Organization And Management 2024-2025 PDF

THERESIAN SCHOOL OF CAVITE 2024-2025 ORGANIZATION AND MANAGEMENT ABM 11 ASSETS AND FINANCE  ORGANIZATION AND MANAGEMENT DEFINITION AND FUNCTIONS OF MANAGEMENT ABM 11 ASSETS AND FINANCE BUSINESS BUSINESS PURPOSE ORGANIZATION THREE (3) ELEMENTS OF...

THERESIAN SCHOOL OF CAVITE 2024-2025 ORGANIZATION AND MANAGEMENT ABM 11 ASSETS AND FINANCE  ORGANIZATION AND MANAGEMENT DEFINITION AND FUNCTIONS OF MANAGEMENT ABM 11 ASSETS AND FINANCE BUSINESS BUSINESS PURPOSE ORGANIZATION THREE (3) ELEMENTS OF ORGANIZATION ORGANIZATION ORGANIZATION MANAGEMENT  FUNCTION OF MANAGEMENT  PLANNING This involves setting goals and deciding how best to achieve them. It helps maintain managerial effectiveness by serving as a guide for future activities.  PLANNING It clearly help managers know how to allocate time and resources.  ORGANIZING This focuses on allocation and arranging human and nonhuman resources so that plans can be carried out successfully. LEADING/DIRECTING This involves influencing other to engage in the work behaviours necessary to reach organizational goals.  LEADERSHIP Power Personality Influence Persuasion Communication skills  CONTROLLING This regulates organizational activities so that actual performance conforms with expected organizational standards and goals. CONTROLLING To evaluate how well an organization has achieved its goals and to take corrective actions needed to maintain or improve performance. FUNCTION AND ROLES OF Jones & George (2013) MANAGERS FIRST-LINE MANAGER They are responsible for daily supervision of nonmanagerial employees who perform the specific activities necessary to produce goods and services. FIRST-LINE MANAGER Supervisors Coordinators Office managers MIDDLE MANAGER Supervising the first-line managers Responsible for implementing the policies and plans developed by top managers and for supervising and coordinating the activities of lower level managers. MIDDLE MANAGER Division Head Operations Manager Plant Managers TOP MANAGERS Responsible for the performance of all deparments. Create context for change - meaning, forming a long- range vision or mission for the company. FUNCTION AND ROLES OF MANAGERS Henry Mintzberg  HENRY MITZBERG Contemporary Management Scholar He conducted a research on the actual tasks and activities that typical managers on organizations perform on a day-to-day basis.  Three (3) Major Categories of the Roles of Manager Henry Mintzberg  ROLES OF MANAGER INFORMATIONAL INTERPERSONAL DECISIONAL 1. Monitor 1. Figurehead 1. Entrepreneur 2. Disseminator 2. Leader 2. Disturbance handler 3.Spokesperson 3.Liaison 3.Resource Allocator 4.Negotiator  MONITOR Seek and receive information, scan periodicals and reports, maintain personal contacts. DISSEMINATOR Forward information to other organization members, send memos and reports, make phone calls. SPOKESPERSON Transmit information to outsiders through speeches, reports, and memos.  FIGUREHEAD Perform ceremonial and symbolic duties such as greeting visitors, signing legal documents.  LEADER Direct and motivate subordinates; train, counsel, communicate with subordinates.  LIAISON Maintain information links both inside and outside organization; use of e-mails, phone calls, meetings.  ENTREPRENEUR Initiate improvement projects; identify new ideas, delegate responsibility to others.  DISTURBANCE HANDLER Take corrective action during disputes or crises; resolve conflicts among subordinates; adapt to environmental crises.  RESOURCE ALLOCATOR Decide who gets resources; schedule, budget, set priorities.  NEGOTIATOR Represent department during negotiation of union contracts, sales, purchases, budgets; represent departmental interests SKILLS OF A MANAGER Robert Katz  MANAGERIAL SKILLS 1 2 3 CONCEPTUAL HUMAN TECHNICAL SKILLS SKILLS SKILLS  CONCEPTUAL SKILLS It is the cognitive ability to see the organization as a whole and relationship between its parts.  HUMAN SKILLS PEOPLE SKILLS It is the manager’s ability to work with and through other people.  TECHNICAL SKILLS It involves specialized procedures, techniques, and knowledge to get the job done. Specialists in their chosen field. EIGHT GOOD BEHAVIORS FOR MANAGERS THANK YOU!