GARCIA, TRISTAN F.

2AAC MGT01 June 23, 2014

1. Management is getting work done efficiently and effectively through others. It has the
following functions:
Planning determining organizational goals and a means for achieving them

Organizing deciding where decisions will be made, who will do what job, and who will
work for whom in the company

Leading involves inspiring and motivating workers to work hard to achieve
organizational goals

Controlling monitoring progress through goal achievement and taking corrective
action when needed


2. Types of Managers
top managers these are executives responsible for the over-all direction of the
organization (ex. chief executive officer, chief operating officer, chief financial officer,
vice president, corporate head)

middle managers managers responsible for setting objectives consistent with top
managements goals and for planning and implementing sub-unit strategies for
achieving these objectives (ex. regional manager, division manager, general manager)

first-line managers managers who train and supervise the performance of non-
managerial employees who are directly responsible for producing the companys
products or services (ex. office manager, shift supervisor, department manager)

team leaders managers responsible for facilitating team activities toward goal
accomplishment (ex. team leader, team contact, group facilitator)





3. Managerial Roles
A. Interpersonal - this category involves providing information and ideas
Figurehead As a manager, you have social, ceremonial and legal responsibilities.
You're expected to be a source of inspiration. People look up to you as a person with
authority, and as a figurehead.
Leader This is where you provide leadership for your team, your department or
perhaps your entire organization; and it's where you manage the performance and
responsibilities of everyone in the group.
Liaison Managers must communicate with internal and external contacts. You need to
be able to network effectively on behalf of your organization.

B. Informational - this category involve processing information

Monitor In this role, you regularly seek out information related to your organization
and industry, looking for relevant changes in the environment. You also monitor your
team, in terms of both their productivity, and their well-being.

Disseminator This is where you communicate potentially useful information to your
colleagues and your team.

Spokesperson Managers represent and speak for their organization. In this role you're
responsible for transmitting information about your organization and its goals to the
people outside it.


C. Decisional - this category involves using information

Entrepreneur As a manager, you create and control change within the organization.
This means solving problems, generating new ideas, and implementing them.

Disturbance Handler When an organization or team hits an unexpected roadblock, it's
the manager who must take charge. You also need to help mediate disputes within it.

Resource Allocator You'll also need to determine where organizational resources are
best applied. This involves allocating funding, as well as assigning staff and other
organizational resources.

Negotiator You may be needed to take part in, and direct, important negotiations
within your team, department, or organization.

4. Managerial Skills
technical skills the ability to apply specialized procedures, techniques and knowledge
to get the job done

human skills the ability to work well with others

conceptual skills the ability to see the organization as a whole, understand how the
different parts affect each other and recognize how the company fits into or is affected
by its environment

motivation to manage an assessment of how enthusiastic employees are about
managing the work of others


5. Evolution of Management Thought
Classical Management - was developed by Henri Fayol and it emphasized the following
factors as being essential to an effective management process: division of labor, wide
span of control, tall organizational structure, and authoritarian style of management.
Scientific Management - this method was developed in the USA in the early part of the
20th century by Frederick Taylor, building on the earlier work of Henri Fayol believing
that a high division of labor was needed to produce more output; he introduced a piece-
rate style of payment for the workforce (this meant that the workers received an
amount of money per 'piece' that they produced, thereby linking their pay to their
productivity).
Human Relations Management - the Human Relations 'school' of management thought
looks beyond mere financial and productivity variables in deciding the best way to
manage a workforce; managers believe that a worker's performance can be improved
by being given praise and recognition for their efforts, that workers should be consulted
in any decision that affects them, and that the leader should be democratic rather than
autocratic.
Contingency Management - this management 'school' of thought was developed in the
1960s and, unlike the other theories; it believes that there is no single approach to
management which will suit all businesses and all employees. In other words, some
situations in a business will call for a more authoritarian management style whereas in
other situations a more participative 'hands-on' approach to management will be
required.

Source: Principles of Management, eBook from www.cengage.com