MANAGEMENT Technical Skills

– use knowledge or techniques of a particular

- it is the process of reaching goals through the discipline to attain ends
use of human resources, technology, and Human/Interpersonal Skills
material resources. – ability to work with other people in team.
Good management Design Skills
- is working through others to accomplish tasks – ability to handle and solve any kind of
that help fulfill organizational objectives as unforeseen or actual problems, that may crop
efficiently as possible. up in the organization.
PROCESS Communication Skills
– represents on-going functions or primary – ability to exchange ideas and information
objectives engaged in by managers. Also refers effectively. To understand others and be
to the activities being performed to achieve an understood by others comprehensively.
objective. Leadership Skills
EFFECTIVENESS – ability to influence other people to achieve
– completing activities so that organizational the common goal.
goals are attained Top Management
EFFICIENCY - They are the persons with greatest
– getting the most output from the least responsibility.
amount of inputs Middle Management
FREDERICK WINSLOW TAYLOR - They are the link between the top and
- "Father" of the Scientific management (1911) supervisory levels of management.
& Efficiency Movement, Father of Industrial Supervisory-Level Management
Engineering - They assign duties and evaluate the work of
- focused with achieving efficiency through the production or service employees.
quickness of a task being done, the scientific (PRINCIPLES OF MANAGEMENT)
tool he is often associated with being the DIVISION OF LABOR
stopwatch. – work of all kinds must be divided &
FRANK & LILIAN GILBRETH (Therbligs) subdivided and allotted to various persons
- Founders of Modern Industrial Management AUTHORITY & RESPONSIBILITY
- more focused on reducing the number of - management has the authority to give orders
motions needed to achieve a goal or task to the employees. Of course with this authority
HENRY GANTT comes responsibility.
- His most popular legacy to management was DISCIPLINE
the Gantt Chart. - It is often a part of the core values of a mission
Gantt Chart and vision in the form of good conduct and
- accepted as a commonplace project respectful interactions.
management tool today, it was an innovation of UNITY OF COMMAND
worldwide importance in the 1920s. - an individual employee should receive orders
HENRY FAYOL from one manager and that the employee is
- Believed that the practice of management was answerable to that manager.
distinct from other organizational functions UNITY OF DIRECTION
Conceptual Skills –. All employees deliver their activities that can
– mental capacity to develop plans, strategies be linked to the same objectives.
and vision SUBORDINATION OF INDIVIDUAL REQUEST
– The primary focus is on the organizational
objectives and not on those of the individual.
RENUMERATION
- the compensation should be sufficient to keep Risk
employees motivated and productive. – means that certain parameters have
DEGREE OF CENTRALIZATION probabilistic outcomes.
- an organization should strive for a good
balance in the degree of centralization DECISION MAKING SKILLS
SCALAR CHAIN BEING INTUITIVE
- there should be a clear line in the area of - simplest, and the one of the most common
authority. ways to take a decision. Though it is not always
ORDER the best.
– the work environment must be safe, clean and Being Rational
tidy. - reviewing all possible options then evaluating
EQUITY every option using logic and rationality.
- employees must be treated kindly and equally. BEING WELL-INFORMED
STABILITY OF TENURE OF PERSONNEL - getting a personal opinion also impacts your
- minimize employee turnover and to have the decision-making
right staff in the right place. SATISFICING
INITIATIVE - accepting the one which is satisfactory for the
- encourages interest and involvement and benefit of the company
creates added value for the company. CONFLICT MANAGEMENT
ESPRIT DE CORPS - identify the differences between a win-lose
- contributes to the development of the culture situation
and creates an atmosphere of mutual trust and
understanding. Type of Decisions
Strategic Decisions
(DECISION MAKING) - Decisions made at the top level of the
organization, determine the organization overall
Decision-making direction
- is the process by which managers respond to Tactical Decisions
opportunities and threats by analyzing options, - Decisions that are taken by mid-level managers
and making decisions about goals and courses to achieve goal and objectives
of action Operational Decisions
- is the action of selecting one alternative from a - Day-to-day decisions made by employees and
set of several alternatives. lower-level managers to ensure targets are met.
Decision
- is a conclusion or resolution reached after Behavioral Aspects of Decision Making
consideration of alternatives Bounded Rationality Model of Decision Making
PAYOFF TABLE - The rationality of decision makers is restricted
– table showing the expected payoffs for each by the actual information they have, the
alternative in every possible state of nature. cognitive biases of their psyches, and the
limited time they have to decide.
DECISION MAKING ENVIRONMENTS Intuitive Model of Decision Making
Certainty - It involves making choices without cognizant
– means that relevant parameters such as costs, thinking.
capacity, and demand have known values Creative Model of Decision Making
Uncertainty - Creativity is the invention of imaginative new
– environment in which it is impossible to assess ideas.
the likelihood of various future events.
 - prioritize different steps in carrying out a
Risk propensity specific strategy.
- measures the tendency of decision makers to DETERMINING RESOURCES NEEDED
make risky decisions. - determine the human and non-human
Ethical decision resources required by such strategies or tactics
-makingissues emerge when decision STANDARD
alternative include conflicting moral or ethical - designed to help monitor the performances of
considerations the people, capital goods, or processes”
(Examples of Standards)
CHAPTER 3 Basic Standards - fundamental standards for
weights and measures ( legal metrology )
11111111111111111111111111111111111111 Product Specification Standards - standards for
Plan the physical, chemical, electrical, technical and
- provides a methodical way of achieving mechanical characteristics of products and
desired results. materials
- useful guide in the implementation of activities Process Standards - series of actions or
Planning operations used in making a product and
- involves anticipating future trends and provide the methodology to perform these
determining the best strategies and tactics processes in a consistent way.
- selection and sequential ordering of tasks Code of Conduct - collections of mandatory
STRATEGIC PLANNING standards that have been codified by
- refers to the process of determining major government authorities and become law
goals of the organization Management System Standards - requirements
- Top Management Level that can be applied to any organization,
INTERMEDIATE PLANNING regardless of the product it makes or the service
- refers to the process of determining the it performs
contributions that subunits can make with (FUNCTIONAL AREA PLANS)
allocated resources. Marketing plan
- Middle Management Level – plan for marketing activities related to a
OPERATIONAL PLANNING particular marketing strategy.
- refers to the process of determining how Production plan - states the quantity of output
specific tasks can be best accomplished on time of a company must produce in broad terms and
- Lower Management Level by product family.
Financial Plan
Planning involves the following: - summarizes the current financial situation of
= setting organizational, divisional, or unit goals the firm, analyses financial needs, and
= developing strategies or tactics to reach those recommends direction for financial activities.
goals Human Resource Management Plan
= determining resources needed - detailed human resource requirements in
= setting standards terms of quantity and quality based on the
requirements of the company’s strategic plan.
(DEVELOPING STRATEGIES OR TACTICS) (PLANS WITH TIME HORIZON)
SHORT-RANGE PLANS
STRATEGY – plans intended to cover a period of less than
- plan of action that seeks to achieve an overall 1 year (lower management level)
goal LONG-RANGE PLANS
TACTIC - plans covering a time span of more than 1
year (top and middle management levels)
 - Involves self managing teams that set their
own goals and make their own decisions
(PLANS ACCORDING TO FREQUENCY OF USE) Organization by Process
STANDING PLANS - Teams of people with different specializations
– plans that are used again and again, and they are organized around processes, such as
focus on managerial situations that recur developing new products or providing customer
repeatedly. support.
SINGLE-USE PLANS Self- Managing Teams
- plans are specifically developed to implement - Instead of reporting up a chain of command,
courses of action that are relatively unique and employees are organized into teams that
are unlikely to be repeated. manage themselves.
Customer Orientation
MAKING PLANNING EFFECTIVE - Where teams get their direction from the
Recognize the planning barriers customer, rather than from management.
PLANNING BARRIERS Authority
- manager’s inability to plan - the power to hold people accountable for
- improper planning process their actions and to make decisions concerning
- improper information the use of organizational resources.
- lack of commitment to the planning process Hierarchy of Authority
concentrating on only the controllable variables - an organization’s chain of command, specifying
Use of aids to planning the relative authority of each manager.
Gather as much information as possible DIFFERENTIATION
Develop multiple sources of information - It means that an organization is composed of
Involve others in the planning process units that work on specialized tasks using
different work methods and requiring
22222222222222222222222222222222222222 employees with unique competencies.
INTEGRATION
Organizing - It means that various units must be put back
- refers to the “structure of resources and together so that work is coordinated.
activities to accomplish objectives in an efficient NATURE OF ORGANIZING
and effective manner”. Group of persons
- It is the process of identifying and grouping of – group of people working together to achieve
the works to be performed common objectives.
FORMAL ORGANIZATION Common Objectives
- the structure that details lines of – basis of cooperation among member to
responsibilities, authority, and position.” conquer personal interests.
Organization charts Division of Work
- diagram of the organization’s official positions – total task is divided into members of the
and formal lines of authority. group. Specialization results in efficiency and
Organizational manual effectiveness.
- provides written descriptions of authority Cooperative Efforts
relationships, details the functions of major – when members of an organization are willing
organizational units, and describes job to help each other for the achievement of
procedures. desired goals.
Policy manuals Communication
- describes personnel activities and company – people who form an organization
policies. communicates with each other in order to
Horizontal/Flat Organizational Structure integrate or coordinate their efforts.
Central Authority
– authority which controls the concerted effort 2.Recruitment
of the group. - entails seeking, stimulating and obtaining, as
many applications as possible from the eligible
and competent candidates
Rules & Regulations 3. Selection
– orderly and systematic working of members. - which involves differentiating between
Dynamic Element applicants, so as to identify and choose the
– an organization is not a mere mechanical candidate who best fulfils the qualifications and
structure but a living organism arising out of requirements of the vacant position.
sentiments, attitudes, and behaviour of people. 4. Placement
allocation of rank and responsibility to
4 STEPS IN ORGANIZING selected candidate.
Identification of Activities 5.Orientation & Induction
– determining the tasks that must be provide the new employee with the information
performed to achieve the established they require for functioning comfortably and
objectives. efficiently in an organization.
Grouping of Activities Induction- is the process of introducing the new
– various activities are grouped into joiners to the job and the organization as well.
departments or divisions according to similarity 6.Training & Development
and common purpose. the new joiners undergo training to acquire
Delegation of Authority specific skills. Development implies learning
–Every individual must know to whom he is opportunities, designed by the organization, to
accountable and who are his subordinates. ensure the growth of employees.
Assignment of Duties 7.Performance Appraisal
– group of activities are then allotted to - rational assessment and evaluation of
different positions. employee’s performance against clear-cut
benchmarks.
33333333333333333333333333333333333333 PERFORMANCE APPRAISAL-is the measurement
Staffing of employee’s performance
- is a managerial function which involves 8.Career Management
obtaining, utilizing and retaining, qualified and - is a process in which the individual understand
competent personnel to fill all positions of an and learns new skills and interests and use them
organization for the betterment of the organization and self.
- is the process that ensures the proper number 9.Compensation
of employees, - refers to the consideration which an individual
gains, in return for his/her contribution to the
PROCESS OF STAFFING organization.
1. MAN PLANNING 6. TRAINING
2. RECRUITMENT 7. PERFORMANCE Preliminary Interview
3. SELECTION 8. CAREER MANAGEMENT – the purpose of this interview is to scrutinize
4. PLACEMENT 9. COMPESATION the applicants, elimination of unqualified
5. ORIENTATION & INDUCTION applications .
Employment Interview
PROCESS OF STAFFING – this interview serves as a means for the
1. Manpower Planning employer to determine deeper technical skills
- the process of forecasting the firm’s future and knowledge of the employee
demand for and supply of competent workforce
44444444444444444444444444444444444444 - effective communication occurring in the
Communication environment where the communication is
- is defined as the process of sharing undertaken.
information SEMANTIC BARRIERS
-process by which information is exchanged - When the message is misunderstood even
between two or more people though it is received exactly as transmitted

benefits of effective communication (OVERCOMING BARRIERS TO

Provides clarity. Creates commitment. COMMUNICATION)
Builds relationships. Defines expectations. Use feedback Repeat messages
Use multiple channels Use simplified language
(Communication Process)
DEVELOP AN IDEA TECHNIQUES FOR COMMUNICATING IN
-that the idea to be conveyed must be useful or ORGANIZATIONS
of some value. Downward Communication
ENCODE - refers to message flows from higher levels of
- next step is to convert the idea into words, authority to lower levels.
illustrations, figures, or other symbols suitable Upward Communication
for transmission - refers to messages from persons in lower-level
TRANSMIT positions to persons in higher positions.
- message is now ready for transmission through
the use of an appropriate communication TECHNIQUES FOR COMMUNICATING IN
channel. ORGANIZATIONS
RECEIVE Horizontal Communication
- actual receiving of the message by the - refers to messages sent to individuals or
intended receiver groups from another of the same organizational
DECODE level or position.
- decoding means translating the message from Diagonal Communication
the sender into a form that will have meaning to - communication that takes place between a
the recipient. manager and employees of other workgroups.
ACCEPT External Communication
- the receiver accepts or rejects the message - communication that takes place between a
USE manager and external groups such as –
– the receiver could store it and retrieve it when suppliers.
required.
PROVIDE FEEDBACK 55555555555555555555555555555555555555
- receiver provides feedback to the sender. MOTIVATION
(FORMS OF COMMUNICATION) -Refers to the act of “giving employees reasons
VERBAL COMMUNICATION or incentives to work to achieve organizational
-Those transmitted through hearing or sight objectives.
NON-VERBAL COMMUNICATION -refers to the “process of activating behavior,
-Means of conveying message through body sustaining it, and directing it toward a particular
language goal.”
BARRIERS TO COMMUNICATION MOTIVATION PROCESS
PERSONAL BARRIERS 1. NEED
- effective communication arising from a - a physiological or psychological imbalance
communicator’s characteristics as a person leads to creation of need.
PHYSICAL BARRIERS 2. DRIVES (MOTIVES)
- propel individuals to attain their goals or The Role of Power in Leadership
satisfy their need. Reward Power
3. INCENTIVES - possess the ability to reward their
- anything that can mitigate a need and subordinates.
decrease the intensity of a drive Coercive Power - an equally strong source of
power is the ability to punish their
TYPES OF MOTIVATION subordinates.
INTRINSIC MOTIVATION Legitimate Power
– geared towards internal rewards and - ability to influence others because of the
reinforcers. position one holds in the organization
EXTRINSIC MOTIVATION Referent Power
– geared towards external rewards and - power that accompanies a strong relationship
reinforcer’s. between the leader and the followers.
THEORIES OF MOTIVATION Expert Power
- Maslow’s needs hierarchy theory - extent to which leaders are perceived to be
*His theories indicates the needs and all knowledgeable in an area that is necessary to
this needs are arranged in hierarchy. Once one the attainment of group goals.
level is satisfied, the next level will emerge. LEADERSHIP
- Herzberg’s two-factor theory - may be referred to as the process of
*Theorized, that job satisfaction and job influencing and supporting others to work
dissatisfaction act independently of each other enthusiastically toward achieving objectives.
- Expectancy theory - is expected of any manager in charge of any
*This theory states that the workers will unit or division.
only act when they have a reasonable THE NATURE OF LEADERSHIP
expectation that their work will lead to the PERSONAL DRIVE
desired outcome. -If chosen way to reach goal is not successful, a
- Goal setting theory leader finds another way to reach it.
*This theory states that goal setting is THE DESIRE TO LEAD
essentially linked to task performance. It states -Leaders with a desire to lead will always have a
that a specific and challenging goals along with reservoir of extra efforts which can be used
appropriate feedback contribute to a higher and whenever needed.
better task performance. PERSONAL INTEGRITY
MOTIVATION TECHNIQUES - One who does not have personal integrity will
Flexible work schedules Sabbaticals have a hard time convincing his subordinates
Family support services Job Design about the necessity of completing various tasks.
Employee participation Rewards SELF-CONFIDENCE
-For the moves to be continuous and precise,
66666666666666666666666666666666666666 self-confidence is necessary.
Leading ANALYTICAL ABILITY
- a management function which involves - can use to tide him over many challenging
influencing others to engage in the work aspects of leadership.
behaviors necessary to reach organizational KNOWLEDGE OF THE COMPANY, INDUSTRY OR
goals. TECHNOLOGY
Power - provide directions to his unit.
- influence of a leader over his followers. CHARISMA
Authority - has sufficient personal magnetism that leads
- the power or right to give orders, make people to follow his directives.
decisions, and enforce obedience CREATIVITY
- Defines as the ability to combine existing data, - The financial plan recommends a direction for
experience, and preconditions from various financial activities.
sources
LEADERSHIP SKILLS
Technical skills
- skills a leader must possess to enable him to OPERATING BUDGET
understand and make decisions about work - An operating budget indicates the
processes expenditures, revenues, or profits planned for
Human skills some future period regarding operations
- ability of a leader to deal with people, both PERFORMANCE APPRAISALS
inside and outside the organization - Performance appraisal measures employee
Conceptual skills performance.
- ability of a leader to think in abstract terms, to STATISTICAL REPORTS
see how parts fit together to form the whole - Statistical reports pertain to those that contain
data on various developments within the firm.
77777777777777777777777777777777777777 POLICIES AND PROCEDURES
Controlling - refer to the framework within which objectives
- is the process of ascertaining whether the must be pursued.
organizational objectives have been achieved
GENERAL CHECKLIST OF SYSTEMS OF
STEPS IN THE CONTROL PROCESS INADEQUATE CONTROL
Establishing performance objectives and 1. An unexplained decline in revenues and
standards profits
Measuring actual performance 2. A degradation of service (increased
Comparing actual performance to objectives customer complaints)
and standards 3. Employee dissatisfaction
Taking necessary action based on the results of 4. Cash shortages
the comparisons 5. Idle facilities or personnel
6. Excessive costs
TYPES OF CONTROL 7. Evidence of waste and inefficiency
Feedforward control
- When management anticipates problems and
prevents their occurrence
Concurrent control
-When operations are already ongoing and
activities to detect variances are made
Feedback control
-When information is gathered about a
completed activity, and in order that evaluation
and steps for improvement are derived

COMPONENTS OF ORGANIZATIONAL CONTROL

SYSTEMS
strategic plan
- provides the basic control mechanism for the
organization
LONG-RANGE FINANCIAL PLANS