MANAGEMENT

HISTORY OF MANAGEMENT

A. Industrial Revolution - beginning of 17th-century England,

several forms of organization had emerged requiring the use of "managers" to successfully achieve organizational objectives.ex. Church, military, states (management are practice)

Represented by the ff.

- Greek - Roman - Chinese 1. They administer in building roads 2. Provide mean to distribute food

supply. 3. Control the collection of Tax. 4. Supervise military activities both

within

The state and among conquered territories.

Emperors - effective managers with explications

of the duties and responsibilities assigned to their position, the need for training, and the need for control over activities in the hands of a centralized

Chain of command. The chain of command established

clear, unbroken lines of authority and responsibility from the highest to the lowest level in the organization.

•Delegation of authority. - Because of the length of the chain of

command, it became essential that decision-making authority be granted to those in middle- and low-level positions. Without this provision, the individual occupying the senior position would be overwhelmed by the task of having to approve each activity necessary to the efficient functioning of the military units.

•Staff. -As warfare became more sophisticated, those in

command could not be fully aware of every tactic available in a given situation. Thus the need developed for a group of officers, called staff officers, who were recruited and trained to serve as advisers to managers faced with critical decisions. While staff officers accrued power because of their expertise, the final decision was the responsibility of the commanding officer. •

Unity of command. - The principle that no individual has

more than one supervisor is known as unity of command. Receiving orders or directives from two or more superiors can lead to confusion, contradictory requests, and instability in military operations.

WHAT IS MANAGEMENT?

Are the fundamental to any organization

Accomplish tasks that help fullfil organizational objectives as efficiently as possible

“JOB IS TO MAKE SURE EVERYBODY IS ENABLED TO DO WHAT THEY DO WELL

‘

MANAGERIAL RESPONSIBILITIES CONCERNS:

1. EFFECTIVENESS

2. EFFICIENCY

EFFECTIVENESS

ACCOMPLISHING TASKS THAT HELP FULFILL ORGANIZATIONAL OBJECTIVES

SUCH AS; A.DELIVERING CUSTOMER’S

SERVICE B. SATISFACTION TO END USERS

EEFICIENCY

GETTING THE WORK DONE WITH A MINIMUM EFFORT, EXPENSE, OR WASTE

SAMPLE OF ORDINARY PRODUCTS

COFFEE DOUGHNUTS

HOW THIS SIMPLE PRODUCTS BE EFFECTIVE?

BY MAKING THIS COMMON PRODUCTS TO BE UNIQUE IN THE MARKET WITH A VARIETY OF CHOICES AND ADDING DIFFERENTS FLAVORS THAT WILL MAKE A “RECALL NAME” IN THE MARKET, THESE ATTRACT CONSUMERS AND BE YOUR REGULAR CLIENTS

Managerial Function

PLANNING ORGANIZING LEADING CONTROLLING

PLANNING

DETERMINING ORGANIZATIONAL GOALS AND A MEANS FOR ACHIEVING THEM

BEST WAY TO IMPROVE PERFORMANCE “HEART OF STRATEGIC PLANNING”

WHY PLANNING IS THE HEART OF STRATEGIC PLANNING?

PEOPLE ARE ENCOURAGE TO WORK HARDER.

ENGAGE DIRECTLY RELATED TO ACCOMPLISHING THEIR GOALS

THINK OF BETTER WAYS TO DO THEIR JOBS.

HOW DO U KNOW IF YOU A CLEAR GOAL?

IF YOU ANSWER “WHAT BUSINESS ARE YOU IN” IN THREE SENTENCES OR LESS.

ORGANIZING

DECIDING WHERE DECISIONS WILL BE MADE, WHO WILL DO WHAT JOBS AND TASKS, WHO WILL WORK FOR WHOM IN THE COMPANY

LEADING

INVOLVES INSPIRING AND MOTIVATING WORKERS TO WORK HARD TO ACHIEVE ORGANIZATIONAL GOALS

COMMUNICATIONS

CONTROLLING

MONITORING PROCESS TOWARD GOAL ACHIEVEMENTS AND TAKING CORRECTIVE ACTIONS WHEN PROCESS ISN’T BEING MADE.

SETTING STANDARDS TO ACHIEVE GOALS

MAKING CHANGES TO MAKE THE PERFORMANCE ACHIEVE THOSE STANDARDS

kinds of the Managers

Top managers ex. (CEO) Chief Executive Officer (COO) Chief Operating Officer (CFO) Chief Financial OfficerResponsibilities:a. Creating context for the change

includes forming a long range vision or mission for the company

B. Develop employees commitment to and ownership of the company’s performance.

- employee buying in C. Positive organizational culture

through language and action. - impart company values, strategies,

and lesson through what they do, and say to others inside and outside the company.

C. Monitoring their business environment.

- responsibility to solve the internal problems.

- monitor the customer’s needs - competitor’s move - long-term business, - economic - social trends

MIDDLE MANAGERS

Ex. Plant Manager Regional Manager Divisional Manager

Responsibilities:a. Setting objective consistent with top

management’s goals and for planning and implementing subunit strategies for achieving those objectives.

- plan and allocate resources to meet objectives.

B. Coordinate and link groups, departments and division within the company