Part II: Management Two Aspects of Management

Management as people
Learning Objectives: The people with the responsibility and authority to determine the
At the end of this lecture, the students should be able to:
overall direction of an organization are referred as the management as
 Define management;
people. Management has the authority to decide what the objectives of the
 Identify the role of managers; and,
organization should be and how those will be achieved.
 Categorize the PLOC framework of management.
Officers in the top level management must be aware of conditions in the
organization’s environment and have a knowledge about the resources of
What is management for you? the organizations to determine the most promising path for the
organization to pursue.
Defining Management
Management is everywhere. Any time an individual, department, or an However, management nowadays is the not simple as from top-level
organization work to achieve a goal, they are engaging in management. In management to first-line management. Over the years, management has
fact, people define management as the art of getting things done through now evolved. The figure shows the traditional and contemporary views of
people. Although, technology and data are increasingly important in organizations with respects to managerial roles.
modern
In contrast to the traditional
hierarchical relationship among
layers of management, in the
contemporary view, top managers
support and serve other managers
and employee through a process
called empowerment – the process
of enabling or authorizing an
individual to think, behave, take
action, and control work and make
decisions in autonomous ways.
organization, people still continue to be a primary focus of management.
Management as process
Therefore, management can be defined as the process of planning,
Decision-making and planning are required before actions are
organizing, leading, and controlling people in the organization to effectively
taken. Defining objectives of the organization, planning the actions to meet
and efficiently use the available resources to the achievement of the goals
the objectives, and organizing the resources needed to carry out the
and objectives.
actions are vital functions of management.

The management process is complex. In most cases, management

functions include:
 Applying and distributing organizational resources effectively;
  Acquiring new resources when necessary; Through this function, management defines what is the future of the
 Analyzing and adapting to the ever-changing environment in which organization should be and how to get there.
the organization operates;
 Complying with legal, ethical, and social responsibilities of the
In an organization, typically, there’s always three plans:
community; and,
 Developing relationships with and among people to execute the a. Strategic plans are long-term and affect the entire
strategies and plans. organization. It bridges the gap between the now and future.
b. Tactical plans translate strategic plans into specific actions
Primary Functions of Management that need to be implemented by departments throughout the
Management is a process. A process is a set of activities that are ongoing organization.
and interrelated. c. Operational plans are short-range planning that is designed
 Ongoing means that the activities are not done in a linear, step- to develop specific action steps that support the strategic and
by-step fashion where responsibility is passed from one activity to tactical plans.
the next.
 Interrelated means that the results of each activity influence the Organizing
other activities and tasks. Once plans are made, decisions must be made about how to
best implement the plans. The function that involves developing an
Effective management involves four primary functions and related skill organizational structure and allocating human resources and other
sets: planning, organizing, leading, and controlling. Although there’s a available resources to ensure the accomplishment of objectives.
logical sequence to the functions, in practice the four functions are often
performed in a dynamic manner. Leading
The best planning and organizing will not be effective if the people
in the organization are not willing to support the plan. This function
involves the social and informal sources of influence that you use to inspire
action taken by others.

Leadership and management skills are not the same, but they can
and do appear in the most effective people. In a way that leaders use
knowledge, character, and charisma to generate enthusiasm and inspire
effort to achieve goals. Managers can use the power of reward and
punishment to make people support plans and goals.

What makes a manager a good leader?

Controlling
Planning Planning is necessary for making preparations, but when it’s time
It means defining performance goals for the organization and to implement the plan, everything will not go as planned. Unexpected
determining what actions and resources are needed to achieve the goals. things will happen. Therefore, observing and responding to what actually
happens is called controlling. It is the process of monitoring activities,
measuring performance, comparing results to objectives, and making environment faced by managers and the tools used by managers to
modifications and corrections when needed. perform their roles, managers still perform these essential functions.

Types of Managers
Vertical management, also called as top-down management, refers to
the various levels of management within an organization. Managers at
different levels are focus on different aspects of the business, from
strategic thinking to communicating information to operational efficiency.

This function consists of three steps, which include (1) establishing

performance standards, (2) comparing actual performance against
standards, and (3) taking corrective action when necessary.

Performance standards are often stated in monetary terms such as

revenue, costs, or profits but may also be stated in other terms, such as
units produced, number of defective products, or levels of quality or
customer service. The performance standards can be measured in several
The main disadvantage of a vertical management is that it limits
ways including financial statements, sales reports, production results,
information flow from the lower levels of the organization to the upper
customer satisfaction, and formal performance appraisals.
level. Without easy two-way communication, top management can become
isolated and out of touch with how its plans affect core processes in the
This function may be the most important of the four management
organization. It also fosters vertical thinking - using traditional and
functions. It provides the information that keeps the corporate goal on
recognized methods to solve particular problems. It is also considered as
track. By controlling their organizations, managers keep informed of what
the opposite of “thinking outside of the box.”
is happening; what is working and what isn’t; and what needs to be
continued, improved, or changed.
Most organizations, however, still have four basic levels of management:
(1) top, (2) middle, (3) first line, and (4) team leaders. To discuss:
The management functions of planning, organizing, leading, and
controlling are widely considered to be the best means of describing the
manager’s job. Although there have been tremendous changes in the
Top-level managers operation of the business, such as untrained labor, poor
The “bosses” of the organization. quality materials, machinery breakdowns, or new
 They are ultimately responsible for the long-term success of procedures that slow down production.
the organization.  They communicate regularly with middle management.
 They set long-term goals and define strategies to achieve
them. Team leaders
 They pay careful attention to the external environment of A special kind of manager who may be appointed to manage a
the organization: the economy, proposals for laws that particular task or activity. The team leader reports to a first-line or
would affect profits, stakeholder demands, and consumer middle manager.
and public relations.  Developing timelines.
 They will make the decisions that affect the whole company  Making specific work assignments.
such as financial investments, mergers and acquisitions,  Providing needed training to team members.
partnerships and strategic alliances, and changes to the  Communicating clear instructions, and generally ensuring
brand or product line of the organization. that the team is operating at peak efficiency.

Middle managers Nature of Managerial Work

Middle managers have titles like department head, director, and Henry Mintzberg in 1990 established the ‘Ten Managerial Roles.” He
chief supervisor. identified 10 roles common to the work of all managers.
 They receive broad strategic plans from top managers and
turn them into operational blueprints with specific objectives One explanation for Mintzberg’s enduring influence is perhaps that the
and programs for first-line managers. nature of managerial work has changed very little since that time, aside
 They also encourage, support, and foster talented from the shift to an empowered relationship between top managers and
employees within the organization. other managers and employees, and obvious changes in technology, and
the exponential increase in information overload.
Middle managers is providing leadership, both in implementing top
manager directives and in enabling first-line managers to support
teams and effectively report both positive performances and
obstacles to meeting objectives.
First-line managers
The entry level of management and in the closest contact with the
workers. They may be called assistant managers, shift managers,
foremen, section chiefs, or office managers.
 They are directly responsible for making sure that
organizational objectives and plans are implemented
effectively.
 They are focused almost exclusively on the internal issues of
the organization and are the first to see problems with the
 necessarily fast-paced and fragmented, where managers at all levels
express the opinion that they must process much more information and
make more decisions than they could have ever possibly imagined.

What makes a good manager?

A good manager helps an organization succeed. Success means the
following:
 An organization is effective: It is accomplishing things that support
the vision and mission.
 An organization is efficient: It is doing things in the best possible
manner.
 An organization is sustainable: It is generating revenue to support
its continued operation.

Why people are important?

People are considered resources because well-trained and experienced
employees are the main source of effectiveness, efficiency, and
sustainability. In addition, Most of the resources an organization has are
not unique and can be copied by competitors. Equipment, technology, and
methods can all be copied by competitors. It may take time, but eventually
competitors can duplicate most of the things an organization has or does.
But competitors cannot copy people. The skills and experience of people
and the way they are managed to achieve high performance is very difficult
for competitors to reproduce.

The 10 roles are divided into three groups: interpersonal, informational,

and decisional.
 The informational roles link all managerial work together.
 The interpersonal roles ensure that information is provided.
 The decisional roles make significant use of the information.

The performance of managerial roles and the requirements of these roles

can be played at different times by the same manager and to different
degrees, depending on the level and function of management. The 10 roles
are described individually, but they form an integrated whole.
What do Mintzberg’s conclusions about the nature of managerial work
mean? Managerial work is the lifeblood of most organizations because it
serves to choreograph and motivate individuals to do amazing things. It is