Organization Management
MANAGEMENT
Is a process of planning, organizing,
leading, and controlling
The Main aspects of Management
1. Management is a Process
As a process, management involves
four functions planning
Planning is defined as the process of
identifying the objective
Organizing is defined as the
gathering the resources
Leading is a process which
encompasses Influencing Directing
Coordinating Communicating
Motivating
Controlling is defined as monitoring
and evaluation of activities
2. Management is Using Proper
Resources
In management RESOURCES
pertain to people, time, money,
materials, machines, equipment,
land, building, technology,
information and communication
systems and other forms of material
and non-material things
3. Management Aims to Achieve
Objectives
Specific- the objectives should be in
a form of sufficient detail
Measurable- the objectives can be
assessed and verified
Attainable- the objectives can be
achieved by finding your own ways
of strategies.
Realistic- the objectives can be
accomplished given the current and
planned level of resources
Time-bound- the objectives can be
accomplished within a definite time
period.
In pursuing the objectives, your
approach may adopt certain perspective.
Investment perspective
Pertains to deriving an expected
economic return
Ethical perspective
Pertains to examining whether a
desired object is morally right or
wrong.
Individual perspective
Looks at how an organizing seeks to
satisfy the needs of employees
Mainstream vs. Multistream
Mainstream Perspective- focuses
on the traditional, materialist, and
individualistic view of management
Multistream Perspective- focus on
balanced view of management by
taking into account the multiple
forms of well-being for multiple
stakeholders.
ORGANIZATION MANAGEMENT
Organization
Is defined as a social setting composed of
several groups of people
Types of Organizations
1. Government Organizations
National Government agencies are
mandated by law
2. Private Organizations
Promotes the interest of the industry
which earn profits.
Corporation
Ownership is through shares of
stock
Sole Proprietorship
Is a form of business owned have
limited liability
Limited partnership
Is a form of business owned by
two or more persons, but limited
liabilities during a financial loss
Cooperative
Is a form of business
organization whereownership is
equally shared among members.
3. Nongovernmental Organizations
May be in the form of civil society
associations, corporate foundations,
educational institutions, small
enterprises, or research institutions
among others.
Government- Owned and-
Controlled Corporations
An organization may combined
nature.
MANAGEMENT THEOIRES AND THE
FUNCTIONS, ROLES AND SKILLS OF A
MANAGER
Management Theories
The Classical Management
approach
Developed approximately during
1900- 1930, look at management
mainly from a “rational”
perspective that assumes there is
“one best way” to do things
The Behavioral management
approach
Ushered in the “human relation”
view to management
approximately during 1930-1950.
Aims to satisfy social relations
and personal fulfillment to
motivate employees
Then Modern Management
Approach.
Involves several views and
techniques
Six Sigma
FUNCTIONS OF A MANAGER
Manager
Is the one who is mainly responsible
and accountable for accomplishing the
specific goal.
First- level supersvisors
The first-level managers manage
the work of members
Middle managers
Manage the work of the
supervisors or other members of
the organization.
Top managers
The managers at the top level of
organization manage the middle
managers.
Roles of a Manager
Interpersonal roles
A manager, as figurehead is a
role model for the members of
the organization.
Informational roles
A manager also serves the role of
a monitor
Decisional roles
A manager is an entrepreneur
who develops new opportunities
for the business
Skill of a manager
Technical Skills
This pertains to abilities or
expertise to do the job required.
Human skills
This pertains to interpersonal
skills or the ability to work well
with other people.
Conceptual Skill
This pertains to the ability to
think critically and analytically
THE FIRM AND ITS ENVIRONMENT
Forces in the Firms Environment
Political Forces
Pertain to legal regulations,
political orientations.
Economic Forces
Pertain to economic conditions
relevant to the business
Sociocultural Forces
Pertain to Social norms, customs,
and values.
Technological Forces
Recent advancement in
technology
Natural Risk
In the light of adverse impacts of
climate change and global
warming
THE LOCAL AND INTERNATIONAL
BUSINESS ENVIRONMENT OF THE FIRM
Competitive Advantage
Pertains to distinguishing
features
Environmental uncertainty
Pertains to lack of complete
information
Environment complexity
Is the presence of numerous
factors
Local business environment
Pertains to the specific industry
International business
environment
Pertains to the business activities
Industry
Is a group of companies offering
the same or similar products or
services.
PORTER’S FIVE FORCES MODEL
(COMPETITIVE FORCES)
Industry competitors rivalry
existing among firms.
The greater the number of rival
companies existing in the area,
THAT IN ALL THINGS, GOD MAY BE GLORIFIED!
the more intense the competition
will become.
Suppliers or producers.
Power of bargaining power of
suppliers or producers
Buyers or consumers.
The bargaining of power or
consumers
Potential entrants
This focuses on the threat of new
entrants
Substitutes
This focuses on the threat of
substitute product or services
UNDERSTANDING THE INTERNATIONAL
ENVIRONMENT THROUGH GLOBAL
MANAGEMENT
Global management
Management of business and
organizations
Global business
Pertains to a business
environment that poses
challenges in adaptations