Prepared by: Jimvelle C.

Faustor, LPT
Chapter 1. Nature and concept of Management
a. Definition and functions of management
b. Evolution of management theories
c. Functions, roles, and skills of a manager
It is a process of
PLANNING, ORGANIZING,
LEADING, AND CONTROLLING
resources to achieve
specific objectives.
 • Planning
Management is a • Organizing
process • Leading
• Controlling

• People
Management • Money
uses resources • Materials/machines

Management • SMART objectives

aims to achieve • Perspectives in
objectives management
It is defined as
the process of
selecting goals
and ways to
achieve them.
It is defined as the
process of dividing the
task into manageable
activities and selecting
people to accomplish
them.
– doing the right things

– doing things right

It is defined as the
process of leading
and motivating the
subordinates.
It is defined as the
process of monitoring of
activities, evaluating it
and making corrections
when needed.
Management is Using
Proper Resources

-> Waste of resources regardless

of their cost, can be a sign
of mismanagement and should be
addressed immediately to
prevent losses in the
business.
Management Aims

SMART
Specific – in a form of sufficient detail
Measurable – can be assessed thru indicators
Attainable – achievable by finding own ways
Realistic – achievable given the current
situation
Time-bounded – can be achieve w/in
a definite time period
Investment
Perspectives

-> Pertains to deriving an

expected economic return or
material benefit from a
given management activity
or business project.
 ETHICAL
Perspectives
-> Pertains to examining
whether a desired
objective is morally
right or wrong.
 INDIVIDUAL
FULFILLMENT
Perspectives

-> Looks at how an

organization seeks to
satisfy the needs of the
employees and develop
their full capabilities.
Mainstream Perspectives

- Focuses on the
traditional, materialist,
and individualistic view of
management such that the
emphasis is maximizing
profitability, productivity,
and competitiveness.
Multistream Perspectives

- Focuses on a balanced view of

management by taking into
account the multiple forms of
well-being for multiple
stakeholder.
 CLASSICAL
MANAGEMENT
THEORIES
Main Proponent Main Ideas Other-Features
Contributed
Scientific Management Limited focus on
Frederick Taylor • Emphasis on scientific
organizations –
(Father of determination in finding
the “one best way” for organizing was
principles of workers to fulfil the jobs limited at the lowest
assigned to them
scientific • Job motion study
level of organization
(analysis of tasks in and is more
Management) terms of physical appropriate for
motions) supervisor in
• Careful selection and
training of workers production area
• Aimed for worker’s
productivity
Main Proponent Main Ideas Other-Features
Contributed
Henri Fayol 14 principles of • Used mostly for
Management organizing
(Father of 1. Division of work activities
administrative - Work allocation • Adopted mostly
should be done by by today’s
principles) specialization managers
2. Authority
- Managers have the
right to give orders and
must assume
responsibility for their
actions
Main Proponent Main Ideas Other-Features
Contributed
3. Discipline (employees
Henri Fayol need to obey and respect
(Father of the rules of the
organization)
administrative 4. Unity of Command
(each employee should
principles) report to only one
superior)
5. Unity of Direction (one
person should be in
charge of one plan that
covers all activities for the
accomplishment of the
same objectives)
Main Proponent Main Ideas Other-Features
Contributed
Henri Fayol 6. Subordination of
Individual interests
(Father of (the interests of any
administrative employee or group of
employees should not
principles) take precedence over
the interests of the
organization as a
whole)
7. Remuneration (fair
wage must be given to
employees for their
services)
Main Proponent Main Ideas Other-Features
Contributed
8. Centralization (the
Henri Fayol degree to which
(Father of decision-making must
be centralized or
administrative decentralized should be
principles) determined properly)
9. Scalar Chain ( there
should be a clear line of
authority and
communications from to
management to the
lowest ranks)
Main Proponent Main Ideas Other-Features
Contributed
Henri Fayol 10. Order ( people
and materials
(Father of
should be in the
administrative right place at the
principles) right time
11. Equity (
managers should
be kind and fair to
students)
Main Proponent Main Ideas Other-Features
Contributed
Henri Fayol 12. Stability of
tenure of personnel (
(Father of high employee
administrative turnover is
principles) inefficient; there
should be orderly
planning of
personnel and
available
replacements for
vacancies)
Main Proponent Main Ideas Other-Features
Contributed
Henri Fayol 13. Initiative
(employees who are
(Father of allowed to originate
administrative and carry out plans will
exert high levels of
principles) effort)

14. Esprit de Corps

(promoting team spirit
will build harmony and
unity within the
organization)
Main Proponent Main Ideas Other-Features
Contributed
Max Weber Bureaucracy Developed a
• The ideal structure structural model of
(Father of the • Characterized by bureaucracy that is
principles of division of labor, a seen in many of
clear authority today’s large
bureaucracy) hierarchy, formal organizations.
selection
procedures,
detailed rules and
regulations, and
impersonal
relationships.
BEHAVIORAL
MANAGEMENT
THEORIES
Main Proponent Main Ideas Other-Features
Contributed
Elton Mayo Hawthorne studies: Focus is on the social
initial experiment nature of work
(Forerunner of revealed that groups.
the illumination intensity
did not relate directly
behavioural to worker productivity,
movement in while follow-up
experiments showed
management) that productivity is
directly related to
group pressure and
acceptance.
Main Proponent Main Ideas Other-Features
Contributed
Chester The cooperative Attention to the
systems: requirements of the
Barnard organizations as job and the needs of
(Father of the cooperative systems – people who must do
cooperative people’s needs must them.
be met, and managers
systems must facilitate
theory) communication and
encourage workers to
perform their best
Main Proponent Main Ideas Other-Features
Contributed
Douglas Theory X and Theory Y • Inspired today’s
• Two distinct views of management
McGregor human beings which
govern the manager’s practices such as
(Developer of management participative
• Theory X assumes that decision-making
the Theory X workers are lazy and • Paved the way for
hate work, such that
and Theory Y autocratic management
the creation of
challenging jobs.
for managing is adopted, while Theory
Y assumes that workers
people) will do best in their
work, such that
participative
management is adopted.
Main Proponent Main Ideas Other-Features
Contributed
Abraham Hierarchy of human Focus is on
needs understanding and
Maslow • Progression of five satisfaction of
(Father of the human needs employees’ needs in
(physiological, order to motivate
Theory on the safety, social, them to achieve
hierarchy of esteem, and self-
productivity
actualization needs)
Human Needs) • Lower-level needs
should be satisfied
before higher-level
needs
Main Proponent Main Ideas Other-Features
Contributed
Chris Argyris Theory of adult Promotion of better
personality relations
(Developer of • Considerations on
the theory of the needs and
capabilities of
adult mature adults
personality) • Expansion of the job
responsibilities
• Task variables
• Adjusted supervisory
styles to allow more
participation
 MODERN
MANAGEMENT
THEORIES
Main Proponent Main Ideas Other-Features
Contributed
Various Quantitative analysis • Useful to
and tools: quantitative manufacturing
proponents of and mathematical and services
management approaches to
delivery
production and
science or the • Includes value
operations
chain analysis,
operations inventory
research (OR) management,
quality control,
business process
analysis
 Main Main Ideas Other-Features
Proponent Contributed
W. Edwards Total Quality Management • Promotes quality
Deming (Father of (TQM) as vital strategy for
the quality • Quality principles organizations
movement) • Continuous
improvement
And

Plan-Control-Improve • Cycle of quality

Joseph Juran
• Search of and management that
(Father of the commitment to quality
quality principle ensures continuous
• Also known as improvement of
of plan-control- continuous
improve tasks and
improvement
responsibilities
Main Proponent Main Ideas Other-Features
Contributed
Peter Drucker Knowledge New information as
management: key for technological
(Father of Importance of advancements
Modern intellectual capital to
competitive advantage
Management)
Main Proponent Main Ideas Other-Features
Contributed
Peter Senge The Learning Emphasis on
(Father of Organization : information
Learning Continuous sharing,
learning and
Organization) teamwork, and
improvement of
empowerment
organizational
members
Main Proponent Main Ideas Other-Features
Contributed
Jeffrey Pfeffer Evidence-based Focus on meaningful
(Developer of the management research for
evidence- based (EBMgt): decisions management
management) insights and report
based on hard of case studies
facts of what
Robert Sutton really works
(American
professor and
researcher)
Main Proponent Main Ideas Other-Features
Contributed
Michael Porter Competitive Provides features
(Father of strategy: for internal and
Competitive Techniques for external
analyzing competitions
Strategy)
industries and among
competitors industries.
MANAGERIAL SKILLS
INDIVIDUAL VS. MANAGER IDENTITY
ROLES OF A MANAGER
Chapter 2. The Firm and its Environment
a. Environmental forces and
environmental scanning
b. The local and international business
environment of the firm
c. Phases of economic development
d. Forms of business organizations
Chapter 3. Planning
1. Definition and nature of planning
2. Types of plans
3. Planning at different levels in the firm
4. Planning techniques and tools
5. Application of planning tools and
techniques
6. Decision making
FORCES IN THE FIRM’S ENVIRONMENT
POLITICAL FORCES – pertain to legal regulations,
political orientations, government policies, and
compliance procedures of government bodies that
affect or control the operations of a firm.

- Include guidelines and procedures for business

registrations, financial accounting and auditing,
labor management, and contract administration.
FORCES IN THE FIRM’S ENVIRONMENT
Economic Forces – the economic conditions
relevant to the business.

Ex. Employment rates, income levels, inflation

rate, savings and investments rates, insurance
rates, and monetary policies.
FORCES IN THE FIRM’S ENVIRONMENT

Sociocultural Forces – people’s characteristics

and lifestyles that impinge on the operations of a
form. These are the social norms, customs, and
values.
Hofstede Framework

Power Distance – the degree to which power

differences among people are accepted
Uncertainty Avoidance – the degree to which members
of society become uncomfortable when faced with
uncertainty or ambiguity.
Hofstede Framework
Individualism-Collectivism – focus on
self- interest vs. focus on group’s or
society’s interests.
Masculinity-Femininity – emphasis on
career and economic achievement as
measures of success vs. emphasis on
quality of life as measures of success.
Hofstede Framework
Technological Forces – any
technological advancements

Natural Risks – natural disasters

such as typhoons, floods,
landslides, etc.
Environmental scanning is the process
of assessing the internal and external
operating environment of a firm to analyse its
strengths, weaknesses, opportunities, and
threats (SWOT Analysis)
Elements of Environmental Scanning
External analysis – examines
opportunities and threats in the firm
based on the different forces in the
environment (PEST)
Elements of Environmental Scanning

Internal Analysis – examines the strengths

and weaknesses of the conditions inside
the firm, such as skills and competencies of
employees, capacities of resources,
organizational culture, and team spirit.
Competitive Advantage

– pertains to distinguishing features or

characteristics of a business
organization that enable it to perform
better than rival organizations.
Environmental Uncertainty

– pertains to the lack of complete

information about the current and future
environment of the firm.
Environmental Complexity

– the presence of numerous factors

prevailing in the environment that
change overtime.
Local Business Environment

– pertains to the specific industry to

which the company belongs and
directly deals with.
International Business Environment

– pertains to the business activities

performed by companies in foreign
locations.
 INDUSTRY
C

C
COMPETITORS
 Threat of
the new
C

C
Industry Competitors

entrants
 Bargaining
C

C
Industry Competitors
power of
consumers
 Threat of
Industry Competitors
C
substitute
C
(Rivalry among Existing Firms)

products
or services
 Bargaining
C

C
Industry Competitors
power of
the
producers
 Rivalry
Industry
C among
C
Competitors
Existing
Firms
GLOBAL MANAGEMENT
Refers to the management of businesses and organizations with
operations in more than one country.

GLOBAL BUSINESS
Pertains to a business environment that poses challenges in
adaptations to the cultures and business conduct in foreign
countries.
GLOBALIZATION
Pertains to the growing interdependence among people around the
world.
WAYS TO COMPETE IN LOCAL AND INTERNATIONAL BUSINESS
COMPETING BY LOWER COST
Involves effort of a company to lower its production cost to
enable it to offer a lower price relative to a competitor.
COMPETING BY QUALITY
Means offering unique or more desirable features of a
product or service.
COMPETING BY SPEED OR FLEXIBILITY

Involves faster delivery of the product or service or

quickly responding to the needs of the customers.

COMPETING BY INNOVATION

Involves creating new products or services, new

ways, or new features of the products or services in
order to be ahead of the competition.
EXPORTING IMPORTING
Involves Involves buying
selling foreign-made
locally products and
made selling them in
products a local market
in foreign
countries
LICENSING
Involves a company granting another firm the
rights to make or sell the former’s product, for
a fee.
FRANCHISING
A form of licensing whereby a company grants
another firm the rights to use the former’s
brand name and operating method.
JOINT VENTURES STRATEGIC ALLIANCES

Involve pooling Involve local and

of resources foreign firms working
among foreign together in specific
and local ways that benefit both
coinvestors to parties, such as
operate the exchange of knowledge
or supply arrangement
business.
CORPORATE SOCIAL RESPONSIBILITY
With the presence of multiple stakeholders –
such as top management, employees,
consumers, government, and civil society
groups – business firms are now becoming
more conscious of their responsibilities to
society.
TRIPLE BOTTOM LINE
1
PROFITABILITY
0
(Financial Performance)
0

PEOPLE
(Social Benefits)

PLANET
(Environment Impacts)
Theories on how economies evolved
INVISIBLE HAND THEORY SCHUMPETER’S THEORY

Contends that economic Contends that economic

development is brought development happens
by the influence of due to the enterprising
individuals who produce actions of individuals
goods and services. who do so out of noble
and less selfish interests.
 Phases of Economic Development
1. Developing Economies Phase:
Reliance on Agriculture as the Primary Sector
2. Industrialization Phase:
Decline in Agriculture and Shift to the Industry Sector
3. Globalization Phase:
Interdependence among Countries and
Worldwide Competition
 Types of
Organizations in
the Philippines
Based on Main
Purpose

Private
Government Nongovernmental
Organization
Organizations Organizations
(business
(National and (civil society
enterprises,
Local Agencies) groups,
business
foundations)
associations)
Defined as a social setting composed of
several groups of people who bond and
work together to achieve a common
purpose.
 mandated by
the law to perform specific duties
and responsibilities and provide
services for people nationwide.
 are also
mandated by the law to perform specific
duties and provide services but only for
people within their respective areas of
jurisdiction and responsibilities
 Business
Enterprises
- Earn profits
Business Association
– promotes the
interest of the
industry players
Corporation
- Is a business organization where
ownership is through shares of stock.
- Has a legal identity that is separate from
the legal identity of the owners.
- Has board of directors that serves as
the policy-making body of a corporation
Sole Proprietorship
- Is a business owned by ONE PERSON
- Has full liability of the business in case
of financial loss.
- The owner is required to pay the
claimants or creditors form his or her
own assets.
Partnership
- Is owned by two or more persons.
- The business partners has full liability of
the business in case of financial loss.
Limited Partnership
- Also owned by two or more persons
but with limited liabilities during
financial loss.
- The financial liability of each party is
limited to the shares that the party
contributed to from the business entity.
Cooperative
- The ownership is equally shared among
members.
- The business and operations are
governed by the ARTICLES OF
COOPERATION.
Aim to serve a particular group or targeted
beneficiaries.
Advocate a specific cause or raise an issue to
promote public awareness and support
-> corporate foundations
-> small enterprises
-> research institutions
Aim to manage a government-owned
enterprise that delivers a particular
service to the general public
-> National Food Authority
-> Local Water Utilities Administration
The Nature of Organizations as OPEN SYSTEMS

System -> pertains to interrelated parts

working as a whole to achieve a purpose.

Open System -> implies borderless nature

of organization in relation with its
environment.
RESOURCE
TRANSFORMATION PRODUCT
INPUTS PROCESS OUTPUTS
People Activities that Finished
Materials convert inputs goods and
Money to outputs services
Technology
Benefits of PLANNING
1. It sharpens focus.
2. It provides flexibility.
3. It improves coordination.
4. It tightens control.
Long Short
Range Range
 S
T Used for situations that occurs
A repeatedly

N In the form of POLICIES,

D RULES, and STANDARD
OPERATING PROCEDURES
I
Comprise the pillars for
N operational excellence and
G ethical conduct of the firm

Plans
 POLICY
A general or broad
guide for the actions or
behaviour of people in
the workplace
 Rule
A more specific guide
to actions or behaviors
in the workplace
Standard Operating
Procedure
A series of action to be
followed for a specific
situation in the workplace.
 S
T
A Also called “SINGLE-USE”
N plans
D
- Developed for nonprogrammed
A decision making
L
O Used for planning a unique or
N specific project or program.
E
Plans
Strategic Plans
Strategic Plans
Must be well thought out since
this is the compelling future
scenario desired for the company.

It should be

Bold
Hairy
Audacious
Goal-Oriented
Mission
 Core
Values
Developed by the middle and
supervisory levels

This is also called “TACTICAL PLANS”

 TOP
•DEVELOP THE STRATEGIC PLANS
MANAGEMENT

MIDDLE
•DEVELOP THE FUNCTIONAL PLANS
MANAGEMENT

•DEVELOP MORE DETAILED FUNCTIONAL

SUPERVISORY
MANAGEMENT
PLANS
Planning Techniques and Tools
Pertain to the different methods for
determining, analyzing, and predicting
situations that will likely occur.
FORECASTING

- Pertains to the use of scientific

techniques to predict the likelihood
of certain events or factors to happen
in the future.
QUANTITATIVE QUALITATIVE
FORECASTING FORECASTING
TECHNIQUE TECHNIQUE
Use statistical Make use of
tools and opinions or
analyses to perceptions from
predict the experts for
future. prediction purposes.
CONTINGENCY PLANNING

- Is the process of identifying

alternative courses of action in the
event that unforeseen or
uncontrollable events take place.
SCENARIO PLANNING

-involves predicting alternative

events that might happen.
It is more detailed and extensive in
visualizing the alternative events that
may take place.
Scenario 1
C Scenario 2 Scenario 1 Scenario 2
C C Scenario 3
C C C
C C
C C Scenario 3 Scenario 4
C C
C

INDUCTIVE APPROACH DEDUCTIVE APPROACH

ALTERNATIVE SCENARIO

OFFICIAL VISION
FUTURE

NORMATIVE APPROACH
INDUCTIVE APPROACH to scenario
DEDUCTIVE APPROACH to
planning starts with a potential
scenario planning starts with a
possibility based on a familiar
general and well-tested concept of
context but nit yet a well-tested
principle, then fleshes out this
path, and then develops this route
principle into several possible
to grow out into several alternative
detailed applications or features.
pictures of potential possibilities.

INCREMENTAL APPROACH involves

NORMATIVE APPROACH involves
a gradual development of
developing possibilities emanating
possibilities that usually starts with
from a major path and ultimately
a general approach, then leads to
aimed toward a grand vision or an
another potential approach, and so
ideal end-goal.
forth.
BENCHMARKING
This is finding out what
other organizations are
doing well and then
incorporating those
“best practices” into the
operations of one’s
organization to improve
its cost and
effectiveness.
Chapter 4. Organizing
1. Nature of organizations
2. Types of organization structures
3. Organization theories and
application
4. Delegation
5. Formal & informal
TYPES OF ORGANIZATIONAL
STRUCTURES
FUNCTIONAL STRUCTURE
DIVISIONAL STRUCTURE
MATRIX STRUCTURE
TEAM STRUCTURE
NETWORK STRUCTURE
VIRTUAL STRUCTURE
ORGANIZATIONAL STRUCTURE
It is defined as the system of
• how tasks are to be allocated,
• who reports to whom,
• who has the authority,
• what are the coordinating mechanisms
• and interaction patterns to ensure that work is done.
DESIGNING ORGANIZATIONAL
STRUCTURE
•Organizational structure: Formal system of task and
reporting relationships that coordinates and motivates
organizational members so that they work together to
achieve organizational goals
•Organizational design: Process by which managers make
specific organizing choices that result in a particular kind of
organizational structure
Figure 7.1 - Factors Affecting
Organizational Structure
Grouping Tasks into Jobs
•Job design: Managers decide how to divide tasks
into specific jobs
•Job simplification: Reducing the number of tasks
that each worker performs
•Job enlargement: Increasing the number of
different tasks in a given job by changing the
division of labor
•Job enrichment: Increasing the degree of
responsibility a worker has over a job
FUNCTIONAL STRUCTURE
Members with similar skills are grouped together into
functional department, such as production, marketing,
finance, and human resource.

Chief Executive
Officer

Human
Manufacturing Finance Accounting Marketing
Resources
FUNCTIONAL STRUCTURE

>Simple and not elaborate >There could be some difficulties in

>centralized authority implementing organization-wide
programs such as innovation and
>works best in environments that cost reduction.
are relatively stable where the
demands for change and innovation >Problems in coordination and
are less intense cooperation may crop up among
different functional departments
>members will be developed
further in their specialized fields. >Functional managers may become
preoccupied in achieving their
>Allows managers to scan, monitor departmental goals that they lose
and obtain information about the sight of organizational goals
changing competitive environment
DIVISIONAL STRUCTURE
Members are grouped together on the same product,
service, process, or serve similar customers.

Owner-
President

Region 1 Region 2

Marketing Operations Finance Marketing Operations Finance

DIVISIONAL STRUCTURE

>Facilitates >may increase cost

diversification due to the
>Autonomous units duplication of the
within divisions functional
departments
within each
division.
 Product Structure Geographical Structure
- The grouping of - The grouping of
members and jobs is by members and jobs is by
product or service location activity

Customer Structure Process Structure

- The grouping of - The grouping of
members and jobs is by members and jobs is by
customers served related work process
Figure 7.4 - Product, Market,
and Geographic Structures

7-121
Figure 7.5 - Global Geographic
and Global Product Structures

7-122
MATRIX STRUCTURE
•An organizational structure that simultaneously
groups people and resources by function and product
•Combination of the functional and divisional
FUNCTIONAL UNITS
structure
A B C D

1
PROJECTS

4
MATRIX STRUCTURE

>Promotes the >Two-boss

development of teams
within projects or system which
programs may create
>Facilitates coordination confusion among
when the organization
has several projects and
members.
interdependent
activities
TEAM STRUCTURE
Created to complete special projects, to solve problems, or
to accomplish daily tasks
TEAM STRUCTURE

>Pooling of skills from >It is temporary in

different divisions or
groups within the nature
organization to swiftly >Tendency to have
and efficiently carry out
the special tasks interpersonal
assigned to them conflict among
members
NETWORK STRUCTURE
Formed by having a core of full-time employees working
together with outside partners who provide support or
supply services.
 Task Force Committee Collegial Form

• Formed on a • Composed of selected • Composed of

temporary basis to members from members from
accomplish a complex different backgrounds professional
task that involves a • Preferred when the backgrounds
number of goal involves • Usually found in
organizational workload that must universities and
subunits be spread across professional
• The members of the members organizations
task force are • Used during period of • Highly democratic
disbanded when the management approach to decision-
goal is accomplished transition making
• Uses representative • Uses representative
decision-making decision-making
NETWORK STRUCTURE

>High potential for >Difficulty in

expanding management if the
membership from size becomes too large
diverse backgrounds in for the sore staff to
a short period handle
> Has greater flexibility >Work relationship
in dealing with tends to be temporary
changes in the
environment
VIRTUAL STRUCTURE
Eliminates the boundaries among units that compose the
organization by using information technology
VIRTUAL STRUCTURE

>Speedy and real-time > Lack of stronger

communication among BOND among
members and members since they
convenient connection don’t meet in person
despite distance.
Centralization and Decentralization
of Authority

•Top managers must seek the balance between

centralization and decentralization of authority
•Decentralizing authority: Giving lower-level
managers and non-managerial employees the
right to make important decisions about how to
use organizational resources
• Decentralized teams may begin to pursue
their own goals at the expense of
organizational goals
Centralization
The power is limited into
one person that is the top
manager
 FORMAL INFORMAL
ORGANIZATIONS ORGANIZATIONS
• Have formal • Have informal
structures structures
• Has a documented • Not officially created,
organizational chart but are freely formed
of the officers and by members who
managers who direct have a need for them
the organization • Also called
“SHADOW”
organization
Three features of Formal Organization
FORMALIZATION COMPLEXITY CENTRALIZATION
Pertains to the Pertains to the Pertains to the
degree to which degree of degree to which
tasks or jobs are differentiation decision-making
standardized. It is between the is concentrated in
important because units based on one area within
it regulates the tasks they the organization.
employee’s perform.
behaviour and
output.
 Comparison between Formal and Informal
Organization
For formal organization, the accuracy of information
is high, speed of information flow is moderate,
reliability of information is high, validity of
information is also high, quality and quantity of
information is moderate.
For informal organization, accuracy of information
is moderate, speed of info flow is fast, reliability
and validity of information is high, quality of
information is moderate, and quantity of
information is high.
DELEGATION
Defined as the process by
which a manager assigns and
transfers duties, authority, and
responsibility to his or her
subordinates.
SMARTER
Specific – task should be detailed or simple instructions
Measurable – can be assessed thru indicators (qualitative &
quantitative features)
Attainable – manager knows the capabilities of the subordinates
Realistic – managers must give realistic task
Time-bounded – must specify the time and date of completion
Ethical – task must be ethical. It must be guided by moral
Recorded – ensure proper communication that can be recorded
for documentation purposes
DUTIES 3 KEY
WORDS
AUTHORITYC
RESPONSIBILITY
RESPONSIBILITY
Refers to the duty of the person to
complete the tasks assigned to him or her.

AUTHORITY
Refers to the duty of a person to give an
account for any deviation or discrepancy
between what was expected of the task
and what resulted.
RELEASE
Pertains to the manager’s
capability and mindset to learn
how to “LET GO” of some of
their tasks by delegating them to
their qualified staff.
TEAM
A group of people organized
to bring together their
complementary skills in
order to achieve a common
purpose.
 1. Forming ( getting-to-know you;
aware and cautious)

STAGES 2. Storming ( arguing, competing,

adjusting for status)

of 3. Norming ( cooperative;
establishing norms)

Team 4. Performing ( matures; handles

Development complex challenges)

5. Adjourning ( task is completed

and team breaks up )
Chapter 5. Staffing
1. Definition and nature of staffing
2. Recruitment
3. Selection
4. Training and development
5. Compensation/wages and performance evaluation/appraisal
6. Employee relations
7. Employee movements
8. Rewards Systems

Chapter 6. Leading
1. Definition
2. Motivation
3. Leadership theories
4. Communication
5. Management of change and diversity
6. Filipino and foreign Cultures
Chapter 7. Controlling
1. Definition and nature of management control
2. The link between planning and controlling
3. Control methods and systems

4. Application of management control in accounting and

marketing concepts and techniques
5. Role of budgets in planning and control

Chapter 8. Introduction to the Different Functional Areas of

Management
a. Human Resource Management
b. Marketing Management
c. Operations Management
d. Financial Management
e. Information & Communication Technology Management