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Intended Learning Outcomes: After Studying This Chapter, You Should Be Able To Do The

This document provides an overview of basic management principles and concepts. It defines management as the act of getting people together to accomplish goals using resources efficiently. The key management functions are identified as planning, organizing, staffing, leading, and controlling. Managers fulfill three roles - interpersonal, informational, and decisional. Characteristics of a good manager include self-knowledge, professional skills, leadership abilities, and pursuing self-development. Managing change effectively requires organizations to adapt to their changing environment.

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240 views

Intended Learning Outcomes: After Studying This Chapter, You Should Be Able To Do The

This document provides an overview of basic management principles and concepts. It defines management as the act of getting people together to accomplish goals using resources efficiently. The key management functions are identified as planning, organizing, staffing, leading, and controlling. Managers fulfill three roles - interpersonal, informational, and decisional. Characteristics of a good manager include self-knowledge, professional skills, leadership abilities, and pursuing self-development. Managing change effectively requires organizations to adapt to their changing environment.

Uploaded by

jestoni alvez
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Chapter 1: Basic Principles of Management

Intended Learning Outcomes: After studying this chapter, you should be able to do the
following
a. Describe the nature and concept of Management
b. Understand the importance of Basic Management Functions
c. Distinguish the Basic Roles of Managers
d. Identify different Management Activities
e. Explain why Management is Necessary
f. Recognize Basic Management Actions
g. Discuss the Characteristics of a Good Manager
h. Deliberate Managing Change

What is Management?

Management in all business and organizational activities is the act of getting people
together to accomplish desired goals and objectives using available resources efficiently
and effectively.

Management comprises planning, organizing, staffing, leading or directing, and controlling


an organization or effort for the purpose of accomplishing a goal.

Why Management is Necessary?

Management is necessary to ensure that tasks are performed with communication,


cooperation, synchronization and understanding between teams.

Basic Management Functions


Management is a social process involving responsibility for economical and effective
planning & regulation of operation of an enterprise in the fulfillment of given purposes.

It is a dynamic process consisting of various elements and activities:

A. Planning - involves the establishment of business goals and objectives, and


determining the ways in which they will be achieved. It includes planning of vision,
mission, objectives, and goals
B. Staffing - the managerial function of acquiring, deploying, and retaining a
workforce of sufficient quantity and quality to create positive impact on the
organization’s effectiveness. It includes Recruiting, Selecting, Hiring, Training, and
Retraining.
C. Organizing - It includes developing productive relationship amongst physical,
financial and human resources for achievement of organizational goals. It includes
division of labor, delegation of authority, departmentalization, span of control,
and coordination.
D. Directing - This managerial function deals with influencing, guiding, supervising,
motivating subordinates for the achievement of organizational goals. It includes
supervision, motivation, leadership, and communication.
E. Controlling - It implies measurement of accomplishment against the standards
and correction of deviation, if any, to ensure achievement of organizational goals.
It includes establishing standards based upon objectives; measuring and reporting
performance; comparing the two; and taking corrective/preventive action.
F. Co-ordination - is an integral element or ingredient of all the managerial functions.
Manager ensures that there should be co-ordination between actual performance
& standard performance to achieve organizational goals.
e.1. Co-ordination through Planning - Planning facilitates co-ordination by
integrating the various plans through mutual discussion, exchange of ideas
e.2. Co-ordination through Organizing - Manager groups and assigns various
activities to subordinates
e.3. Co-ordination through Staffing - A manager should bear in mind that the
right no. of personnel in various positions with right type of education and skills
are taken
e.4. Co-ordination through Directing - The purpose of giving orders,
instructions & guidance to the subordinates is served only when there is a
harmony between superiors & subordinates. e.5. Co-ordination through
Controlling

Basic Roles of a Manager

There are 3 broad role categories:

1. Interpersonal Role - Roles managers assume to coordinate and interact with


employees and provide direction to the organization.
a. Figurehead role: Symbolizes the organization and what it is trying to achieve.
b. Leader role: Train, counsel, mentor and encourage high employee
performance.
c. Liaison role: Link and coordinate people inside and outside the organization to
help achieve goals.
2. Informational Role - This role involves handling, sharing, and analyzing
information.
a. Monitor role: Analyzes information from both the internal and external
environment.
b. Disseminator role: Manager transmits information to influence attitudes and
behavior of employees.
c. Spokesperson role: Use of information to positively influence the way people
in and out of the organization respond to it.
3. Decisional Role - This role requires decision making.
a. Entrepreneur role: Deciding upon new projects or programs to initiate and
invest.

b. Disturbance handler role: Assume responsibility for handling an unexpected


event or crisis.

c. Resource allocator role: Assign resources between functions and divisions, set
budgets of lower managers.
d. Negotiator role: Seeks to negotiate solutions between other managers,
unions, customers or shareholders.

Management Activities

Management activities include satisfying varying entities, dealing with emergencies,


purchasing, recruitment, accounting, training, planning, negotiating, sales, and dealing
with regulatory officials

Basic Management Actions

Basic Management Actions include Identifying what is needed or has to be done;


Organizing resources; Monitoring performance and task completion, Planning ahead for
future requirements; and Dealing with any problems that arise

Characteristics of a Good Manager

A. Importance of Self Knowledge


Identity: Who are we and what do we aspire to become?
New information: What else do we need to know?
Relationships: Who else needs to be here to work with us?
B. Essential Professional Skills for Managers
Intellectual skills: Logical thinking and problem solving
Technical skills: Specialized knowledge required for work
Ethical skills: Discriminate right from wrong
Interactive skills: Communicate intelligently and create an atmosphere that
facilitates communication
Emotional skills: Ability to identify and handle one’s feelings
C. Management Style and Leadership – based on organization, situation, personal
values, personality, and chance.
D. Self-Development Methods – based on observation, reflection, guided readings,
visits / attachments, seeking feedback, seeking challenges, presentations, chairing
meetings, and prepared packages.

Managing Change

Below are some of popular Change concepts:

a. Survival and growth are dependent upon adaptation to changing environment.


b. Environment is influenced and shaped by the decisions and actions of the
organization.
c. Learning from experience is essential for adaptation and change.
d. Individuals and organizations change in both common and unique directions.

Change affects structures, chains of command, responsibility limits, incentive systems, and
company culture and values

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