ESSAY

1. Define management and describe two important ideas expressed in the definition.

ANS: Management is defined as the attainment of organizational goals in an effective and efficient manner
through the planning, organizing, leading, and control of organizational resources. The two important ideas
expressed include the four functions of management and the attainment of organizational goals in an effective
and efficient manner.

2. Describe the four management functions.

ANS: Planning means defining goals for future organizational performance and deciding on the task and use
of resources needed to attain them. Organizing involves assigning tasks, group tasks into departments,
delegating authority, and allocating resources across the organization. Leading is the use of influence to
motivate employees to attain organizational goals. Controlling means monitoring employees' activities,
determining whether the organization is on track toward goals, and making corrections as necessary.

3. Describe the skills necessary for performing a manager's job. Provide examples
of each
ANS: The skills are conceptual, human, and technical. kamo nay bahala haha

4. Why are conceptual skills most important for top managers?

ANS: Top managers are often the keys to holding the whole company together. In order to accomplish this,
top managers must be able to see the "big picture," i.e., perceive the critical situational issues as well as the
relationships between all organizational parts

5. Briefly discuss the relationship between management skills and management

level.
ANS: The answer should contain both of the following points: (a) conceptual and human skills become more
important as a manager moves up through the organization; and (b) technical skills become less important as a
manager moves up through the organization

6. What are technical skills? At what level are they most important and why?
ANS: Technical skill is the understanding of and the proficiency in the performance of specific tasks. Technical
skills also include specialized knowledge, analytical ability, and the competent use of tools and techniques to
solve problems in that specific discipline. Many managers get promoted to the first management job by having
excellent technical skills.

7. Describe the three categories of managerial roles and explain how do they differ.
ANS: The three categories of managerial roles are informational, interpersonal, and decisional. Informational roles describe
the activities used to maintain and develop an information network. Interpersonal roles pertain to relationships with others and

are related to human skills. Decisional skills relate to those events about which the manager must make a choice and take
action. Actual roles that are under each category may be included.

8. How do small business managers emphasize different management roles in comparison to

larger business managers?
ANS: Manager of small businesses often see their most important role as that of spokesperson. The entrepreneur
role is also more important. Small-business managers tend to rate the leader and information processing roles lower
than managers in larger organizations.

9. Identify and explain the change that has affected organizations and management
the most.

ANS: Technology has affected organizations and management because of the explosion of its usages. The
use of computers and the Internet, as well as wireless technology and digital networking has grown to
astonishing numbers, and organizations and management must keep up with the growth in order to keep a
profitable business.

READ READ lng nya pd ani

INNOVATIVE MANAGEMENT FOR TURBULENT TIMES

Management is the art of getting things done through people. It is the attainment of
organizational goals in an effective and efficient manner through:
1. Planning identifying goals for future organizational performance and deciding on
the tasks and use of resources needed to attain them
-

Defines where the organization wants to be in the future and how to get
there

2. Organizing Reflects how the organization tries to accomplish the plan. Involves
assigning tasks, grouping tasks into departments, delegating authority, allocating
resources across the organization.
3. Leading - the use of influence to motivate employees to achieve organizational
goals.

Creating a shared culture and values, communicating goals to

employees throughout the organization, and motivating employees with
the desire to perform at high level

4. Controlling monitoring employees activities, determining whether the organization

is on target toward its goals, making corrections when necessary
-

Trends toward empowerment and trust of employees have led many

companies to place less emphasis on top-down control and more
emphasis on training employees to monitor and correct themselves,
promoting self-discipline

Engineering Management, according to Wikipedia, is the specialized form of management

concerned with the application of engineering principles to business practice. In a nutshell,
it is merging technology with the principles and styles in management to achieve a goal.
Managers are the professionals who manage and administer a department, a suborganization or a substantial part of the company. They get things done through people and
other resources.
A manager has a degree of responsibility within the company. These responsibilities have
been summarized into ten roles, which was a result of Henry Mintzbergs research. They
are as follows:
1. Interpersonal roles
-

Leader direct and motivate subordinates; train, counsel and

communicate with subordinates

Figureheadperform ceremonial and symbolic duties such as greeting

visitors, signing legal documents

Liaison maintain informational links inside and outside the organization;

use e-mail, phone and meetings

2. Information Role
-

Monitorseek and receive information; scan Web, periodicals, reports;

maintain personal contacts

Disseminatorforward information to other organization members; send

memos and reports, make phone calls

Spokespersontransmit information to outsiders through speeches,

reports

3. Decisional Roles
-

Entrepeneur initiate improvement projects; identify new ideas, delegate

idea responsibility to others

Disturbance Handler take corrective action during conflicts or crises;

resolve disputes among subordinates

Resource Allocator decide who gets resources; schedule, budget and

set priorities

Negotiator represent team or departments interests; represents the

department during negotiation of budgets, union contracts, purchases

The ultimate responsibility of a manger is toachieve high performance, which is the

attainment of organizational goals by using resources in an efficient and effective manner.
ORGNANIZATIONAL PERFORMANCE
An Organization is a social entity that is goal directed and deliberately structured:
Social entity made up of two or more people
Goal directed designed to achieve some outcome
Deliberately structured tasks are divided and responsibility for their performance
is assigned to organization members
The importance of an organization is that it brings together knowledge, people, and raw
materials to perform tasks no individual could do alone. The effectivity of an organization, or
organizational effectiveness, is the degree to which the organization achieves a stated goal,
or succeeds in accomplishing what it tries to do. Efficiency refers to the amount of
resources used to achieve an organizational goal. It is based on how much raw materials,
money, and people are necessary for producing a given volume of output.
MANAGERIAL SKILLS
1. Conceptual Skills - cognitive ability to see the organization as a whole system
and the relationships among its parts.
-

means the ability to think strategicallyto take the broad,

long-term viewand to identify, evaluate, and solve complex
problems

2. Human Skills - to work with and through other people and to work effectively as
a group member
-

A manager with human skills allows subordinates to express

themselves without fear of ridicule, encourages participation,
and shows appreciation for employees efforts

3. Technical Skills - understanding of and proficiency in the performance of

specific tasks
-

Includes mastery of the methods, techniques, and equipment

involved in specific functions such as engineering,
manufacturing, or finance.

When Skills Fail:

a. Poor communication skills

b. Failure to listen
c. Poor interpersonal skills
d. Treating employees as instruments to be used
e. Failure to clarify direction and performance expectations
f.

Suppressing dissenting viewpoints

g. Inability to build a management team characterized by mutual trust and

respect
h. AND MANY MORE
MANAGEMENT TYPES
A. Vertical Differences
1. Top Managers - are at the top of the hierarchy and are responsible for the entire
organization
-

responsible for setting organizational goals, defining

strategies for achieving them, monitoring and interpreting the
external environment, and making decisions that affect the
entire organization

evaluate departments and their heads

president, chairperson, executive director, chief executive

officer (CEO), and executive vice president

most conceptual, 2nd human, lastly technical skills

2. Middle Managers - middle levels of the organization and are responsible for
business units and major departments
-

typically have two or more management levels beneath them

responsible for implementing the overall strategies and

policies defined by top managers

integrate and coordinate the short-range decisions and

activities of first-line managers

department head, division head, manager of quality control,

and director of the research lab

Project manager - responsible for a temporary work project

that involves the participation of people from various functions
and levels of the organization, and perhaps from outside the
company as well

Most human, equal on technical and conceptual skills

3. First-line Managers - directly responsible for the production of goods and

services
-

responsible for groups of non-management employees

primary concern is the application of rules and procedures to

achieve efficient production, provide technical assistance, and
motivate subordinates

supervisor, line manager, section chief, and office manager

Most technical, 2nd human, lastly conceptual skills

B. Horizontal Differences
1. Functional Manager - responsible for departments that perform a single
functional task and have employees with similar training and skills
-

include advertising, sales, finance, human resources,

manufacturing, and accounting

a. Line Managers - responsible for the manufacturing and marketing

departments that make or sell the product or service
b. Staff Managers - in charge of departments such as finance and human
resources that support line departments.
2. General Manager - responsible for several departments that perform different
functions
-

Project managers have similar responsibility as GM because

they coordinate people across several departments to
accomplish a specific project.

THE ENVIRONMENT AND CORPORATE CULTURE

The organizational environment involves all elements existing within and outside the
boundary of the organization that have the potential to affect the organization. The
organizational environment is divided into two parts: the external environment and internal
environment.
The External Environment
External organizational environment

Includes all elements existing outside the boundary of the organization that have the
potential to affect the organization.

It includes competitors, resources, technology, and economic conditions that

influence the organization.

Does not include those events so far removed from the organization that their
impact is not perceived.

Two layers of the external environment

General Environment

Task Environment

General Environment

International represents events originating in foreign countries as well as

opportunities for U.S. companies in other countries

Technological includes scientific and technological advancements in a specific

industry as well as in society at large

Sociocultural represents the demographic characteristics as well as the norms,

customs, and values of the general population

Economic represents the general economic health of the country or region in

which the organization operates

Legal-political includes government regulations at the local, state, and federal

levels, as well as political activities designed to influence company behavior

Natural includes all elements that occur naturally on earth, including plants,
animals, rocks, and natural resources such as air, water, and climate.

Task Environment

Customers recipients of the organizations output and are important because they
determine the organizations success.

Competitors other organizations in the same industry or type of business that

provide goods or services to the same set of customers

Suppliers - provide the raw materials the organization uses to produce its output

Labor market represents people in the environment who can be hired to work for
the organization

The Internal Environment

Internal organization environment

Includes all elements existing within the boundary of the organization that have the
potential to affect the organization, such as corporate culture, production
technology, organization structure, and physical facilities.

Must fit the needs of the external environment and company strategy.

Culture

Is defined as the set of key values, beliefs, understandings, and norms shared by
members of an organization.

Helps managers understand the hidden, complex aspects of organizational life.

Can be analyzed into two levels:

o

Visibleare cultures which can be seen at the surface level. Examples are
artifacts, symbols, slogans and ceremonies.

Invisible are cultures that have a deeper value. They are also shared
understandings held by organization members. Examples are The HP
Way, principles

Symbols

An object, act or event that conveys meaning to other.

Considered a rich, nonverbal language that vibrantly conveys the organizations

important values concerning how people relate to one another and interact with the
environment.

Stories

Narrative based on true events that is repeated frequently and shared among
organizational employees.

Paint pictures that help symbolize the firms vision and values and help employees
personalize and absorb them.

Heroes

A figure who exemplifies the deeds, character, and attributes of a strong culture.

Role models for employees to follow.

Slogans

Phrase or sentence that succinctly expresses a key corporate value.

Conveys a special meaning to employees or customers.

Ceremonies

Planned activity at a special event that is conducted for the benefit of an audience.

Provide dramatic examples of company values.