Definition of Management

Management is the attainment of

organizational goals in an effective and
efficient manner through planning,
organizing, leading and controlling
organizational resources.
Two elements:
Four management functions
Attaining goals efficiently and effectively

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Rhoneil Anthony Gloria Gabriel

The Four Management Functions

Planning. Function concerned with

defining goals for the future
organizational performance and
deciding on the tasks and resources
needed to attain them.
Organizing. Function concerned with
assigning tasks, grouping tasks into
departments, and allocating resources
to departments.

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Rhoneil Anthony Gloria Gabriel

The Four Management Functions

Leading. Function that involves the use

of influence to motivate employees to
achieve the organizations goals.
Control. Function concerned with
monitoring employees activities,
keeping the organization on track
toward its goals, and making
corrections as needed.

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Rhoneil Anthony Gloria Gabriel

The Process of Management

Management Functions
Planning
Planning

Select
Select goals
goals and
andways
ways
to
attain
them
to attain them

Resources
Resources

Human
Human
Financial
Financial
Raw
Rawmaterials
materials
Techno-logical
Techno-logical
Information
Information

Performance
Performance

Organizing
Organizing

Controlling
Controlling

Assign
Assignresponsibility
responsibility
for
for task
task
accomplishment
accomplishment

Monitor
Monitor activities
activities and
and
make
corrections
make corrections

Leading
Leading

Use
Useinfluence
influenceto
to
motivate
employees
motivate employees

Attain
Attaingoals
goals
Products
Products
Services
Services
Efficiency
Efficiency
Effectiveness
Effectiveness

Management Functions
In your experience, do managers do
activities outside the four functions?
Are these worthwhile activities? Should
we adjust the four functions?

Ponder on This

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Rhoneil Anthony Gloria Gabriel

Effectiveness and Efficiency

Effectiveness. The degree to which the

organization achieves a stated goal.
Efficiency. The use of minimal
resourcesraw materials, money and
peopleto produce a desired volume of
output.

Organization. A
social entity that
is goal directed
and deliberately
structured.
Performance.
The
organizations
ability to attain its
goals by using
resources in an
efficient and
effective manner.

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Rhoneil Anthony Gloria Gabriel

Effectiveness and Efficiency

Site some examples wherein too much

focus on efficiency is a bad thing.

Ponder on This

Can high effectiveness and high

efficiency be achieved at the same
time?

Arimahunan. A
Filipino value
emphasizing the
conservation and
optimal usage of
resources.

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Rhoneil Anthony Gloria Gabriel

Management Skills

Conceptual Skill. The cognitive ability to

see the organization as a whole and the
relationships among its parts.
Human Skill. The ability to work with
and through other people and to work
effectively as a group member.
Technical Skill. The understanding of
and proficiency in the performance of
specific tasks.

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Rhoneil Anthony Gloria Gabriel

Management Types Vertical Differences

Top Manager. A manager who is at the

top of the organizational hierarchy and
is responsible for the entire
organization.
e.g. CEO, EVPs, VPs, executive director,
president etc.
Concerns (Long-term): organizational goals
& strategies, environmental scanning

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Rhoneil Anthony Gloria Gabriel

Management Types Vertical Differences

Middle Manager. A manager who works

at the middle levels of the organization
and is responsible for major
departments.
e.g. Directors, department head, division
head, etc.
Concerns: leading
departments/divisions/major functions, but
recently also trouble shooting, enabling
and project management

Project
Manager. A
manager
responsible for a
temporary work
project that
involves the
participation of
other people
from various
functions and
levels of the
organization.

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Rhoneil Anthony Gloria Gabriel

Management Types Vertical Differences

First-line Manager. A manager who is at

the 1st or 2nd management level and is
directly responsible for the production of
goods and services.
e.g. section manager, line manager,
supervisor.
Concerns: leading a group of nonmanagement employees, lending technical
expertise

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Rhoneil Anthony Gloria Gabriel

The Process of Management

Top Managers
Middle
Managers
First-line
Managers
NonManagers
individual contributors

Conceptual
Conceptual Skills
Skills

Must
Must be
bedeveloped
developedas
as you
youmove
moveup
up

Human
Human Skills
Skills
Stays
Stays constant
constant

Technical
Technical
Skills
Skills
Need
Need decreases
decreases

Management Types Horizontal Differences

Functional Manager. A manager who is

responsible for a department that
performs a single functional task and
has employees with similar training and
skills.
General Manager. A manager who is
responsible for several departments
that perform different functions.

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Rhoneil Anthony Gloria Gabriel

Mintzberg
s Ten Manager Roles
Mintzbergs

Informational Roles maintain and develop

informational network

1. Monitor. Seek and receive information,

scan periodicals and reports, maintain
personal contacts.
2. Disseminator. Forward information to
other organization members; send memos
and reports, make phone calls.
3. Spokesperson. Transmit information to
outsiders through speeches, reports,
memos.

Prof. Henry
Mintzberg, OC,
OQ, Ph.D.,
FRSC. An
internationally
renowned
academic and
author on
business and
management.

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Rhoneil Anthony Gloria Gabriel

Mintzberg
s Ten Manager Roles
Mintzbergs

Interpersonal Roles pertains to

relationships with others

4. Figurehead. Perform ceremonial and

symbolic duties such as greeting visitors,
signing legal documents.
5. Leader. Direct and motivate subordinates;
train, counsel, and communicate with
subordinates.
6. Liaison. Maintain information links both
inside and outside the organization; use email, phone calls, meetings.

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Rhoneil Anthony Gloria Gabriel

Mintzberg
s Ten Manager Roles
Mintzbergs

Decisional Roles pertains making choices

and taking actions

7. Entrepreneur. Initiate improvements

projects; identify new ideas, delegate idea
responsibility to others.
8. Disturbance Handler. Take corrective
action during disputes or crises; resolve
conflicts among subordinates; adapt to
environmental crises.

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Rhoneil Anthony Gloria Gabriel

Mintzberg
s Ten Manager Roles
Mintzbergs

Decisional Roles (cont.)

9. Resource Allocator. Decides who gets
resources; schedule, budget, set priorities.
10. Negotiator. Represent department during
negotiation of union contracts, sales,
purchases, budgets; represent department
interests.

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Rhoneil Anthony Gloria Gabriel

Do You Want To Be a Manager?

Ponder on This

Identity Change
Individual Contributor

Manager

Specialist,
Specialist, specific
specific tasks
tasks

Generalist,
Generalist, coordinates
coordinates
diverse
diverse tasks
tasks

Gets
Gets things
things done
done
through
through own
own efforts
efforts

Through
Through others
others

Individual
Individual actor
actor

Network
Network builder
builder

Works
Works independently
independently

Interdependent
Interdependent

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Rhoneil Anthony Gloria Gabriel

Do You Want To Be a Manager?

Issues

Increased workload

Challenge of supervising former peers

Responsibility for other people

Being caught in the middle

Work will be generally fragmented, quick and

numerous (multitasking necessary)

Ponder on This

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Rhoneil Anthony Gloria Gabriel