Nature And Concept Of Management PDF

NATURE AND CONCEPT OF MANAGEMENT CHAPTER 1  MANAGEMENT Coordination of human effort and material resource towards the organization to achieve its objectives. Management is the brain of the enterprise/business. Management helps in predicting what is happening in the future that will influence...

NATURE AND CONCEPT OF MANAGEMENT CHAPTER 1  MANAGEMENT Coordination of human effort and material resource towards the organization to achieve its objectives. Management is the brain of the enterprise/business. Management helps in predicting what is happening in the future that will influence the working of an enterprise.  MANAGEMENT The word manage comes from the Italian word Maneggiare - means to handle (Handle the problem with the help of some tools); which is turn derives from the Latin word Manus means hand.  WHO ARE THE MANAGERS? is someone who coordinates and oversees the work of other people so that organizational goals can be accomplished. It is more than personal achievement but helping others do their job. Managers may also have additional work duties not related to coordinating the work of others. WHO ARE THE MANAGERS? Managers may direct workers directly or they may direct several supervisors who direct the workers. The manager must be familiar with the work of all the groups he/she supervises, but does not need to be the best in any or all of the areas. It is more important for the manager to know how to manage the workers than to know how to do their work well. WHO ARE THE MANAGERS? the person responsible for planning and directing the work of a group of individuals, monitoring their work, and taking corrective action when necessary LEVELS OF MANAGER include managers at or near the top of the organization who are responsible for making organization-wide decisions and establishing plans and goals that affect the entire organization. include all levels of management between the first-line level and the top level of the organization. (often called supervisors) are located on the lowest level of management. MANAGER’S ROLE INTERPERSONAL ROLE FIGURE HEAD the manager represents the organization in all matters of formality. LEADERS relationships between the manager and employees. LIASON the manager interacts with peers and people outside the organization. INFORMATIONAL ROLE MONITOR the manager receives and collects information. DISSEMINATOR the manager transmits special information into the organization. LIASON the manager disseminates the organization’s information into its environment. DECISIONAL ROLE ENTREPRENEUR the manager initiates change. DISTURBANCE HANDLER the manager deals with threats to the organization. RESOURCE ALLOCATOR the manager chooses where the organization will extend its efforts. NEGOTIATOR manager negotiates on behalf of the organization. MANAGERIAL SKILLS  CONCEPTUAL SKILLS Enable managers to think of possible solutions to complex problems. Through their ability to visualize abstract situations, they develop a holistic view of their organization and its relation to the wider external environment surrounding it. Top-level managers must have these conceptual skills in order to be successful in their work.  HUMAN SKILLS Enable managers in all levels to relate well with people. Communicating, leading, inspiring, and motivating them become easy with the help of human skills. Dealing with people, both in the organization’s internal and external environment, is inevitable, so it is necessary for managers to develop these human skills.  TECHNICAL SKILLS Also important for managers for them to perform their tasks with proficiency with the use of their expertise. Lower-level managers find these skills very important because they are the ones who manage the non- management workers who employ varied techniques and tools to be able to yield good quality products and services for their company.  FILIPINO’S MANAGEMENT STYLE  MANAGER “BY KAYOD” Kayod is a Filipino term which means to sweat it out or give oneself to hard work. This manager is action-hungry, highly dedicated, but his manners are rather formal and that of an introvert. He is a serious worker and will not give in to bribing or any anomalous deals.  MANAGER “BY LUSOT” Lusot is another Filipino term which means capitalizing on a loophole. Thus, this manager will always be on the lookout for loopholes of anything and will use them to avoid too much work, or as an excuse for failure. He is also given to make shortcuts or to do unconventional or even illegal ways to attain objectives. Generally an extrovert, he deals with people informally.  MANAGER “BY LIBRO” This type of manager operates by the dictates of the book – what the manuals and other formal documents say. He is systematic, though, and analytical. He is usually has adequate formal training in management.  MANAGER “BY OIDO” This manager learns his managerial skills by oido or by ear. He has a vast field of practical experiences to compensate for his lack of formal management education. He is the opposite of “libro” manager.  MANAGER “BY UGNAYAN” He is a hybrid of all types of managers. He is a gifted reconciler of all philosophies and beliefs held by various types of managers. He integrates various styles of management depending on the need and conditions of his organization. He is participatory and coordinative. functions of management  planning Involves determining the organization’s goals or performance objectives, defining strategic actions that must be done to accomplish them, and developing coordination and integration activities.  organizing Demands assigning tasks, setting aside funds, and bringing harmonious relations among the individuals and work groups or teams in the organization.  staffing Indicates filling in the different job positions in the organization’s structure; the factors that influence this function include: size of the organization, types of jobs, number of individuals to be recruited, and some internal or external pressures. leading/directing Entails influencing or motivating subordinates to do their best so that they would be able to help the organization’s endeavor to attain their set goals.  controlling Involves evaluating and, if necessary, correcting the performance of the individuals or work groups or teams to ensure that they are all working toward the previously set goals and plans of the organization.