Principles of

Organization and
Management
ALBERTO D. YALON JR.
INSTRUCTOR
Course Description

This course is designed to familiarize the students with the

basic concepts, principles, and processes related to business
organization, and the functional areas of management.
Particular emphasis will be given to the study of the
management functions like planning, organizing, leading, and
controlling. Furthermore, orient the students on the importance
of these functions and the role of each area in
entrepreneurship.
Reminders:

• Be punctual
• Be ready
• Be participative
• Ask for clarifications
• Do not disturb the class
 Activity 1

“If I am going to put up my own business,

this is what I’m going to do…”
Guide Questions:
 What business will it be? What are the things that I shall do first?
 Why this type of business?
 Where will it be located? Operation hours of the business?
 Probably how much would be the start up capital? Where will I get my
initial capital? How would I make it operate initially?
What is MANAGEMENT?

MANAGEMENT is coordinating and overseeing

others so that work activities are completed efficiently
and effectively by people responsible for doing them
or at least that’s what managers aspire to do.

Robbins & Coulter (2012). Management 11th Edition. Pearson

What is MANAGEMENT?

Efficiency - refers to getting the most output from the

least amount of inputs
- not wasting resources
- “doing things right”
- is concerned with the means of getting things
done
What is MANAGEMENT?

Effectiveness - refers to doing those work activities that will

help achieve the goals
- “doing the right things”
- is concerned with the result or attainment of
its goals
(Means) (Ends)
Resource Goal
Usage Attainment

Management Strives for:

Low Resource Waste (high efficiency)

High Goal Attainment (high effectiveness)
What are the FUNCTIONS of MANAGEMENT?

According to HENRY FAYOL, a French businessman, proposed five

functions of management in the early part of twentieth century:
• Planning
• Organizing
• Commanding
• Leading
• Coordinating
• Controlling
 Planning Organizing Leading Controlling
Lead to
Setting of Determining Motivate Evaluate if
goals what needs subordinates things are Achieve the
to be done going as organization’s
Establishing Help resolve
strategies How it will conflicts planned purpose
Develop be done Influence Ensure that
actions to Who will do individuals or goals are met
coordinate it team Work is done
activities Deal with accordingly
people Monitor,
Evaluate and
Correct
Why Study Management?

1. Management is universal

2. Reality of work

3. The rewards and challenges of being a manager

Why Study Management?
1. Universality of Management

All Sizes of Organizations

Small Large

All Organizational Areas

Human Resource
Management is All Types of Organizations
Production
Needed in … Profit Non-profit
Marketing
Accounting

All Organization Levels

Bottom Top
Why Study Management?
2. Reality of Work

For those who plan to be managers:

An understanding of management forms the
foundation upon which to build your management
skills.

For those who DO NOT want to manage:

You’re still likely to work with managers!
 Why Study Management?
3. The Rewards and Challenges of Being a Manager
Challenges
• Hard work
• More clerical works
• Have to deal with variety of personalities
• Make do with limited resources
• Motivate employees in chaotic and
uncertain situations
• Blend knowledge, skills, experiences,
and ambitions with diverse work group
• Success depends on teamwork’s
performance
Rewards
• Create a better work environment
• Opportunity to think creatively and
better use of imagination
• Help others find meaning and fulfillment
• Support, coach, and nurture others
• Work with a variety of people
• Receive recognition in organization and
community
• Influence organizational outcomes
• Receive appropriate compensation e.g.
salaries, bonuses, etc.
• Good managers are IN DEMAND!
Who is a Manager?
A manager is someone who coordinates and oversees
the work of other people so that organizational goals
can be accomplished.
Coordinating and overseeing means helping others do
their works!
It could involve the work activities of a team, people
from different departments, or even people outside
the organization, e.g. suppliers.
Why are Managers Important?
“A good manager can change your life, inspire you
professionally and personally, energize you and your team
to overcome challenges bigger than any one can tackle
alone.”
1. Organizations need managerial skills and abilities
especially in uncertain, complex, and chaotic times.
Managers play an important role in identifying
critical issues and create responses.
Why are Managers Important?
2. Managers are more critical to getting things done.
If work is not being done accordingly, managers
must find out why and get things back on track.

3. Managerial abilities are important in creating

organizational values.
 Responsible for making
Manages the work of
organization-wide
Top nonmanagerial
decisions and establish
employees involved in
How to Classify Managers in
Managers an Organization?
the plans and goals that
producing the
affect the entire
organization’s products
Manages the work organization.
or services.
of first-line • President
• Supervisors
managers. • Executive Vice-
• Shift Managers
• Regional President
• Department
Manager Middle Managers • Managing Director
Managers
• Project Leader • Chief Operating
• Office Officer
Managers
• Store Manager • Chief Executive Officer
• Division
Manager

First-Line Managers
 Roles of a Manager
Managerial roles refers to specific actions and or
behaviors expected of and exhibited by a manager.

Interpersonal Roles Informational Roles Decisional Roles

duties that are symbolic in nature duties that involve collecting, receiving, roles that revolve around making choices
and disseminating information
Figurehead Monitor Entrepreneur
Leader Disseminator Disturbance handler
Liaison Spokesperson Resource allocator
Negotiator
Based on Mintzberg, Henry, The Nature of Managerial Work,
1st Edition, © 1980, pp. 93–94.
 What Type of Skills do Managers Need?
Robert L. Katz proposed these critical skills in managing:
Technical Skills Human Skills Conceptual Skills
 Are the specific job  The ability to work  Use to think and to
knowledge and well with other people conceptualize about
techniques needed to both individually and abstract and complex
proficiently perform work in group. situations.
tasks.  They would know  Managers see the
 Managing employees how to communicate, organization as a
who use tools/techniques motivate, lead, and whole, and visualize
to produce products or inspire enthusiasm how the organization
service for the customers. and trust. fits into its broader
environment.
What Type of Skills do Managers Need?

Top Conceptual
Managers Skills

Middle Human
Managers Skills

First –Line Technical

Managers Skills
Activity 2
Interview two different managers and ask them the following
questions:

1. What is the biggest challenge that your team has faced and how
did you (team) resolve it?
2.What are the biggest blockers affecting your team from
performing to the fullest?
3. As a team, what plan of actions should you (team) start doing?
4. As a team, what activities should you (team) stop doing?