Organization and Management PDF

**ORGANIZATION AND MANAGEMENT!** **MANAGEMENT:** - A company cannot achieve its business targets without managers Planning, Organizing, Leading, and Controlling its people. **4M'S OF MANAGEMENT:\ -** Money **-** Materials **-** Manpower **-** Method - These 4M's will help you to achie...

**ORGANIZATION AND MANAGEMENT!** **MANAGEMENT:** - A company cannot achieve its business targets without managers Planning, Organizing, Leading, and Controlling its people. **4M'S OF MANAGEMENT:\ -** Money **-** Materials **-** Manpower **-** Method - These 4M's will help you to achieve your goals. **HIERARCHY-** Nakatataas **P-**LAN **O-**RGANIZE **L-**EADING **C-**ONTROL **WHAT IS MANAGEMENT:** - Management comes from the Italian word Maneggiare which means to "handle". **DEFINITION OF MANAGEMENT:** - It is a process of identifying the objectives of a task, assignment, or cause and the corresponding activities to achieve those objectives. **PLANNING-** process of identifying the objectives of a task, assignment, or cause and the corresponding activities to achieve those objectives. - **THINKING IN ADVANCE, PROACTIVE** **WORKPLAN-** A planning tool in a form of a summary table which usually contains the ff. information. - Objectives - Corresponding activities to accomplish - Persons responsible - Time frame - Resources needed **ORGANIZING-** Gathering the resources required to carry out the activities and allocating the effective and efficient use of those resources. **-**Involves the design and establishment of a management structure. - **EFFECTIVENESS-** means doing the right things. - **EFFICIENCY-** means doing things right **LEADING-** the process of... - Influencing people to perform the way you wish them to - Directing other people to achieve the desired objectives. - Coordinating the proper implementation of activities. - Communicating effectively. - Motivating individuals to perform their best. **A LEADER SHOULD POSSESS:** - Conceptual - Technical - Human skills **CONTROLLING-** Monitoring and evaluation of activities undertaken in relation to the stated objectives. It involves... - Identifying the gap. - Determining cause of the problem. - Finding ways to correct those problems. - Prevent from recurring. - Seek new ways to improve. **MANAGEMENT IS USING PROPER RESOURCES:** **-**People **-**Building **-**Time **-**Technology **-**Materials **-**Information **-**Equipment **-**Communication **-**Land **MANAGEMENT AIMS TO ACHIEVE OBJECTIVES:** - Apply/Use the acronym SMART. **ASSET-** Your money or budget. **3 ASPECTS OF MANAGEMENT** **-**Process **-**Objectives **-**Resources **THEORIES OF MANAGEMENT:** - Classical Administrative Modern. **CLASSICAL MANAGEMENT:** - 1900-1930 - One best way - Goal: Maximize productivity and efficiency. **FREDERICK W. TAYLOR-** Father of principles of scientific management. Main ideas contributed: Scientific Management. - Determination in finding the "one best way". - Job motion study - Careful selection and training of workers. - Aimed for worker's productivity. **HENRI FAYOL-** Father of Administrative principles. - 14 principles of management are statements that are based on a fundamental truth. These principles of management serve as a guide for decision-making and management actions. 1. **DIVISION OF WORK-** specialization - The act of dividing a project into diff. task and assigning these tasks to separate individuals. 2. **AUTHORITY AND RESPONSIBILITY-** **-**Managers must possess the authority to give orders. **-**A productive workplace has a balance of authority and responsibility. 3. **UNITY OF COMMAND-** Each employee has one direct manager. If not so it can create a conflict. 4. **UNITY OF DIRECTION-** All employees working on the same activity have the same goals. 5. **EQUITY-** Treat all employees equally. **-**No employee receives preferential treatment or discrimination. 6. **ORDER-** Work in an orderly manner **-**"Order vs Chaos" 7. **DISCIPLINE-** Ensure discipline in their employees, respect for rules and regulations. 8. **INITIATIVE-** Effective managers encourage initiative from all employees. **-**it helps an employee feel more invested in an organization and offers them more satisfaction. 9. **RENUMERATION-** Employees should be renumerated fairly to keep their motivation level high. It can be monetary (financial) or non. (reward/recognition) 10. **STABILITY OF TENURE-** In order for an organization to run smoothly employees must not frequently enter and exit the organization. **-**should minimize staff turnover. 11. **SCALAR CHAIN-** The hierarchy of authority and communication within an organization. **-**It defines which position has more authority in each professional relationship. **-**Having these allows employees to know how to contact in certain situations. 12. **SUBORDINATION OF INDIVIDUAL INTEREST-** An organization\'s interest typically takes priority over the interest of an individual or group. **-**Manager often make decisions that are better for everyone. (yung gusto ng nakararami) 13. **ESPRIT DE CORPS-** feeling of pride or loyalty among an organization. **-**Managers can inspire employees to work harder and produce better results. **-**To develop, managers can encourage friendly relationships among employees. 14. **CENTRALIZATION AND DECENTRALIZATION-** Centralization includes concentration of authority and responsibility among a few individuals. Decentralization is when this responsibility is spread across an entire organization. - A management concept that studies how productivity in an organization can be managed by concentrating on the things that motivate the workforce. - **Lightning-** safe place environment - **Observation-** supervise/evaluation - **Meal breaks** - **Concern-** socialization **MASLOW'S HIERARCHY OF NEEDS-** - Self-actualization - Self-esteem - Love and belonging - Safety and security - Physiological needs **CSR-** Corporate Social Responsibility **MODERN MANAGEMENT:** GlobalizationCompetition **COMPETITIVE ADVANTAGE-** Findings show that business sustainability includes management of the competitive advantage concepts, **-**Pertains to distinguishing features or characteristics of a business organization that enable it to perform better than rival organizations. **ASPECTS OF COMPETITIVE MANAGEMENT-** 1. **COST-** The amount or equivalent paid or charged for something. 2. **INNOVATION-** introduction of new products or services. 3. **QUALITY-** ability of a product or service to meet customer needs. 4. **SERVICE-** a requirement for all customers which translates to "having what they want when they need it" 5. **SPEED-** how fast something moves or operates. **FUNCTIONS/ROLES/TASKS OF A MANAGER:** - A manager is mainly responsible and accountable for accomplishing the specific goal or objectives of a particular group. **ORGANIZATION-** Public/Govt. Manager NGO/Non-govt. Manager **FUNCTIONS OF A MANAGER:** - A manager is expected to lead, direct, supervise, and control the performance and output of the group. **PYRAMID STYLE** TOP CEO, BDD MIDDLE MANAGER dept. head, principal FIRST LEVEL/FRONTLINE nag susupervise Rank and File Manager laborer/employees **FIRST-LEVEL SUPERVISORS-** Manage the work of members who are directly involved in the production of goods and delivery of services of the organization. - Supervisor, Foreman **MIDDLE MANAGERS-** Manage the work of the organization. - Division heads, Dept. Heads, Dean of a school **TOP MANAGERS-** Manage the middle managers, they have larger responsibilities and accountabilities - CEO, President, Vice President, Rector **ROLES OF A MANAGER:** - **(HENRY MINTZBERG)** - A manager is expected to fulfill these three types of roles: INTERPERSONAL, INFORMATIONAL, AND DECISIONAL ROLES. **INTERPERSONAL ROLES:** - Figurehead - Leader - Liaison **INFORMATIONAL ROLES:** - Monitor - Disseminator - Spokesperson **DECISIONAL ROLES:** - Entrepreneur - Disturbance handler - Resource allocator - Negotiator **INTERPERSONAL ROLE-** - A manager, as a figurehead, is a role model for the members of the organization. As a leader, he or she provides direction to his/her subordinates. As a liaison, he or she coordinates the activities of his/her members with the activities of other groups within the organization. **INFORMATIONAL ROLE-** - A manager also serves the role of a monitor who is responsible for gathering relevant information and tracking what is happening inside and outside the organization. **DECISIONAL ROLE-** - A manager is an entrepreneur who develops new opportunities for the business. At the same time, he or she is also a disturbance handler who resolves conflicts among members; a resource allocator who allocates funds and distributes resources for effective use; and a negotiator who makes effective agreements with various parties. **SKILLS OF A MANAGER:** - Skill is the ability to perform a specific task to achieve the desired results. A manager has to have three (3) sets of skills: Technical skills, Human skills, and Conceptual skills. - **TECHNICAL SKILLS-** This pertains to abilities or expertise to do the job required. For instance, a marketing officer has to know how to analyze customers and to satisfy their needs. - **HUMAN SKILLS-** This pertains to interpersonal skills or the ability to work well with other people. This skill is essential in handling and addressing individual differences and challenging tasks required among members. - **CONCEPTUAL SKILLS-** This pertains to the ability to think critically and analytically. It is characterized by the ability to see the big picture of things, understand their interrelationships, and analyze the cause and implications of actions or situations. **(MORE DETAILED EXPLANATION IN PAGE 36 AND 37)** **THE FIRM AND ITS ENVIRONMENT:** - An organization is defined as a social setting composed of several groups of people who bond and work together to achieve a common purpose. - Managers need to use some analytical tools as a guide in making strategies for the long-term success of their business enterprise. - Managers must identify various elements and forces that can affect the business enterprise or the operation and performance of the firm. **FORCES IN THE FIRM'S ENVIRONMENT:** - The business firm's environment refers to the conditions and elements that define its operations and its success. There are two types of the firm's environment. These are the INTERNAL and EXTERNAL ENVIRONMENT. **EXTERNAL ENVIRONMENT:** **MICROENVIRONMENT:** - Customers - Suppliers - Regulatory - Agencies - Competitors **MACROENVIRONMENT:** - General environment of the firm. - It is also known as "general environment". It consists of the economic, political, socio-cultural, and technological environment of the business organization. The factors in this environment are beyond the control of the firm but are important determinants of success. - Political - Economic - Sociocultural - Technological **POLITICAL FORCES-** - Pertain to legal regulations, political orientations, government policies, and compliance procedures of government bodies that affect the operations of a firm. - Procedures for business registration, financial accounting, and auditing, labor management, and contract administration. - Certain policies or political views of the government which may possibly restrict, block, or encourage international trade. **ECONOMIC FORCES-** - Pertain to economic conditions relevant to the business. - Includes employment rates, income levels, inflation rates, and monetary policies. - Affects the capability of the business to generate profits. - Protect the business from any untoward financial and operational risks. **SOCIOCULTURAL FORCES-** - People's characteristics and lifestyles have an effect on the operations of a firm. - Pertain to social norms, customs, and values. - Demographic forces also influence a firm. - Air and water pollution control - Attitudes towards product quality - Average level of education - Life expectancy rates - Lifestyles and buying habits. **TECHNOLOGICAL FORCES-** - Advancements in technology have led to great strides in product innovation, process improvements, and integrated systems in the manufacturing and service sectors. - New and improved products. **NATURAL RISKS-** - Includes strong typhoons, earthquakes, volcanic eruptions, tsunamis, and storm surges wherein you cannot change the faith/uncontrollable. - Managers must be vigilant to the presence of natural risks. **ENVIRONMENTAL SCANNING-** - Process of assessing the internal and external environment of a firm to analyze the acronym SWOT. - **EXTERNAL ANALYSIS-** Examines the opportunities and strengths in the firm based on different forces in the environment (PEST) - **INTERNAL ANALYSIS-** Examines the strengths and weaknesses of the conditions inside the firm, such as skills and competencies of employees, capacities of resources, organizational culture, and teamwork. **SWOT ANALYSIS-** - A technique that identifies the STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS. - **STRENGTHS-** What does your company do better than others? - **WEAKNESSES-** What aspects of your company need to be improved? - **OPPORTUNITIES-** What trends/conditions can positively impact your company? - **THREATS-** What trends/conditions can negatively impact your company? - **Sample Swot analysis of the case of Mr. Reyes Table 4.2 page 47.** **FIRM OF BUSINESS CORPORATION:** - **SOLE PROPRIETOR-** Single/One owner - **PARTNERSHIP-** 2-5 owners - **CORPORATION-** Many stakeholders **FIRM-** Business, Organization, and Company **POLITICAL FORCES- FREE TAX:** Walang binabayaran kaya mas mura ang mga presyo.