Functions of
Management Attributes
Planning---needs---Decision Making---to form---System--- Input (raw materials man power
machines & equipment)
Organizing
Natures of Planning Process (operation & procedure)
Leading Intellectual Process Output (product/service)
Controlling Continuous Process Outcome/
Feedback (customer, workers,
shareholders/stockholders,
competitors) in a form of (comment,
Pyramid of Planning suggestion and reaction
Mission reasons for existence (timeless)
Vision things you want to achieve (5 years and above)
Goals broader, long term, intangible, not measurable (3 years and above)
Objectives specific, short term, tangible, measurable (1 year and above)
Strategic Planning (Top Level Management) quarterly/ half year
Tactical Planning (Middle Level Management) weekly/monthly
Operational Planning/ Action Plan (Low Level Management) day by day
M
V strategy
G
Formulate the Goals
and Objectives
O
Identify the Courses
Environment Scanning ----- Macroenvironment
of Action (Corporate
SP (T) Strategy)
----- Microenvironment =PEST
Assign Responsibilities/ SWOT
TP (M) (Functional Strategy)
Document the plan Financial----Human Resource----Procedure
OP (L) (Operational Strategy)
Review and Adjust the Plan
Properly (Contingency Plan)
Foundation of
Planning
Qualitative Quantitative
1. Brainstorming -most common 1. Decision Tree - Y/N?
- informal
-unstructured
2. Nominal Group -formal 2. Payback
-cost of
Technique -structured Method (FM/PP) investment
In forms of
-does not need to furniture, fixtures,
meet equipment
Cost of investment
3. Delphi - Formal but Not -----------------------
Always Annual Cashflow
Technique
-structured
-questionnaire
Human
Planning---needs---Decision Making---to form---System----- ----- Financial
Physical
Contingency Plan
Well
Organizing---define -- Coordinated -----interacts to------ Environment Theories
Well Top Level
Process
form ----- ---- Coordinated--to form--Activities-- to Achieve--interacts to--Environment
Getting
Social Middle Level
the Group Process Experienced/ Lower Level
people
steps/ --form-------Structure--------- Group to ------form diff--Jobs-----------------People Qualified
function different Competent
Organizational
tl ml ll
department designate
Structure
operation------------Identification ----Departmentalization ------ Definition-----------Integration of
Activities depart of Authority and
High Level
Middle Level
ment Authority Responsibility Lower Level
BRINGS TOGETHER PLANNING
Hierarchy
AND ORGANIZING
Higher Level Middle Level Lower Level
Management Management Management
Organizational Design and Structure
Organizational Divisional Reporting Working
Division Grouping Relationship Authority
Divisional Grouping (DG)
Reporting Relationship (RR)
Divisional Grouping (WA)
Mechanistic -formal -centralized
-ridging -only work to a stable type
Structure of operation
Organizational -tightly controlled
closed fist
Structure -efficient
Organic -less formal -decentralized
Structure -open to ideas -only work to unstable type
-empowers employees of operation
open fist
Organizing
Staffs = Continuous ---- Acquiring & Human ---- Carry out/
----- -----Activities of
You get
the people Process Developing Resources Perform Organization
Only stops
when
business
stops
9. Employee Relations
relationship with other
employees
5. Training (improve skill 8. Employee
that you have) & Movement
Development (enhance (promotion, demotion,
Staffing Process the skills that u have for better termination, retirement,
opportunities & responsibilities resignation)
2. Identifying the skills 4. New Employee 7. Reward System
& duties that you will Orientation (NEO)
put on those vacant Program
positions (job analysis)
1. Human Resource 3. - Recruitment Process 6. Performance
(no. of people) - Selection Process Appraisal
needed by the - Placement Process
organization/company
Leading ---define-- Directing-------combination of-------Leadership
Continuous Manager’s Encourage Support
Process guiding their employees them in their
subordinates performance
everyday achieving the goals
Motivation
1. know 2. look 3. move
needs of people ways to fulfil ways of action
-primary and satisfy to adhere
-secondary those needs
“motive” “behavior” “goal”
”
Theories of Motivation
Self-Actualization - realization of your mission in life
1. Abraham Maslow’s Hierarchy of Needs Self Esteem - values of yourself - should be step by step
Love & Belongingness - family, friends, significant other
Safety and Security - health & well-being, jobs
Physiological - food, clothing, water, air
2. Alderter’s Existence Relatedness Growth
Growth (ERG) Theory Relatedness you can start with anything
you want
Existence
3. McClelland Learned Needs Theory - needs for achievement affiliation and power
4. Adam’s Equity Theory - input = output
5. Herzberg Two Factor Theory - hygiene factor something dissatisfies or satisfy the
motivator factor workers in their jobs
6. Vrooms Expectancy Theory Effort Performance Outcome
Expectancy Instrument Performance
Outcome Value
Leadership Theories and Leadership Styles
1. Great Man Theory - ancestors defines your capability of being a leader
2. Trait Theory - inborn/ inmate
3. Behaviorist Theory - leadership is being learned/adapt
4. Participative Theory - different types of leaders have different types of decision-making styles DL
= DMS
5. Situational - different leaders basically adapt to different situation to use a decision-making style
DL + DM = S
6. Contingency Theory - there’s no particular decision-making style in different situation DM = S
7. Transactional - employees should be always with its employers to achieve the goal
8. Transformational - change is important and should be implement to achieve the goal
9. Communication in the Work place
Sender Encode Channel of Communication Decode Receiver
Inputs Message/ Noise Output
Feedback Response
Planning---needs---Decision Making---to form---System----- ----- Human
Financial Contingency Plan
Physical
error/ problems
Controlling---end function----but an--- On going ---of--- Checking --identify
Process Standards meet set standards
Output/ Corrective Action
Product ---error/ problems---if yes, Go back to planning process
Address Problem
---meet set standards Maintain Product Reinforce Human Rewards
Innovate Product your people Resources
The Nature of Controlling
1. Establishment of standards
2. Measure of Performance
3. Comparison of the actual performance
4.Taking corrective actions and realigning processes when necessary
The Link Between Planning and Controlling
1. Do the plans
Correct
deviations and
2. Carry out the
return to no.
plans through
2(carry out
strategies created
problems) or
improve future
plans by going
back to 1 (do the
plans 3. Monitor and
compare actual
performance with
plans
Control Methods & Systems
Before During After
Input Processes Output
Break
Feedforward Concurrent Feedback
control control Control
Reconcile
Assume/ Monitor Gather ideas
Anticipate from customer,
employees,
competitor,
shareholders/s
tockholders
2 Important Aspects of Controlling
Accounting -balance sheet
-financial reports
-income statement revenue
costs/ expenses
income
Marketing - strategic control
- annual plan report
- customer tracking
-profit control
-efficiency control
minimizing input
while maximizing
output
