OrgMa

• Management


  The process of coordinating and overseeing the work performance of individuals working together in organizations, so that they could efficiently and effectively accomplish their chosen aims or goals
• Organization


  A group of people working together to achieve a common goal
• Business Organization


  A group of people working together for the purpose of carrying on commercial enterprise
• The Five Functions of Management

  • Planning
  • Organizing
  • Staffing
  • Leading
  • Controlling
• Planning


  Involves determining the organization's goals or performance objectives, defining strategic actions that must be done to accomplish them, and developing coordination and integration of activities
• Organizing


  Involves defining roles and responsibilities, assigning tasks, and bringing harmonious relationships among the individuals and work groups or teams in the organization
• Staffing


  Indicates filling in the different job positions in the organization and determining the right people for the right job
• Leading


  Entails influencing or motivating subordinates to do their best so that they would be able to help the organization's endeavor to attain their set goals
• Controlling


  Involves evaluating and if necessary, correcting the performance of the individuals or work groups or teams to ensure that they are all working toward the previously set goals and plans of the organization
• Evolution


  Slow stages of growth and development, starting from simple forms to more complex forms
• Management Theories


  Theories that help improve the management process
• Scientific Management Theory


  • Makes use of the step by step, scientific method for finding the single best way for doing a job
• Frederick W. Taylor


  An American mechanical engineer who is known as the Father of Scientific Management, widely recognized for his methods and principles aimed at improving industrial efficiency
• Taylor's Scientific Management Principles

  • Develop a science for each element of an individual's work to replace the old rule of the thumb method
  • Scientifically select and then train, teach, and develop the workers
  • Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed
  • Divide work and responsibility almost equally between management and workers
• General Administrative Theory


  A general theory of business administration developed by Henry Fayol, a French mining engineer, mining executive, author and director of mines
• Fayol's 14 Principles of Management

  • Work Division or Specialization
  • Authority
  • Discipline
  • Unity of Command
  • Unity of Direction
  • Subordination of Individual Interests to General Interest
  • Remuneration or Pay
  • Centralization
  • Scalar Chain
  • Maintenance of Order
  • Equity
  • Stability or Security of Tenure
  • Initiative
  • Promotion of Team Spirit or Esprit de Corps
• Work Division or Specialization


  If an employee is given a specific task to do, they will become more efficient and skilled in it
• Authority


  A manager needs to have the necessary authority in order to ensure that their instructions are carried out by the employees
• Discipline


  Required for any organization to run effectively, achieved through a culture of mutual respect, organizational rules, philosophies, and structures, and good supervision and impartial judgment
• Unity of Command


  An employee should receive orders from only one manager
• Unity of Direction


  Work to be done should be organized in such a way that employees work in harmony towards the same objective, using one plan, under the direction of one manager
• Subordination of Individual Interests to General Interest

  The overall interest of the organization should take precedence over personal ones
• Remuneration or Pay


  Employees should be paid fair wages for the work that they carry out, including both financial and non-financial incentives, and good performance should be rewarded to motivate employees
• Centralization


  Concentration of power in the hands of the authority and following a top-bottom approach to management
• Scalar Chain


  A clear chain of communication between employees and their superiors, with an organizational chart to show the structure clearly
• Maintenance of Order


  Orderly placement of resources (manpower, money, materials, etc.) in the right place at the right time to ensure proper use
• Equity


  Managers should be fair to employees through a combination of kindness and justice, creating loyalty and devotion
• Stability or Security of Tenure


  An organization should work to minimize turnovers to maximize efficiency, with clear and effective methods to handle vacancies
• Initiative


  Employees should be encouraged to show initiative and have a say in how they can do their job
• Promotion of Team Spirit or Esprit de Corps


  Management should strive to create unity, morale, and cooperation among the employees
• Total Quality Management (TQM)


  A management philosophy that focuses on the satisfaction of customers, their needs and expectations, involving all employees in the continuous improvement of processes, products, services and culture
• Organizational Behavior (OB) Approach


  The study of the conduct, demeanor, or action of people at work, to help managers carry out their functions
• Three Levels of Management


  • Top Level Management
  • Middle Level Management
  • Lower Level Management
• Top Level Management


  General or strategic managers who focus on long-term organizational concerns and emphasize the organization's stability, development, progress, and overall efficiency and effectiveness
• Middle Level Management


  Tactical managers in charge of the organization's middle levels or departments, formulating specific objectives and activities based on the strategic or general goals and objectives developed by top-level managers
• Lower Level Management


  Frontline or operational managers responsible for supervising the organization's day-to-day activities, bridging the gap between management and nonmanagement employees
• Managerial Roles (According to Henry Mintzberg)


  • Figurehead
  • Leader
  • Liaison
  • Monitor
  • Disseminator
  • Spokesperson
  • Entrepreneur
  • Disturbance Handler
  • Resource Allocator
  • Negotiator
• Figurehead


  As a manager, you have social, ceremonial, and legal responsibilities, and are expected to be a source of inspiration
• Leader


  Providing leadership for your team, department, or organization, and managing the performances and responsibilities of everyone in the group
• Liaison


  Communicating with internal and external contacts, networking effectively on behalf of your organization