CONCEPTS

AND
DYNAMICS
OF
RICHELLE A. ESPINEDA, LAgr.,
MSAM
MANAGEME
CHAPTER 1: CONTINUATION
FUNCTIONS OF MANAGEMENT
A manager is called upon to perform the following
managerial functions:
1. Planning
2. Organising
3. Staffing
4. Directing
5. Leadership
6. Communication
7. Motivation
8. Supervision
9. Coordination
 FUNCTIONS OF MANAGEMENT
1.PLANNING
1.Planning: Planning is a basic managerial function.
Planning helps in determining the course of action
to be followed for achieving various organisational
objectives:

It is a decision in advance, what to do, when

to do how to do and who will do a particular task.
Planning is a process which involves 'thinking
before doing'. Planning is concerned with the
mental state of a manager. He thinks before
undertaking a work.
Other functions of management such as
 FUNCTIONS OF MANAGEMENT
1.PLANNING
Hart defines planning as "the
determination in advance of a line of
action by which certain results arc to be
achieved."

According to Terry, "'Planning is the

selecting and relating of facts and the
making and using of assumptions
regarding the future in the visualisation
and formulations of proposed activities
1.PLANNING
PROCESS OF PLANNING:

The process of Planning involves a

number of steps :
(i) gathering information ;
(ii) laying down objectives;
(iii) developing planning premises;
(iv) examining alternative courses of
action;
(v) evaluation of action patterns ;
(vi) reviewing limitations
(vii) implementation of plans.
 2. ORGANISING
Organising: Every business enterprise needs the
services of a number of persons to look after its
different aspects.

In the words of Koontz and O’Donnell,

"Organising that part of managing that involve
establishing and intentional structure of roles for
people in an enterprise to fill."

Organisation provides the necessary framework

within which people associate for the attainment of
business objectives.
Louis A. Allen describes organisation as, "the process
of identifying and grouping work to be performed,
PROCESS OF ORGANIING
The process of organisation
involves the following steps:

(i)to identify the work to be

performed;
(ii)to classify or group the work ;
(iii)to assign these groups of
activities or work to individuals;
(iv)to delegate authority and fix
responsibility and
(v)to co-ordinate these authority-
3. In the words of Koontz and
O'Donnel, "staffing is filling,

S TA F F I N G and keeping filled, positions

in the organisation structure
1.Staffing: The function through defining work-force
involves manning the requirements, appraising,
positions created by selecting, compensating and
organisation process. training.
It is concerned with human
resources of an
organisation.
3.
S TA F staffing
Thus, FING consists of the
following:
(i)Manpower planning i.e.,
assessing manpower requirements
in terms of quantity and Notes
quality.
(ii)recruitment, selection and
training:
(iii)Placement of man power;
(iv)development, promotion,
transfer and appraisal
 4. Directing: Directing is
concerned with carrying
DIRECTING out the desired plans.
It initiates organised and
planned action and ensures
effective performance by
subordinates towards the
accomplishment of group
activities. Direction is called
management in action.
 4. In the words of George R. Terry,
"Direction is moving to action and
DIRECTING supplying stimulative power to the
After planning,group."
organising and
staffing, the manager has to guide
and supervise his subordinates.
According to Massie, "Directing
concerns the total manner in which a
manager influences the actions of
Itsubordinates.
is the final action of a manager in
getting others to act after all
preparations have been completed."
5. LEADERSHIP
Leadership is the process by which an executive or
manager imaginatively directs/guides and
influences the work of others in choosing and
attaining specified goals by mediating between the
individual and organisation in such a manner that
both willLeadership
get maximum satisfaction.
is the ability to build up confidence
and zeal among people and to create an urge
in them, to be led.
To be a successful leader, a manager must
possess the qualities of foresight, drive,
initiative, self-confidence and personal
integrity. Different situations may demand
different types of leadership, viz., autocratic
6. COMMUNICATION

Communication constitutes a very important

function of management. u is said to be the number
one problem of management today.

1t is an established fact that managers spend

75 to 90 per cent of their working time in
communicating with others.
Communication is the means by which the
behaviour of the subordinate is modified and
change is effected in their actions.
7. MOTIVATION

The term motivation is derived from the word

'motive' which means a need, or an emotion that
prompts an individual into action.

Motivation is the psychological process of

creating urge among the subordinates to do
certain things or behave in the desired manner. It
is a very important function of management.

The importance of motivation can be realised

from the fact that performance of a worker
depends upon his ability and the motivation.
8. SUPERVISION
Supervision is another important element of
directing function of management. After issuing
instructions, the manager or the supervisor has to
see that the given instructions are carried out. This
is the aim of supervision.
Supervision refers to the job of overseeing
subordinates at work to ensure maximum
utilisation of resources to get the required and
directed work done and to correct the
subordinates whenever they go wrong.
Sound organisational set up, effective
delegation, human approach, effective
communication and management by exception
make supervision effective.
9. COORDINATION

Coordination is one of the most important functions

of management. It is essential to channel the
activities of various individuals in the organisation
for the achievement of common goals.
Co-ordination creates a team spirit and helps in
achieving goals through collective efforts. It is the
orderly arrangement of group effort to provide
unity of action in the persuit of common
objectives.
Dalton McFarland defines co-ordination as the
"process whereby an executive develops an
orderly pattern of group effort among his
subordinates and secures unity of action in the
pursuit of common purposes."
10. CONTROLLING

Controlling can be defined as "determining what is

being accomplished, that is evaluating the
performance, if necessary, applying corrective
measures so that the performance takes place
according to plans.
Control is essential for achieving objectives of an
enterprise. The planning of various activities does
not ensure automatic implementation of policies.

Control is the process which enables

management to get its policies implemented
and take corrective actions if performance is
not according to the predetermined standards.
10. CONTROLLING

If planning is the beginning of the management

process, controlling may be said to be the final
stage. If planning is looking ahead, controlling is
looking back.

Control is essential for achieving objectives of an

enterprise. The planning of various activities does
not ensure automatic implementation of policies.

Control is not possible without planning and

planning is meaningless without control.
SKILLS OF A
MANAGER
Technical Skills - It refer to
knowledge and proficiency in
processes, procedures,
methods and techniques which
are used in doing a work.
These skills are hard skills and
are easily visible in a person.
Technical skills are developed
by accountants, engineers,
managers, and other persons
through the actual practice by
SKILLS OF A
MANAGER
Human Skills: Human skills,
also known as human relations
skills or administrative skills,
are the ability of a person to
work with others on a person-
to-person basis and to build
cooperative group relations to
achieve group objectives and,
consequently, organizational
objectives.
SKILLS OF A
MANAGER
Conceptual Skills: Conceptual
skills, also known as general
management skills, are related
to concepts and mental
perception conceptual
framework intended to develop
new ideas, products, etc.
Conceptual skills refer to the
ability to see the whole picture
to recognize significant
elements in a situation and to
Role of Management in
Organizational
1. Strategic Planning
Development
• Vision and Direction: Management sets
organization's vision, mission, and long-
the

term goals. It ensures that everyone in the

organization understands the strategic
direction, aligning efforts toward common
objectives.
• Adaptation and Innovation: Through
planning, management identifies
opportunities for innovation and adapts
Role of Management in
Organizational
2. Resource Allocation
Development
• Efficient Use of Resources: Management
responsible for organizing and allocating
is

resources—such as human capital,

technology, and finances—efficiently to
maximize productivity and reduce waste.
• Prioritization: It ensures that resources are
directed toward the most critical projects
and initiatives that drive the organization’s
growth.
Role of Management in
Organizational
3. Leadership and Motivation
• Development
Guidance and Leadership: Effective
management provides leadership by
inspiring and guiding employees. Good
leaders motivate teams, create a positive
work culture, and drive performance toward
achieving organizational goals.
• Employee Development: Managers play a
critical role in the professional developmen
of employees by providing training,
Role of Management in
Organizational
4. Organizational Structure and Design
• Development
Designing the Organization: Management
creates and implements structures that
facilitate communication, decision-making,
and workflow. This helps ensure that the
organization can operate smoothly and
efficiently.
• Flexibility and Agility: A well-managed
organization can respond flexibly to
external changes, making necessary
WHO IS A MANAGER?
A manager is an individual
responsible for overseeing and
coordinating the activities of a team
or department within an
organization.

Managers ensure that their team

achieves its objectives by planning,
organizing, leading, and controlling
resources. They play a critical role in
ROLE OF A MANAGER
1.Planning
⚬ Goal Setting: Managers set
objectives and goals for their
teams or departments in
alignment with the
organization’s overall
strategy.
⚬ Developing Strategies: They
create action plans and
strategies for achieving those
ROLE OF A MANAGER
2. Organizing
• Resource Allocation: Managers
allocate resources (human,
financial, and material)
effectively to ensure the
successful execution of tasks.
• Structuring Teams: They design
the team’s structure, delegate
responsibilities, and assign roles
to ensure efficient workflow and
ROLE OF A MANAGER
3. Leading
⚬ Motivating Employees: Managers inspire
and motivate their team members,
ensuring that they stay engaged and
focused on achieving goals.
⚬ Communication: They provide clear
communication, guidance, and direction,
ensuring that everyone understands
their tasks and responsibilities.
⚬ Building Team Morale: Effective
managers foster a positive work
ROLE OF A MANAGER
4. Controlling
⚬ Monitoring Performance: Managers
monitor their team’s performance,
measuring progress against goals, and
providing feedback and support as
needed.
⚬ Problem-Solving: They address and
resolve issues that arise, ensuring that
obstacles do not derail the team’s
efforts.
⚬ Implementing Corrective Actions: When
necessary, managers take corrective
ROLE OF A MANAGER
5. Decision-Making
⚬ Making Choices: Managers make
decisions on everything from day-to-day
operations to long-term strategies,
balancing risks, and opportunities.
⚬ Prioritizing: They decide what tasks and
projects are most critical and ensure
resources are focused on the highest
priorities.
CHARACTERISTICS OF A
GOOD MANAGER
1. Leadership Skills
• Definition: The ability to guide,
inspire, and motivate a team toward
achieving goals.
• Key Traits: Visionary thinking,
decisiveness, confidence, and the
ability to set a clear direction.
CHARACTERISTICS OF A
GOOD MANAGER
2. Effective Communication
• Definition: The ability to clearly
convey ideas, expectations, and
feedback to team members and
stakeholders.
• Key Traits: Active listening, clear and
concise speaking, and the ability to
adapt communication styles to
different audiences.
CHARACTERISTICS OF A
GOOD MANAGER
3. Emotional Intelligence (EQ)
• Definition: The ability to understand
and manage one’s own emotions and
those of others.
• Key Traits: Empathy, self-awareness,
self-regulation, and the ability to
handle interpersonal relationships
judiciously and empathetically.
CHARACTERISTICS OF A
GOOD MANAGER
4. Decision-Making Ability
• Definition: The skill to make
informed, timely, and effective
decisions, often under pressure.
• Key Traits: Analytical thinking,
problem-solving skills, the ability to
weigh pros and cons, and
decisiveness.
CHARACTERISTICS OF A
GOOD MANAGER
5. Delegation Skills
• Definition: The ability to assign tasks
appropriately and trust team
members to execute them.
• Key Traits: Understanding team
strengths and weaknesses, knowing
when to delegate, and providing the
right level of support.
CHARACTERISTICS OF A
GOOD MANAGER
6. Accountability and Responsibility
• Definition: Taking responsibility for
one's actions and decisions, as well
as holding the team accountable for
their performance.
• Key Traits: Integrity, transparency,
and willingness to admit mistakes
and learn from them.
CHARACTERISTICS OF A
GOOD MANAGER
6. Accountability and Responsibility
• Definition: Taking responsibility for
one's actions and decisions, as well
as holding the team accountable for
their performance.
• Key Traits: Integrity, transparency,
and willingness to admit mistakes
and learn from them.
CHARACTERISTICS OF A
GOOD MANAGER
7. Strategic Thinking
• Definition: The ability to plan for the
future, set long-term goals, and
foresee potential challenges.
• Key Traits: Visionary outlook, goal-
setting, foresight, and resource
management.
CHARACTERISTICS OF A
GOOD MANAGER
8. Adaptability and Flexibility
• Definition: The ability to adjust
strategies and management styles in
response to changing circumstances.
• Key Traits: Open-mindedness,
resilience, and the ability to embrace
change.
CHARACTERISTICS OF A
GOOD MANAGER
9. Time Management
• Definition: Efficiently managing time
to prioritize tasks, meet deadlines,
and maximize productivity.
• Key Traits: Organization,
prioritization, scheduling, and
delegation.
CHARACTERISTICS OF A
GOOD MANAGER
10. Conflict Resolution Skills
• Definition: The ability to mediate
disputes and foster a collaborative
work environment.
• Key Traits: Negotiation, mediation,
active listening, and the ability to find
win-win solutions.
CHARACTERISTICS OF A
GOOD MANAGER
Other important characteristics:
11. Team Building and Motivation
12. Technical Competence
13. Integrity and Ethical Standards
14. Performance Management
15. Creativity and Innovation
16. Customer-oriented Focus
17. Reliability and Consistency
18. Mentoring and Development
19. Goal-oriented
20. Positive Attitude
Thank
You!
I hope you can get
useful knowledge from
this presentation. Good
luck!