Basics of Management

Meaning of Management3 FIELDS OFADMINISTRATION

:

1.BUSINESS ADMINISTRATION

2.PUBLIC ADMINISTRATION

3.SCHOOL ADMINISTRATION

3 BASIC FUNCTIONS:

1.POLICY DEVELOPMENT

2.MANAGEMENT

3.PRODUCTION

a. POLICIES-Are statements or understandings which serves as guides to the various management functions such as planning, organizing, directing, controlling, and so on.

b. PRODUCTION-Pertains to the production of goods and services.

IN SCHOOL SETTING:this refers to the rendering of instructional services which, ultimately lead to the production of the various learning outcomes on the part of the learners.

c. MANAGEMENT-Is the “ Activity element” that makes things happen.

Common Elements of Management

Goals and purposes to be established and eventually attained;

Development of strategies and techniques to achieve the goals;

The marshalling of resources(human and material) The design; The organization; Direction; Coordination; Control of the activities; and The motivating and of rewarding of people to do the

work.

3 Managerial Task1.Managing work and organization;2.Managing people;3.Managing production and operations.

SIX BASICS OF MANAGEMENT

Guideline # 1.Managers are responsible for the management system adopted by their company as well as for the operating results obtained through that system.

What is a manager???He is accountable for both means and ends. He is also responsible for understanding, contributing to, and interpreting the management system to his or her people, as well as for the results obtained thru the system.

4 AREAS OF ACCOUNTABILITY

1.THE MANAGEMENT SYSTEM2.RESULTS THROUGH THE SYSTEM3.LEADERSHIP AND DEVELOPMENT OF

SUBORDINATES4.OPERATING DUTIES

Guideline # 2Understanding the difference between operating and managing enables a manager to strive for an optimum balance between these two separate kinds of work.

Theoretically, managing is doing only the management work for the area of operations for which one is accountable.

*it is important to remember that the lower the manager’s organizational level, the more operating work he is generally required to perform. Also, the amount of work performed under each of the management subfunctions varies with the organizational level and the availability of staffs and servives.

Guideline # 3 Managers achieve most effective results when they give top priority to management work.

A technique for checking up oneself periodically such questions as,

Am I doing this job because I enjoy it and can loose myself in it?

Am I postponing tackling that tough organizational problem because I dislike getting into the changes that will have to be made?

Guideline # 4A manager tends to achieve optimum

coordination when he or she thinks trough management responsibilities on both a horizontal and vertical bases.

VERTICALLY-The manager is both a follower and a leader.

HORIZONTAL-Managers are required to think trough the possible implications of his or her actions as they affect other departments and outside sources with which the company work.

Guideline # 5To preserve a competitive edge, managerial

effort must aim at releasing the untapped creativity and initiative in people.

*Professionally trained managers are sensitive to the fact that people at operating levels are a valuable fountainhead of information because of their daily proximity to operational problems.

Guideline # 6The criteria for evaluating managerial

performance must be adjusted to reflect the specific stage of growth and development of an enterprise. Over emphasis on a key function, instead of a balanced approach, may be required for survival.

ORGANIZATIONS GO THROUGH STAGES OF DEVELOPMENT.

INTERMEDIATE STAGE OF DEVELOPMENT CHARACTERIZED BY rapid growth and personalized management.

Ultimately , to survive in a competitive environment, the organization enters the management by system stage.

In this process , future needs should not be lost sight of. Forward thinking organizations anticipate these needs and give priority in their training and developments efforts to providing their managers with the skills they will need today and tomorrow.

The Basics in DetailWhat is managing?

Planning, organizing, staffing, directing and controlling the activities of others in

order to achieve objectives that have been agreed on.

PLANNINGForecasting, setting objectives,

developing strategies, programming budgeting, setting procedures,

determining policies.ORGANIZING

Establishing the organization structure, delineating relationships, creating position descriptions, establishing

position qualifications.

STAFFINGSelecting, organizing, training, developing.

DIRECTINGDelegating, motivating, coordinating,

managing differences, managing change.CONTROLLING

Establishing a reporting system, developing performance standards, measuring

results, taking corrective action, rewarding performance.

MAKING DECISIONSCollecting facts, specifying problems, setting goals, generating alternatives, evaluating consequences, selecting a

course and implementing.COMMUNICATING

Transmitting messages, testing reception, clarifying messages, checking feedback.

What is Operating? the direct business functions are the operational functions of management.

CONSTITUENTS ACTIVITIES Research & development

Production Marketing

Finance Control

Personnel administration External relations

Legal & corporate relations

Fin :’)