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99問 • 5ヶ月前

問題一覧

What are the 5 function of management

1. planning 2. organization 3. staffing 4. leading 5. controlling

Involves determining the organization’s goals and performance objectives, defining strategic actions that must be done to accomplish them, and developing coordination and integration activities.

Planning

Demands assigning task, setting aside funds and bringing harmonious relations among individuals and work groups or teams in the organization.

Organization

Indicates filling in the different job positions in the organization’s structure; the factors that influence this function include: size of the organization, types of jobs, number of individuals to be recruited, and some internal or external pressures.

Staffing

Entails influencing or motivating subordinates to do their best so that they would be able to help the organization’s endeavor to attain their set goals

Leading

Involves evaluating and is necessary, correcting the performance of the individuals or work groups or teams to ensure that they are all working toward the previously set goals and plans of the organization.

Controlling

planning, organizing , staffing, leading and controlling will go to waste if coordination , efficiency and effectiveness are not practice by an organization’s appointed managers. In other words, top level managers and team leaders or supervisors must all be conscious of the said practices of successful organizations as they perform their management functions.

Management function

defined as the harmonious integrated action of the various parts and the processes of an organization.

Coordination

as the character of being efficient or being able to yield the maximum output from a minimum amount of input.

Efficiency

as being adapted to produce an effect or being able to do things correctly.

Effectiveness

refers to the optimal use of scarce resources such as human, financial, physical, and mechanical

Efficiency

means doing things correctly when engaged in activities that will help the organization attain its aim.

Effectiveness

This management theory use the step-by-step scientific methods for finding the single best way for doing a job. Frederick Taylor is the father of Scientific Management.

Scientific Management theory

concentrate on the manager’s functions and what makes up good management practice or

The general management theory

Total Quality Management

Is a management philosophy that focuses on the satisfaction of customers, their needs and expectations. •I employees working collaboratively to improve processes, products, and services.

Involves the study of conduct, demeanor or action of people at work.

Organizational Behavior Approach

an individual engaged in management activities. Levels of Management with their respective Manager

Manager-m

Levels of Management

.Top level Manager •Middle level Manager •Frontline Managers

are the general or strategic managers who focus on the long-term organizational concern and emphasized the organization’s stability, development , progress and overall efficiency and effectiveness.

Top Level Managers

Chief Executive Officer, Chief Operating Officers, President and Vice President.

Top level manager

Are the tactical Managers in charged of the organization’s middle level or departments. They formulate specific objectives and activities based on strategic or general goals and objectives developed by top level managers.

Middle level manager

•Are also known as operational managers and are responsible for supervising the organization’s day to day activities. They are the bridges between management and non management employees.

Lower-Level Managers

Managerial Skills

1. conceptual skill 2.human skill 3.technical skill

enable managers to think of possible solutions to complex problems. They develop holistic view of their organization

Conceptual skills-

-enable managers in all levels to relate well with people. Communicating, leading, inspiring, and motivating them become easy with the help of human skills.

Humans Skills

are also important for managers for them to perform their task with proficiency with the use of their expertise

Technical Skills

•Is an individual’s ability to favorably receive and adjust to an unfamiliar way of doing things.

Cultural Intelligence

Refers to a culture wherein people can deal with time various across cultures. This culture emphasize punctuality and sticking to set rules.

Monochronic cultures

Polychronic cultures prioritize relationships and view time as fluid and flexible, often involving multiple tasks or activities happening simultaneously.

Polychronic Cultures

•The degree to which society accepts or rejects the unequal distribution of the power among people in organizations, institution and society. •Uncertainty Avoidance-

Power distance

2 types of power distance

Uncertainty avoidance Individualism Collectivism

•The degree to which a society values assertiveness and feeling of material success versus concern for relationship

Masculinity - Femininity

•The degree to which a society emphasizes short-term thinking versus greater concern for the future or long-term thinking .Time Orientation •The degree to which a society emphasizes short-term thinking versus greater concern for the future or long-term thinking .

Time Orientation

Environmental forcel of firm? Components of business environment are?

general factors ( marcro environmental) Specific factors( micro environmental)

What are the general factors?

Economic political and legal socio cultural technological demographiv

Specific factor are? (Micro)

customers competitors

- reduce purcharing rower of money

INFLATION

values and regulation that influence organizational management

POLITICAL LEGAL SITUATION

Gender, age, educational-level, etc.

DEMOGRAPHIC Situation

Customer, charging values

SOCIO- CULTURAL SITUATIONS

•Is an individual’s ability to favorably receive and adjust to an unfamiliar way of doing things.

Cultural Intelligence

Refers to a culture wherein people can deal with time various across cultures. This culture emphasize punctuality and sticking to set rules.

Monochronic cultures

Polychronic cultures prioritize relationships and view time as fluid and flexible, often involving multiple tasks or activities happening simultaneously.

Polychronic Cultures

•The degree to which society accepts or rejects the unequal distribution of the power among people in organizations, institution and society. •Uncertainty Avoidance-

Power distance

2 types of power distance

Uncertainty avoidance Individualism Collectivism

•The degree to which a society values assertiveness and feeling of material success versus concern for relationship

Masculinity - Femininity

Time Orientation

Environmental forcel of firm? Components of business environment are?

general factors ( marcro environmental) Specific factors( micro environmental)

What are the general factors?

Economic political and legal socio cultural technological demographiv

Specific factor are? (Micro)

customers competitors

- reduce purcharing rower of money

INFLATION

values and regulation that influence organizational management

POLITICAL LEGAL SITUATION

Gender, age, educational-level, etc.

DEMOGRAPHIC Situation

Customer, charging values

SOCIO- CULTURAL SITUATIONS

different levels of management?

strategic planning tactical planning Operational planning

●Focused on the organization’s general objectives ●High-level overview of the entire business

strategic planning

●Guide managers in decision-making ●Directional and forward-looking ●Robust but flexible ●Focuses on the achievement of the organizational goals

strategic plan

Components of Strategic Plan

Vision Mission values

●Declaration of the company’s short-term or long-term goal ●Affirmation of a company as to what they want to become

Vision

●Declaration of the company’s purpose ●More realistic overview of the company together with its aim and ambitions

Mission

●Guide the managers and influence the kind of employees the organization hires ●A living document that grows within the organization, and dictates the future of the organization

Values

●Translates the strategic plan into tactics ●Breaks down the mission statement into actionable chunks

tactical planning?

describes the tactics to be used by the organization to achieve its outlined goals and ambitions in the strategic plan. ●Tactical plan responds to the question “How?”.

Tactical Plan

Components of Tactical Plan

Specific Goals with Fixed Deadlines Budgets Resources Funding

Formulate goals that have fixed deadlines to stimulate action.

Specific Goals with Fixed Deadlines

●The tactical plan also includes budgetary requirements. ●Examples of this are the organization’s budget for hiring personnel, marketing, sourcing, and manufacturing.

Budgets

●Resources required to achieve the organizational aims ●Examples of this are human resources and financial resources

Resources

●Company strategies and activities that require funding ●Activities aligned with the goals in the strategic plan

Funding

●Done by first-level supervisors ●Includes the day-to-day activities to be carried out

Operational planning

●Serves as the roadmap for day-to-day activities to carry out the strategic plan and to achieve the tactical goals ●This is highly specific. It can be either single-use or standing.

operational plan

Plans created for events/activities with single occurrence

Single-use plans

operational plan it can be either ?

single-use plan or standing plans

Plans that can be used multiple times in different settings on an ongoing basis.

Standing plans

Types of Standing Plans (PRP)

Policy Rules Procedures

General document that guides the managers

Policy

Specific regulations in an organization

Rules

Processes as to how a particular objective should be accomplished

Procedures

takes place at all organizational levels and should be viewed as a total system. Through careful planning at each level, the full potential of organizational leadership can be measurably strengthened.

Planning

At each level, there are different plans being developed.

Strategic plan Tactical plan Operational plans

This is developed by the top management and serves as a high-level overview of the entire business for it includes its vision, mission, goals, objectives, and values.

Strategic plan

This is formulated by middle-management based on strategic plans. This is also known as a short-term

Tactical plan

These are carried out and implemented by first-line management in the daily operations. An operational plan can be a single-use or standing plan. Standing plans include company policies and rules and regulations.

Operational plans

•The action taken by the policy makers to raise the standard of living of general public by developing human capital

ECONOMIC DEVELOPMENT

It is the raise in the value of goods and services produced in a country over time normally in a year after adjusting the inflation.

ECONOMIC GROWTH

change in value of goods and services measured through gross domestic product (GDP), GDP per capita, gross national product (GNP), and net national product (NNP).

ECONOMIC GROWTH

means changes in the socio-economic structure of country measured through human development index (HDI), gender-related index (GDI), human poverty index (HPS), literacy rate, infant mortality, socio-economic development.

Economic development

PHASES/STAGES OF ECONOMIC DEVELOPMENT

Traditional Society Preconditions for Take-Off Take-Off Drive to Maturity Age of Mass Consumption

The first stage of Rostow's model and the one in which societies begin. Trade existed, such as the spice route between Asia and Europe, but it was timely, costly, and more of a luxury than a

Traditional Society

A period of transition between the traditional society and a society that takes off, and for a certain time that society

Preconditions for Take-Off

• The next of Rostow's five stages has a general length of time associated with it, . It is about a 60-year period between the takeoff and the final stage,

Drive to Maturity

• When the preconditions for take-off are met, a society can take off. Educated individuals start inventing new processes and tools,

Take-Off

• After the drive to maturity, an economy reaches maturity and begins the final stage, the age of mass consumption.

Age of Mass Consumption

FORMS OF BUSINESS ORGANIZATIONS

Simple Organizations FUNCTIONAL BUSINESS ORGANIZATION DIVISIONAL BUSINESS ORGANIZATION PROFIT ORGANIZATIONS NONPROFIT ORGANIZATION Open Flexible Organization

business organizations that group together those with similar or related specialized duties that introduce the concept of delegation of authority to functional managers like the personnel managers, sales manager or financial manager but allow CEOS to retain authority for strategic decisions

FUNCTIONAL BUSINESS ORGANIZATION

business organization with few departments centralized authority with a wide span of control and with few formal rules

Simple Organizations

Business organization made up of separate business units that are semiautonomous or semi-independent, with division head responsible for his or her units' performance.

3. DIVISIONAL BUSINESS ORGANIZATION

Business organization designed for the purpose of achieving their organizations mission, vision, objectives and maintaining their organizational stability

PROFIT ORGANIZATIONS

Business organizations designed for the purpose of achieving their organizations mission, vision, goals, and objectives , providing service to the clients without expecting monetary gains or financial benefits for the endeavors

NONPROFIT ORGANIZATION

Formed to meet today's changing work environment

Open Flexible Organization

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問題一覧

What are the 5 function of management

1. planning 2. organization 3. staffing 4. leading 5. controlling

Involves determining the organization’s goals and performance objectives, defining strategic actions that must be done to accomplish them, and developing coordination and integration activities.

Planning

Demands assigning task, setting aside funds and bringing harmonious relations among individuals and work groups or teams in the organization.

Organization

Staffing

Entails influencing or motivating subordinates to do their best so that they would be able to help the organization’s endeavor to attain their set goals

Leading

Controlling

Management function

defined as the harmonious integrated action of the various parts and the processes of an organization.

Coordination

as the character of being efficient or being able to yield the maximum output from a minimum amount of input.

Efficiency

as being adapted to produce an effect or being able to do things correctly.

Effectiveness

refers to the optimal use of scarce resources such as human, financial, physical, and mechanical

Efficiency

means doing things correctly when engaged in activities that will help the organization attain its aim.

Effectiveness

This management theory use the step-by-step scientific methods for finding the single best way for doing a job. Frederick Taylor is the father of Scientific Management.

Scientific Management theory

concentrate on the manager’s functions and what makes up good management practice or

The general management theory

Total Quality Management

Is a management philosophy that focuses on the satisfaction of customers, their needs and expectations. •I employees working collaboratively to improve processes, products, and services.

Involves the study of conduct, demeanor or action of people at work.

Organizational Behavior Approach

an individual engaged in management activities. Levels of Management with their respective Manager

Manager-m

Levels of Management

.Top level Manager •Middle level Manager •Frontline Managers

are the general or strategic managers who focus on the long-term organizational concern and emphasized the organization’s stability, development , progress and overall efficiency and effectiveness.

Top Level Managers

Chief Executive Officer, Chief Operating Officers, President and Vice President.

Top level manager

Middle level manager

•Are also known as operational managers and are responsible for supervising the organization’s day to day activities. They are the bridges between management and non management employees.

Lower-Level Managers

Managerial Skills

1. conceptual skill 2.human skill 3.technical skill

enable managers to think of possible solutions to complex problems. They develop holistic view of their organization

Conceptual skills-

-enable managers in all levels to relate well with people. Communicating, leading, inspiring, and motivating them become easy with the help of human skills.

Humans Skills

are also important for managers for them to perform their task with proficiency with the use of their expertise

Technical Skills

•Is an individual’s ability to favorably receive and adjust to an unfamiliar way of doing things.

Cultural Intelligence

Refers to a culture wherein people can deal with time various across cultures. This culture emphasize punctuality and sticking to set rules.

Monochronic cultures

Polychronic cultures prioritize relationships and view time as fluid and flexible, often involving multiple tasks or activities happening simultaneously.

Polychronic Cultures

•The degree to which society accepts or rejects the unequal distribution of the power among people in organizations, institution and society. •Uncertainty Avoidance-

Power distance

2 types of power distance

Uncertainty avoidance Individualism Collectivism

•The degree to which a society values assertiveness and feeling of material success versus concern for relationship

Masculinity - Femininity

Time Orientation

Environmental forcel of firm? Components of business environment are?

general factors ( marcro environmental) Specific factors( micro environmental)

What are the general factors?

Economic political and legal socio cultural technological demographiv

Specific factor are? (Micro)

customers competitors

- reduce purcharing rower of money

INFLATION

values and regulation that influence organizational management

POLITICAL LEGAL SITUATION

Gender, age, educational-level, etc.

DEMOGRAPHIC Situation

Customer, charging values

SOCIO- CULTURAL SITUATIONS

•Is an individual’s ability to favorably receive and adjust to an unfamiliar way of doing things.

Cultural Intelligence

Refers to a culture wherein people can deal with time various across cultures. This culture emphasize punctuality and sticking to set rules.

Monochronic cultures

Polychronic cultures prioritize relationships and view time as fluid and flexible, often involving multiple tasks or activities happening simultaneously.

Polychronic Cultures

•The degree to which society accepts or rejects the unequal distribution of the power among people in organizations, institution and society. •Uncertainty Avoidance-

Power distance

2 types of power distance

Uncertainty avoidance Individualism Collectivism

•The degree to which a society values assertiveness and feeling of material success versus concern for relationship

Masculinity - Femininity

Time Orientation

Environmental forcel of firm? Components of business environment are?

general factors ( marcro environmental) Specific factors( micro environmental)

What are the general factors?

Economic political and legal socio cultural technological demographiv

Specific factor are? (Micro)

customers competitors

- reduce purcharing rower of money

INFLATION

values and regulation that influence organizational management

POLITICAL LEGAL SITUATION

Gender, age, educational-level, etc.

DEMOGRAPHIC Situation

Customer, charging values

SOCIO- CULTURAL SITUATIONS

different levels of management?

strategic planning tactical planning Operational planning

●Focused on the organization’s general objectives ●High-level overview of the entire business

strategic planning

●Guide managers in decision-making ●Directional and forward-looking ●Robust but flexible ●Focuses on the achievement of the organizational goals

strategic plan

Components of Strategic Plan

Vision Mission values

●Declaration of the company’s short-term or long-term goal ●Affirmation of a company as to what they want to become

Vision

●Declaration of the company’s purpose ●More realistic overview of the company together with its aim and ambitions

Mission

●Guide the managers and influence the kind of employees the organization hires ●A living document that grows within the organization, and dictates the future of the organization

Values

●Translates the strategic plan into tactics ●Breaks down the mission statement into actionable chunks

tactical planning?

describes the tactics to be used by the organization to achieve its outlined goals and ambitions in the strategic plan. ●Tactical plan responds to the question “How?”.

Tactical Plan

Components of Tactical Plan

Specific Goals with Fixed Deadlines Budgets Resources Funding

Formulate goals that have fixed deadlines to stimulate action.

Specific Goals with Fixed Deadlines

●The tactical plan also includes budgetary requirements. ●Examples of this are the organization’s budget for hiring personnel, marketing, sourcing, and manufacturing.

Budgets

●Resources required to achieve the organizational aims ●Examples of this are human resources and financial resources

Resources

●Company strategies and activities that require funding ●Activities aligned with the goals in the strategic plan

Funding

●Done by first-level supervisors ●Includes the day-to-day activities to be carried out

Operational planning

●Serves as the roadmap for day-to-day activities to carry out the strategic plan and to achieve the tactical goals ●This is highly specific. It can be either single-use or standing.

operational plan

Plans created for events/activities with single occurrence

Single-use plans

operational plan it can be either ?

single-use plan or standing plans

Plans that can be used multiple times in different settings on an ongoing basis.

Standing plans

Types of Standing Plans (PRP)

Policy Rules Procedures

General document that guides the managers

Policy

Specific regulations in an organization

Rules

Processes as to how a particular objective should be accomplished

Procedures

Planning

At each level, there are different plans being developed.

Strategic plan Tactical plan Operational plans

This is developed by the top management and serves as a high-level overview of the entire business for it includes its vision, mission, goals, objectives, and values.

Strategic plan

This is formulated by middle-management based on strategic plans. This is also known as a short-term

Tactical plan

Operational plans

•The action taken by the policy makers to raise the standard of living of general public by developing human capital

ECONOMIC DEVELOPMENT

It is the raise in the value of goods and services produced in a country over time normally in a year after adjusting the inflation.

ECONOMIC GROWTH

change in value of goods and services measured through gross domestic product (GDP), GDP per capita, gross national product (GNP), and net national product (NNP).

ECONOMIC GROWTH

Economic development

PHASES/STAGES OF ECONOMIC DEVELOPMENT

Traditional Society Preconditions for Take-Off Take-Off Drive to Maturity Age of Mass Consumption

The first stage of Rostow's model and the one in which societies begin. Trade existed, such as the spice route between Asia and Europe, but it was timely, costly, and more of a luxury than a

Traditional Society

A period of transition between the traditional society and a society that takes off, and for a certain time that society

Preconditions for Take-Off

• The next of Rostow's five stages has a general length of time associated with it, . It is about a 60-year period between the takeoff and the final stage,

Drive to Maturity

• When the preconditions for take-off are met, a society can take off. Educated individuals start inventing new processes and tools,

Take-Off

• After the drive to maturity, an economy reaches maturity and begins the final stage, the age of mass consumption.

Age of Mass Consumption

FORMS OF BUSINESS ORGANIZATIONS

Simple Organizations FUNCTIONAL BUSINESS ORGANIZATION DIVISIONAL BUSINESS ORGANIZATION PROFIT ORGANIZATIONS NONPROFIT ORGANIZATION Open Flexible Organization

FUNCTIONAL BUSINESS ORGANIZATION

business organization with few departments centralized authority with a wide span of control and with few formal rules

Simple Organizations

Business organization made up of separate business units that are semiautonomous or semi-independent, with division head responsible for his or her units' performance.

3. DIVISIONAL BUSINESS ORGANIZATION

Business organization designed for the purpose of achieving their organizations mission, vision, objectives and maintaining their organizational stability

PROFIT ORGANIZATIONS

NONPROFIT ORGANIZATION

Formed to meet today's changing work environment

Open Flexible Organization