Chapter 1

• Management


  A science as well as an art. A body of knowledge whose ideas and principles have become the basis of organizational frameworks employed by many businesses and organizations
• Management


  • It evolved from a number of theories that involved extensive studies and experiments
  • The management principles practiced by businesspeople and professionals are based on scientific principles, scholarly studies, and statistical data
  • The problem-solving nature of management benefits greatly from methods and practices adopted from scientific principles
• Management is not an exact science like mathematics
• Management


  A good manager must be able to look at situations and use creativity and imagination in coming up solutions to problems
• 5 Ms of Management

  • Man: human resources, both inside and connected with an organization
  • Materials: goods and services required to create
  • Machines: technology and expertise deployed towards the transformation process
  • Methods: systems, procedures and processes
  • Money: required for generating all these Ms
• Efficiency


  The ability to maximize the output with minimum input. It is often referred to as "doing things right", and seeks to limit the wasted which is costly for business
• Effectiveness


  The capacity to attain an intended objective or result. It is often called "doing the right thing". The intention is to meet the desired goal regardless of the amount of input required
• Efficiency and effectiveness are closely related concepts that managers apply to render excellent performance
• Management


  The process of planning, organizing, leading, and controlling the activities of an organization effectively and efficiently to achieve it goals
• Management plays a crucial role in every organization, specially in today's world that is much more complex and where constant change is the norm
• Management provides the means to maintain a firm's competitive advantage
• Management lays out the foundation of successful operations that lead to efficiency and profitability, and establishes the link between the development of strategies and their implementation and control
• Types of Managers


  • The PROBLEM-SOLVING MANAGER
  • The PITCHFORK MANAGER
  • The PONTIFICATING MANAGER
  • The PRESUMPTUOUS MANAGER
  • The PERFECT MANAGER
  • The PASSIVE MANAGER
  • The PROACTIVE MANAGER
• Levels of Management


  • Top Level
  • Middle Level
  • Low Level
• Managerial Skills


  • Technical Skills
  • Human Skills
  • Conceptual Skills
• Managerial Roles


  • Informational Roles
  • Interpersonal Roles
  • Decisional Roles
• Economic Resource (as viewed by the economist)


  Management is one of the factors of production together with land, labor, capital. It determines in large measures its productivity and profitability
• A System of Authority

  (as viewed by the specialist in administration and supervision)

  • Hat managers have the right to command obedience
• It is a class and status 


  (as viewed by the sociologist)

  • That managers become elite of brain and education. Entrance is based more and more on education/knowledge instead of family and political connections
• Types of Managers


  • Problem-Solving Manager
  • Pitchfork Manager
  • Pontificating Manager
  • Presumptuous Manager
  • Perfect Manager
  • Passive Manager
  • Proactive Manager
• Problem-Solving Manager


  • Focuses on providing solutions to every problem of the company
  • Concentrates on achieving the company's goals
  • Sometimes tends to overdo the task of solving every problem which effects of his/her overall performance
• Pitchfork Manager


  • Threatens employees to work toward a goal
  • Employs fear tactics and use an ''iron hand'' to push employees for result to avoid consequences
  • Characterized as tough and rude
• Pontificating Manager


  • Neither follows any strategies nor prepares for any situation or task and usually ends up with inconsistent results
  • Strength is ability to make people feel at ease when he or she is around since listening to others is second nature
  • Overfriendliness usually hinders his or her leadership decision and result in a less systematic approach to problems therefore affecting his or her overall performance
• Presumptuous Manager


  • Neither follows only herself or himself
  • Not a team player and usually works for personal gain or interest
  • Breeds unhealthy competition instead of cooperation and teamwork
  • Characterized as being to proud and overconfident and has the tendency to compete members of the team
  • Members of the team resign or leave the company because of poor management
• Perfect Manager


  • Open to change and personal growth
  • Can be very mechanical and may lack the intrapersonal skills to interact more closely with his or her team members
  • Concentrates on fact and figures, for example, about the product or service being offered
• Passive Manager


  • Wants to please everyone and make the team members happy
  • Being a crowd pleaser becomes a hindrance because of his or her lack of drive assertiveness to manage the team
  • Described as very timid in his or her approach to avoid any confrontation with anyone specially from the member of his or her team
• Proactive Manager


  • Possesses the good qualities of the other types of managers
  • Has the drive of the problem-solving manager to spearhead solutions
  • Has the persistence of his pitchfork manager
  • Has the enthusiasm of the pontification manager
  • Has the confidence of the presumptuous manager
  • Has the passion of the perfect manager for continued growth
  • Has the desire of the passive manager to serve
• Levels of Management


  • Top Level
  • Middle Level
  • Low Level
• Top Level


  Also known as executive level. They are responsible for overall direction of the organization. They are often called strategic managers
• Middle Level


  They often called tactical managers. They are responsible for translating the general goals and plans that are developed by strategic managers into specific objectives
• Low Level


  They are also called first line or operational managers. They are responsible in training and motivating employees
• Managerial Skills (Katz & Others)

  • Technical Skills
  • Human Skills
  • Conceptual Skills
• Technical Skills


  Application of specialized knowledge or expertise acquired through formal training and its use. Mostly acquired in Low level of Management
• Human Skills


  Ability to work with people, understand and motivate group and individuals. This skill is important in all level of management
• Conceptual Skills


  Mental ability to recognize, analyze, diagnose and think through complex situations. This skill mostly required in top level of management
• Informational Roles


  • Monitor (nerve center and interpretation)
  • Disseminator (networking within the organization)
  • Spokesperson (represent a company in media, conferences & convention)
• Interpersonal Roles


  • Figurehead (symbolic head, required to show face in social and legal conditions)
  • Leader (motivating and directing subordinates)
  • Liaison (networking outside for information and favors)
• Decisional Roles


  • Entrepreneur (opportunity finding and reacting)
  • Trouble shooter (handling unexpected disturbance)
  • Resource Allocator (initiating/approving changes)
  • Negotiator (getting best deal of organization)