.

Conceptual

This skill calls for the ability to think analytically. Analytical skills enable managers to break down problems into smaller parts, to see the relations among the parts, and to recognize the implications of any one problem for others.

The higher the management level, the more important conceptual skills become.

As managers assume ever higher responsibilities in organizations, they must deal with more ambiguous problems that have long-term consequences

Leadership

Influence others to perform tasks

Self-Objectively

To evaluate yourself realistcally

Analytic Thinking

To interpret and explain patterns in information

Behavioral Flexibility

To modify personal behavior to react objectively rather than subjectively to accomplish organizational goals

Oral Communication

to express ideas clearly in words

Written Communication

To express ideas clearly in writing

Personal Impact

to create a good impression and instill confidence

Resistance To Stress

to perform under stressful conditions

Tolerance for Uncertainty

perform in ambiguous situations