ORGANIZATION

AND
MANAGEMENT
 Course Description:

This course is designed to improve your understanding of managing

organizations and your skills as a manager by introducing you to
frameworks for understanding organizations and organizational processes. It
provides an analysis of organizations and the management tools of planning,
organizing, and staffing. The course emphasizes experiential learning and
draws on case studies to help you gain practical insights into modern
organizations.

Course Requirements:

Written Work 25%

Performance Task 45%
Final Exam 30%
100%
General Instructions
Students are required to:
1. Join the virtual classroom on time 
2. Be presentably attired for the class. The teacher may ask you to switch on your camera.
3. Avoid using offensive words during the discussion
4. Stay in real-time video presence Teachers will collect the attendance report automatically.
5. Be prepared and fresh for the class. Avoid leaving the class in the middle.
6. Avoid unnecessary noise during the discussion
7. Do not engage in other communications (conversation, phone call or sms) during the class
8. Avoid copying answer from the internet.
9. All activities, assignments, and other requirements must be submitted on time.
Organization
An organization, is an entity – such as a
company, an institution, or an association –
comprising one or more people and having a
particular purpose.
 MANAGEMENT

- the process of dealing with or controlling things

or people.
Ghillyer (2014), Management is the process of deciding the best way to
use an organization’s resources to produce goods or provide services. An
organization’s resources include its employees, equipment, and money.
Management must make good decisions, communicate well with people,
make work assignments, delegate, plan, train people, and appraise
employee’s job performance.

Kreitner (2010) states that “management is the process of working

with and through others to achieve organizational objectives in a
changing environment”. Five components of this definition are:
(1) working with and through others;
(2) achieving organizational objectives;
(3) balancing effectiveness and efficiency;
(4) making the most of limited resources, and
(5) coping with a changing environment.
Working with and through others
Achieving organizational objectives

-something that you plan to do or achieve

 Balancing Effectiveness and Efficiency

Effectiveness is the capability of producing a desired

result or the ability to produce desired output

Efficiency is achieving maximum productivity

with minimum wasted effort or expense
 Making the Most of Limited Resources

Management could be called “applied economics”

Economics is the study of how limited resources are distributed

among alternative uses.
 Coping with a Changing Environment

Successful managers are the ones who anticipate and adjust

to changing circumstances.
Is management an Art, or a
Science?
Management as aan
Management as art because
science, since it itis involves
a body ofthe “proficiency
knowledge in the
dealing withpractical
a body of
application of knowledge
facts or truths acquired
systematically through
arranged study,
and experience,
showing and observation.”
the operation It
of acceptable
also involves
standards andthe application of skills and techniques to achieve desirable results.
laws.
Management: Functions and Processes
Managers perform the following five (5)
essential functions:
1. Planning. This is the process of setting the
objectives to be accomplished by an
organization during a future time period and
deciding on the methods of reaching them.
2. Organizing. It is the process of identifying,
subdividing, grouping, assigning and
coordinating activities and providing the
necessary authority to carry out the activities.
3. Staffing. It is the process of recruitment,
selection, assignment, training and
development of the various kinds of human
resources required by the organization.
4. Directing. The process of communicating
with and influencing subordinate towards the
achievement of organizational goals.
5. Controlling. The function of monitoring
performance and undertaking corrective
actions to ensure the attainment of
predetermined goals and objectives of the
organization.
 Manager refers to persons who are responsible for directing the activities of
other people. Although people manage materials, machines, and other physical
processes, managers are persons who have responsibility for the activities of other
people in an organization.

The president of a business firms is a manager, and a general commanding troops

is also a manager, so are lower level personnel who head subunits in such
organization. All of them are responsible for the activities of the people whom they
direct.
First-line managers are the lowest level of management and are often called supervisors. In a
manufacturing plant, the first-line (or lowest level of management) manager may be called a
foreman.
Middle Managers include all levels of management between the supervisory level and the top
level of the organization. They may have titles such as department or agency, head, project
leader, plant manager, unit chief, dean, bishop or division manager.
Top Managers are responsible for making organizations – wide decisions and establishing the
policies and strategies that affect the entire organizations. These individuals typically have titles
such as executive vice president, president, managing directors, chief operating officer, chief
executive officer or chairman of the board.
 TASKS OF MANAGERS

Managers in all organizations – from small business to large companies_

engage in basic activities. These activities can be divided into five categories:

1. Planning. A manager decides on goals and

the actions the organization must take to meet
them. A CEO who sets a goal of increasing sales
by 10 percent in the next year by developing a
new software program is engaged in planning.
2. Organizing. A manager groups related activities together and assigns
employees to perform them. A manager who sets up a team of employees to
restock an aisle in supermarket is organizing.
3. Staffing. A manager decides how many and what
kind of people an organization needs to meet its
goals and then recruits, selects, and trains the right
people. A restaurant manager’s staffing duties
include interviewing and training waiters.
4. Leading. A manager provides the guidance
employees need to perform their tasks. This helps
ensure that organizational goals are met. A manager
leads y keeping the lines of communication open.
Holding regular staff meetings where employees can
ask questions about their projects and
responsibilities is a good example of leading.
5. Controlling. A manager measures how the
organization performs to ensure that financial goals
are being met. Controlling requires a manager to
analyze accounting records and to make changes if
financial standards are not being met.
 Types of Roles of Managers

1.Interpersonal Role. This classification is

subdivided into three types:
a. Figurehead Role. The role which is assumed
by managers when they represent their
respective units in the outside world in
ceremonial and civic activities
b. Leadership Role. The role played by
managers when they initiate and coordinate
activities in their units. heads
c. Liaison Role. They are needed by unit’s
heads when they interact with persons in other
units within and outside the organization.
2. Informational Roles. This is divided into the
following sub-types:
a. Monitor Role. Since information flow from
various parts of the organization, both in the
upper and the lower levels, converge in a
manager’s office and this allows him to monitor
activities occurring outside his office.
b. Disseminator Role. Managers have a key role
in transmitting and disseminating such
information to other parts of the organization.
c. Spokesperson Role. The manager’s position
in the organization requires them to represent
and speak for their units, vis-à-vis other units of
the organization and outsiders.
3. Decisional Roles. This consists of the
following four types:
a. Entrepreneurial Role. As managers, they play
a key role in the identification of new
opportunities and the development of those into
new products, services, methods or activities
within their organizations.
b. Problem Solver. Managers are called upon to
identify solutions and to take action to overcome
the continuous stream of problems which crop
up in the day to day operation of the institution.
c. Resource Allocator. Managers exercise a key
role in the distribution of funds, personnel,
materials and other organizational resources
among competing users in the organization.
d. Negotiator. Managers are frequently involved
in negotiation activities which have a key impact
on the performance of their units.
THE SKILLS OF MANAGER
1.Technical Skills. This knowledge and proficiency in activities involving
methods, know-how, procedures and processes. It involves working with tools
and specific techniques to achieve the desired results.
2. Human or Interpersonal Skills. This is the availability to work with people. It
is a cooperative effort. The need to be skilled in human relations and the creation
of work environment in which people feel secured and free to express their
opinions.
3. Conceptual Skills. This is the ability to see the overall picture, to identify
important elements in a situation, and to understand the relationships among the
elements.