Management

Principles & Dynamics

 What is an
ORGANIZATION?
An ORGANIZATION is a deliberate
arrangement of people to accomplish
some specific purpose.
 Organizations
Distinct Purpose Deliberate
Goals Structure

People
 The Changing Organization
• Traditional Organization • New Organization
Stable Dynamic
Inflexible Flexible
Job-focused Skills focused
Work is defined by position Work is defined in terms of tasks
Individual-oriented Team-oriented
Permanent jobs Temporary jobs
Command-oriented Involvement-oriented
Managers always make decisions Employees participation in decision-
Rule-oriented making
Relatively homogenous workforce Customer-oriented
Workdays defined as 9-5 Diverse workforce
Hierarchical relationships Workdays have no tieme boundaries
Work at organizational facility during Lateral and networked relationships
specific hours Work anywhere, anytime
• What is management?
• The process of reaching organizational goals by working with and
through people and other organizational resources.
• What is a principle?
• What is dynamics?
• What is the importance of management?
Three Main Characteristics
of Management
1.
1. ItIt is
is aa process
process or
or series
series of
of continuing
continuing and
and
related
related activities.
activities.

2.
2. ItIt involves
involves and
and concentrates
concentrates on
on reaching
reaching
organizational
organizational goals.
goals.

3.
3. ItIt reaches
reaches these
these goals
goals by
by working
working with
with
and
and through
through people
people and
and other
other
organizational
organizational resources.
resources.
4
 Today’s Organization
and Their Challenges
• “Flattening of the world”
» “The World is Flat”, Thomas Friedman
• Technology
• New business models
• Strive to remain competitive in the global arena
• Deal with uncertain environments
• Massive worldwide economic, political, and social
shifts
 Revolution in Management,
the New Leader

• Ask to do more with less

• To engage whole employees
• To see change rather than stability as the nature
of things
• Create vision and cultural values promoting a
collaborative workplace
• Connecting and collaborating
Four Basic Management
Functions
Planning Organizing

Controlling Influencing

5
 Interrelations of the Four Functions of
Management to Attain Organizational Goals

Organizational
Goals

Planning

Influencing Controlling

Organizing
8
 Management Process
• Management is the process of planning,
organizing, leading (influencing), and
controlling the efforts of organization
members and of using all other
organizational resources to achieve stated
organizational goals.
 Management Functions

Planning Organizing

Organization

Leading/
Motivating Controlling
 Management Functions
• Planning
– What, how, and when tasks must be performed to
attain organizational goals
• Organizing
– Arranging and allocating work, authority, and
resources developed under the planning function
to various individuals or groups within the
organization so as to achieve the organization’s
goals.
 Management Functions (cont’d)
• Leading (influencing)
– Directing, guiding, and motivating the activities of the
organization members in appropriate directions.
• Controlling
– Establishing standards of performance;
– Measuring current performance;
– Comparing this performance with established
standards; and
– Taking corrective actions if deviations are detected.
 Management Functions
ORGANIZATIONAL
GOALS

Planning

Select goals and

ways to attain them
Resources Performance
•Human •Attain goals
Controlling Organizing •Products
•Financial
Monitor activities and •Services
•Raw Materials Assign responsibility for
make corrections
task accomplishment •Efficiency
•Technological
•Information •Effectiveness

Leading
Use influence to motivate
employees
 Management and
Organizational Resources
Human Monetary
Resources Resources

Production
Process

Capital Raw
Resources Materials
7
 Managerial Effectiveness &
Efficiency
• How can a manager be effective?
• How can a manager be efficient?
 Managerial Effectiveness &
Efficiency
• Managerial effectiveness
– Management’s use of organizational resources in
meeting organizational goals.
– “Doing the right thing”
• Managerial efficiency
– Proportion of total organizational resources that
contribute to productivity during the operations
process
– “Doing things right”
Combinations of Effectiveness &
Efficiency
Not reaching goals Reaching goals
EFFICIENT And not wasting And not wasting
resources resources

RESOURCE USE

Not reaching goals Reaching goals

INEFFICIENT And wasting And wasting
resources resources

INEFFECTIVE EFFECTIVE

GOAL ACCOMPLISHMENT
Management Skills

Robert Katz, "Skills of an effective administrator," Harvard Business Review,

 Management Skills
• Technical Skill
– Ability to use the procedures, techniques, and
knowledge of a specialized field
• Human Skill
– Ability to work with, understand, and motivate other
people as individual or in groups
• Conceptual Skill
– Ability to integrate and coordinate all of an
organization’s interest and activities
 What it takes to get ahead…
• In large companies. • In medium sized
1. Integrity: 36% companies.
2. Ability to get along with 1. Ability to get along with
others: 32% others: 36%
3. Industriousness: 25% 2. Integrity: 27%
4. Intelligence: 25% 3. Knowledge of business:
5. Knowledge of business: 25%
23%
4. Industriousness: 25%
6. Leadership: 15%
5. Technical experience: 23%
7. Technical experience:
6. Intelligence: 15%
14%
7. Leadership: 14%
Management Levels
 Horizontal Differences

• Functional managers, responsible for

departments that perform a single functional
task (Middle Managers and Supervisors)
• General managers, responsible for several
departments that perform different functions
Functional Departments

• Advertising
• Sales
• Finance
• Human resources
• Manufacturing
• Accounting
A Look at Managerial Activity

• Provides for variety

• Is fragmented
• Represented by brevity
• Performs a great deal of work quickly
FROM HENRY MINTNZBERG, “THE NATURE OF MANAGERIAL WORK”
 Hierarchial Levels
Leader role
High Liaison role

Importance

Med

Low

Supervisory Middle Top

Managers Managers Managers
SOURCE: Based on information from A.I. Kraut, P.R. Pedigo, D.D. McKenna, and M.D. Dunnette, “The Role of the
Manager: What’s Really Important in Different Management Jobs,” Academy of Management Executive 3 (1989), 286-293.
 Supervisor as Manager

Without the keystone (supervisor), the arch (organization) collapses

*Keystone used by Keith Davis, Human Relations at Work:
The Dynamics of Organizational Behavior, New York: McGraw-Hill, 1957
Revolution in Management,
the New Leader

• Ask to do more with less

• To engage whole employees
• To see change rather than stability as the
nature of things
• Create vision and cultural values promoting
a collaborative workplace
 Managing in the New Era
• Internet
• Globalization
• Knowledge management
• Collaboration and communication across
boundaries
 Understanding Filipino Values
• Emotional closeness and security
in the family Communitarian
• Small-group centeredness spirit

• Personalism
• Authoritarianism

From “Management by Filipino Values” by Andres

 Western versus Filipino values in
Industrial Organizations

Filipino Western
- Subjective - Objective
- Personalistic - Impersonal
(hiya, bahala na, - First loyalty to
Awa, padrino, the organization
Tulay, pakikisama)
- Familial
 Filipino values in Industrial
Organizations
Industrial Organizations Filipino Values
• Honesty is placed high • Dignity & family loyalty
• “Yes” is “yes” • Yes has several meanings
• Time is elastic & sense of
• Punctuality, regularity
urgency is absent- “there is
& timekeeping are always tomorrow”
important
• Because of “tiyaga” &
• Quality is the cry of “pasensya”, he is not quality
industry. Customer is conscious - “areglo” or
King “remedyo”
 Management by Filipino Values
• Emotional closeness and security in
the family Communitarian
• Small-group centeredness spirit
an ce
• Personalism Bal
• Authoritarianism

“Trust him like an angel but watch him like the devil”

From “Management by Filipino Values” by Andres

 GSB Mission
• Inspired by Lasallian values, the De La
Salle Professional Schools, Inc Graduate
School of Business aims to be a center of
excellence and innovation in management
studies for working professionals and
entrepreneurs committed to collaborating
with the larger community to transform
society
 GSB Mission
• To develop outstanding professionals and
entrepreneurs who exemplify humanistic
values and are socially responsible stewards
and change agents
• To create and disseminate practice-oriented
business and management knowledge that
will uplift society
END