organization&mgt intro
TRANSCRIPT
Organization
and
Management(BM101)
Prepared by:
Jona B. Villalas, LPT
NGIS-Annex
motivator1
1.1 Evolution of Management Theories
Management
A function that directs and coordinates the
efforts of the people to accomplish goals
and objectives by using available resources
efficiently and effectively.
Management
Includes planning, organizing, staffing,
leading or directing and controlling.
A process of accomplishing the
organization’s goals by working with and
through people.
Management according to Harold Koontz
Management is the art of
getting things done through &
with a formally organized
group
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–5What Is Management?
Managerial Concerns
Efficiency
“Doing things right”
Getting the most output for
the least inputs
Effectiveness
“Doing the right things”
Attaining organizational
goals
Copyright © 2010
Pearson
Education, Inc.
Publishing as
Prentice Hall
1–6
Effectiveness and Efficiency in Management
Industrial Revolution
The transition from hand production to
methods to the use of different machines.
New chemical manufacturing processes,
iron production processes, increasing use
of steam power and development of
machine tools.
Industrial Revolution
1910s-1940s: Management as Science
1950s-1960s: Functional Organization
1970s: Strategic Planning
1980s: Competitive advantage
1990s: Process Optimization
2000s: Big Data
Henry Fayol (1841-1925)
Was a French industrialist
proposed that there were
five (5) primary functions of
management and
fourteen(14) Principles of
Management
Functions of Management:
To organize
To Plan and
forecast(Prevoyance)
To command
To control
To coordinate
1.2 Principles of Management
Division of work
Authority & responsibility
Discipline
Unity of command
Unity of direction
Subordination of individual
interest
Principles of Management
Remuneration of personnel
The Degree of Centralization
Scalar Chain
Order
Equity
Stability of Tenure of Personnel
Initiative
Esprit De Corps
The GEMS Management Wheel
Stage 1: Goal Setting
1. Synthesizing Information
2. Formulating Alternative
3. Deciding on Courses of Action
4. Establishing Goals
Stage 2: Executing the Plan
5. Organizing
The GEMS Management Wheel
Stage 2: Executing the Plan
6. Communicating
7. Guiding
Stage 3: Measuring Results
Stage 4: Sustaining Growth
8. Promoting Change
9. Developing People
An individual who is in charge of a
certain group of tasks, or a certain
subset of a company.
What is a Manager?
Someone who coordinates and
oversees the work of other
people so that organizational
goals can be accomplished.
Copyright © 2010
Pearson
Education, Inc.
Publishing as
Prentice Hall
1–19
Classifying Managers
First-line Managers
manage the work of non-managerial
employees.
Middle Managers
manage the work of first-line managers.
Top Managers
responsible for making organization-wide
decisions and establishing plans and goals
that affect the entire organization.
Copyright © 2010
Pearson
Education, Inc.
Publishing as
Prentice Hall
1–20
Exhibit: Managerial Levels
Ability to understand
and use techniques,
knowledge and tools
and equipment of a
specific discipline or
department.
ability of someone to work
well with others and able to
provide a good customer
relation attitude. This is
usually referred to as
"people skills".
Human Skills
Responsibilities of a Manager
A. Staffing
B. Communication
C. Training
D. Administrative Investigation and Discipline
E. Employee Relations
F. Business Growth Sustainability
Requirements of the Job
The Right Person for the Right
Job
Difference between Hard
Skills and Soft Skills
Job Competency
- the ability of an individual to
do a job properly.
- measurable or observable
knowledge, skills, abilities,
and behaviors (KSABs)
critical to successful job
performance
Some common core competencies:
- adaptability commitment
- creativity motivation
- foresight leadership
- independence
- emotional stability
- analytical reasoning
- communication skills
- customer focus
- teamwork and cooperation
- results orientation
Samples of Levels of Proficiency in Job Competency
Minimal – minimal knowledge/no opportunity to
demonstrate
Basic – limited knowledge overview
Working – can do/has working knowledge
Proficient – can do very well, can guide others, very proficient
Expert – acknowledged expert, extensive and in depth experience
Mastery of competency
Excellence in competency, can be a mentor or coach
*PERSONAL VALUES
“VALOR” - STRENGTH
COMPANY’S CORE VALUES:
1.EXCELLENCE
2.CUSTOMER FOCUS
3.INTEGRITY
4.TEAMWORK
5.CREATIVITY AND INNOVATION
FILIPINO VALUES
“HIYA” –SENSE OF SHAME
“AMOR PROPIO” – SELF-ESTEEM
“BAHALA NA” – LEAVE IT TO
BATHALA – GOD
“PAKIKIRAMDAM” – SENSITIVE TO
NEEDS AND FEELINGS OF OTHERS
LANDA JOCANO(ANTHROPOLOGIST):
1.EXOGENOUS MODEL- FOREIGN
MODEL(FORMAL & LEGAL Ex. Bribery)
2. INDIGENOUS MODEL- TRADITIONAL
MODEL
(NON-FORMAL Ex., “UTANG NA LOOB”)