Nature and Concept of

Management

Mr. Michael C. Pagaduan, LPT

ABM Subject Teacher

Embracing Differences: Uniting the Benedictine Youth in Christ

• explain the nature and importance of
management;
• differentiate efficiency and effectiveness
Embracing Differences: Uniting the Benedictine Youth in Christ
 MANAGEMENT

Embracing Differences: Uniting the Benedictine Youth in Christ

What makes a great
manager?
Embracing Differences: Uniting the Benedictine Youth in Christ
Let’s look at some
definitions of management.
Embracing Differences: Uniting the Benedictine Youth in Christ
Management is the art of
getting things done
through others and with
formally organized groups

– Harold Koontz
Management is the art of
getting things done
through others and with
formally organized
groups

– Harold Koontz
Management is the art of
knowing what to do and
then seeing that they do
it in the best and the
cheapest manner

– Fredrick W. Taylor
Management is the art of
knowing what to do
and then seeing that
they do it in the best
and the cheapest
manner

– Fredrick W. Taylor
Management is a distinct
process consisting of planning,
organizing, actuating and
controlling; utilizing in each
both science and arts, and
followed in order to
accomplish pre-determined
objective

– George R. Terry
Management is a distinct
process consisting of
planning, organizing,
actuating and controlling;
utilizing in each both science
and arts, and followed in order
to accomplish pre-determined
objective

– George R. Terry
Management is a multi-
purpose organ that manage
a business and manages
managers and manages
workers and work.

– Peter Drucker
Management is a multi-
purpose organ that manage a
business and manages
managers and manages
workers and work.

– Peter Drucker
Management is to
forecast, to plan, to
organize, to command, to
coordinate, and control
activities of others.

– Henri Fayol
Management is to
forecast, to plan, to
organize, to command,
to coordinate, and
control activities of
others.

– Henri Fayol
Management is the
art of getting things
done through people.

– Mary Parker Follett

Management is the
art of getting things
done through
people.

– Mary Parker Follett

Management is defined
as the process by which a
cooperative group
directs action towards
common goals.

– Joseph L. Massie
• a specific process of planning, organizing,
staffing, directing and controlling the
efforts of the people who are engaged in
activities in the business organization in order
to attain predetermined objective of such
organizations.
Embracing Differences: Uniting the Benedictine Youth in Christ
• process of designing and
maintaining an environment in which
individuals working together in
groups, accomplish selected aims. In
other words, it is the
accomplishment of goals through
others.
Embracing Differences: Uniting the Benedictine Youth in Christ
What do managers do?

Embracing Differences: Uniting the Benedictine Youth in Christ

Managers ensures that work activities are
completed efficiently and effectively by
the people responsible for doing them.

Embracing Differences: Uniting the Benedictine Youth in Christ

Embracing Differences: Uniting the Benedictine Youth in Christ
Embracing Differences: Uniting the Benedictine Youth in Christ
What’s the difference between
efficiency and effectiveness?

Embracing Differences: Uniting the Benedictine Youth in Christ

Embracing Differences: Uniting the Benedictine Youth in Christ
EFFICENCY EFFECTIVENESS
• “doing things right” • “doing the right things”
• maximize output with • the capacity to attain an
minimum input intended objective or result
• seeks to limit the wasted • to meet the desired goal
output which is costly for regardless of the amount of
a business input required.
• there is an element of • focus is on the results
speed to avoid wasting
time and effort
• focus is on the process

Embracing Differences: Uniting the Benedictine Youth in Christ

Embracing Differences: Uniting the Benedictine Youth in Christ
 Planning

Functions of Controlling Organizing

Management

Leading /
Staffing
Directing

Embracing Differences: Uniting the Benedictine Youth in Christ

Embracing Differences: Uniting the Benedictine Youth in Christ
STAFFING
• involves developing of qualified
people in the various jobs in the
organization needs constant
reconsideration similar to planning.
• also includes manpower requirements,
appraisal and selection of candidates for
position, training and development and
compensation/benefits
Embracing Differences: Uniting the Benedictine Youth in Christ
How are they inter-related with
one another?

Embracing Differences: Uniting the Benedictine Youth in Christ

3–2-1
3 things that you learned
2 questions about our topic for
today
1 thing that you want me to know

Embracing Differences: Uniting the Benedictine Youth in Christ

Kinds of Managers

Mr. Michael C. Pagaduan, LPT

ABM Subject Teacher
Lesson Objectives
• determine key
functions, roles
and skills of a
manager
SSAM Organizational
Chart
Why is it that in an
organization (such as SSAM),
there are many managers
in the chart?
What do you think are
their responsibilities and
roles?
Not all managerial jobs are
the same.
 Top-level
Managers

Middle-level
Managers
LEVELS OF
MANAGEMENT
First-level
Managers
 • also called senior management,
Top-level
Managers upper management, or strategic
managers
• also known by different titles e.g.
CEO, COO, CFO, Director, President,
Chairman of the Board
• responsible for determining and
implementing strategic, long-term
decisions for the company
• evaluates the overall performance
of various departments
 • also called department heads, plant
manager, division managers,
Top-level regional managers and tactical
Managers
managers
• responsible in setting objectives
consistent with top management’s
Middle-level goals
Managers
• responsible in carrying out the
decisions made by the top
management and apply them to
their units.
• coordinates with the first-line
managers in implementing
strategies
 • also called frontline managers or
supervisors
Top-level
Managers
• responsible for training and
supervising the performance of
nonmanagerial employees who are
Middle-level directly responsible for producing
Managers the company’s products or services
• makes day-to-day operational
plans
• the link between the management
First-level and the rank-and-file employees
Managers
Managerial Skills and Roles

Mr. Michael C. Pagaduan, LPT

ABM Subject Teacher
HENRY MINTZBERG
• 10 Managerial Roles (Mintzberg on
Management: Inside our Strange
World of Organizations.)
• Essentially, his approach is to
observe what managers actually
do and from such observations
come to conclusions as to what
managerial activities (or roles) are.
• Informational, Interpersonal and
Decisional Roles
HENRY MINTZBERG’s MANAGERIAL ROLES
• LEADER
 The leader role is at the heart
of the manager-subordinate
relationship and managerial
power.
 Staffing, training, and
motivating people
HENRY MINTZBERG’s MANAGERIAL ROLES
• LIASON
 Maintaining a network of
outside contacts who provides
information and favors.
 The manager is an information
and communications center. A
liaison builds and maintains
relationship with other
companies.
HENRY MINTZBERG’s MANAGERIAL ROLES
• FIGUREHEAD
 As a figurehead, the manager
performs social, inspirational,
legal and ceremonial duties.
 Greeting company visitors,
speaking at opening of new
facility, speaker for community
projects.
HENRY MINTZBERG’s MANAGERIAL ROLES
• MONITOR
 Seeking and receiving
information to develop a
thorough understanding of the
organization and its
environment.
 The manager performs tasks
such as monitoring of internal
operations, external events,
ideas, trends, analysis and
threats.
HENRY MINTZBERG’s MANAGERIAL ROLES
• DISSEMINATOR
 Transmitting information from
source to source, sometimes
interpreting and integrating
diverse perspectives.
 The manager communicates
external information to the
organization and facilitates
information exchange between
subordinates.
HENRY MINTZBERG’s MANAGERIAL ROLES
• SPOKESPERSON
 Speaking on behalf of the
organization about plans,
policies, actions and results.
 Relays information to other
groups and entities outside of
the company.
HENRY MINTZBERG’s MANAGERIAL ROLES
• ENTREPRENEUR
 Searching for new business
opportunities and initiating
new projects to create change.
 An entrepreneur is a risk-taker
and is often involved in start-
ups and new projects.
HENRY MINTZBERG’s MANAGERIAL ROLES
• DISTRUBANCE HANDLER
 Taking corrective action during
crises or other conflicts.
 Involved in stepping in to deal
with these matters, evaluate the
situation, reallocate resources
and provide adequate support
to the company.
HENRY MINTZBERG’s MANAGERIAL ROLES
• RESOURCE ALLOCATOR
 Providing funding and other
resources to units of people,
including making or approving
significant organizational
decisions
 Managers develop appropriate
models and plans in conducting
their evaluation
HENRY MINTZBERG’s MANAGERIAL ROLES
• NEGOTIATOR
 Engaging in negotiations with
parties outside the
organization.
 Negotiation is a vital task of all
managers.
3-2-1 Feedback:
 Concrete and real – life examples of
efficiency and effectiveness
 Can a low-level manager be a top
manager?
 Does levels of management only applies
to big companies?
EFFICIENCY AND EFFECTIVENESS EXAMPLES