Presented By: Borromeo, John Alex R. Marimon, Jeden Mataac, Jane Cloyene B. Mingi, John Patrick R. (BSECE-4)

Presented By:
Borromeo, John Alex R.

Marimon, Jeden
Mataac, Jane Cloyene B.
Mingi, John Patrick R.
(BSECE-4)
A manager is the person responsible for planning and
directing the work of a group of individuals, monitoring
their works, and taking corrective action when necessary.
A manager is a person responsible for supervising and

motivating employees and for directing the progress of
an organization.
Planning is the logical thinking through goals and making
the decision as to what needs to be accomplished in order
to reach the organization’s objective.
According to KOONTZ, “Planning is deciding in

advance- what to do, when to do and how to
do. It bridges the gap from where we want to
be”
To identify goals specific to the organization and also for each
department unit.
The next step is to search for and find out alternatives that
will guide the fulfillment of the objectives established.
Once alternative courses of action have been identified, each
alternative has to be analyzed and evaluated in the light of its
strength and weakness and its fitment in achieving the
organizational goals.
As the plans are frozen and prioritized, timelines for

completing associated tasks need to be finalized. At this
stage, resource allocation and the line of authority and
responsibility also needs to be established.
Derivative plans are sub-sections of the operating plan. The
division of overall plan into derivative plans is necessary for
effective execution.
Once the plans are finalized and set, the final step is to convert
them into quantifiable parameters through budgeting. Budgets
are most commonly expressed in terms of money, but are also
expressed as hours worked, as units sold, or in any other
measurable unit.
This involves identifying, subdividing, grouping and
coordinating the various activities required to
achieve the objectives of the institution.
According to Henry Fayol, “To organize a business

is to provide it with everything useful or its
functioning, raw material, tools, capital and
personnel’s.
Also called division of labor, work specialization is the degree to which
organizational tasks are divided into separate jobs. Each employee is
trained to perform specific tasks related to their specialized function.
Authority is the legitimate power assigned to a manager to make

decisions, issue orders, and allocate resources on behalf of the
organization to achieve organizational objectives.
The chain of command is an important concept to build a robust
organization structure. It is the unbroken line of authority that
ultimately links each individual with the top organizational position
through a managerial position at each successive layer in between.
It is the practice of turning over work-related tasks and/or authority

to employees or subordinates. Without delegation, managers do all
the work themselves and underutilize their workers. The ability to
delegate is crucial to managerial success.
Also referred to as Span of Management refers to the number of
employees who report to one manager. It is the number of direct
reporters that a manager has and whose results he is accountable
for.
This involves the recruitment, selection, assignment, and development
of the various kinds of human resources required by the organization.
Staffing is the acquisition of personnel qualified to

accomplish the task identified in the organizing of the
activities. Staffing involves obtaining the right number of the
right people at the right time to accomplish the objectives set
forth in the managerial plans. It includes planning, obtaining
and developing the human resource.
This is the process of communicating with and
influencing subordinates towards the achievement of
organizational goals.
It is that part of managerial function which

actuates the organizational methods to
work efficiently for achievement of
organizational purposes.
Direction as function of management
Supervision is directing efforts of employees and
other resources to accomplish stated work outputs.
Motivation is something that moves the person

to action, and continues him in the course of
action already initiated/ about to initiated.
Guiding, advising and helping subordinates
towards accomplishment of work.
Communication is the transfer of information from one

person by another by transmitting ideas, facts, thoughts,
feelings and values. In its absence, organization would
cease to exist.
This is the function of monitoring performance and
undertaking corrective actions to ensure the attainment of
predetermined goals and objectives of the organization.
According to Koontz & O’Donnell “ Controlling

is the measurement & correction of
performance activities of subordinates in order
to make sure that the enterprise objectives
and plans desired to obtain them as being
accomplished”.
1. Setting performance standards that indicate progress
toward long-term goals.
2. Monitoring staff performance through performance

data evaluation.
3. Identifying performance problems by comparing

performance data against standards and take corrective
actions.

Presented By: Borromeo, John Alex R. Marimon, Jeden Mataac, Jane Cloyene B. Mingi, John Patrick R. (BSECE-4)

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Presented By: Borromeo, John Alex R. Marimon, Jeden Mataac, Jane Cloyene B. Mingi, John Patrick R. (BSECE-4)

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Presented By: Borromeo, John Alex R. Marimon, Jeden Mataac, Jane Cloyene B. Mingi, John Patrick R. (BSECE-4)

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Copyright:

Available Formats

Presented By:

Borromeo, John Alex R.

A manager is a person responsible for supervising and

According to KOONTZ, “Planning is deciding in

As the plans are frozen and prioritized, timelines for

According to Henry Fayol, “To organize a business

Authority is the legitimate power assigned to a manager to make

It is the practice of turning over work-related tasks and/or authority

Staffing is the acquisition of personnel qualified to

It is that part of managerial function which

Motivation is something that moves the person

Communication is the transfer of information from one

According to Koontz & O’Donnell “ Controlling

2. Monitoring staff performance through performance

3. Identifying performance problems by comparing

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