1. Introduction to Management
by: Ruby Marie A. Claverol
Introduction to Management

2. Define Management
Management is the process of achieving goals and objectives eff ectively and efficiently through and with the people.

3. Basics of Management Organization
- is a group of people, with ideas and resources, working toward co mmon goals or;
- a systematic arrangement of people brought together to accomplis h some specific purpose
Manager
- someone whose primary responsibility is to carry out the manage ment process within an organization to achieve the organizational goals.

4. Overview of Management
Management functions include: Planning, organizing, leading or directing, and controlling an organization (a group of one or mor e people or entities) or effort for the purpose of accomplishing a goal.

5. There are several different resource types within management
There are several different resource types within management. Resourcing encompasses the deployment and manipulation of:
Human resources
Financial resources
Technological resources
Natural resources

6. Different Type of Management Styles
There are different types of management styles, and the management p rocess has changed over recent years. The addition of work teams and servant leadership has changed what is expected from managers, and what managers expect from their employees.
Transactional Leadership
Laissez-Faire Leadership
Autocratic Leadership
Task-Oriented Leadership
Bureaucratic Leadership
Servant Leadership
Charismatic Leadership
Transformational Leadership
Democratic/Participative Lead ership
People-Oriented/Relations-Ori ented Leadership

7. No matter which type of management style is used by an organization, th e main objective of managers is to help employees reach company goa ls and maintain company standards and policies.

8. Traditional Management
In traditional management systems, the manager sets out expectations for the employees who need to meet goals, but the manager receives th e reward of meeting those goals.
Three hierarchy of employees:
low level management
mid-level management
top-level/upper management

9. Team and Servant Management
Team Management
- in this arrangement, the manager is a guiding hand to help the members of the team work together to solve problems but doesn’t dictate policy and the entire team receives the reward of meeting those goals
Servant Management
- with this approach, the manager helps supply resources the employees need to meet company goals. In servant leadership, the organization re cognizes employees as experts in their field and work to help them wo rk efficiently.

10. The Need for Management
- Since organizations can be viewed as systems, management can also be defined as human action (including design) to facilitate the production of useful outcomes from a system. Therefore, management is needed i n order to facilitate a coordinated effort toward the accomplishment of the organization’s goals.
- Management is also responsible for the formation and implementation o f business policies and strategies.

11. The Purpose of Management
The purpose of management is to serve customers. Serving customers in order to obtain a profit is the crux of every business organization.

12. Good managers constantly streamline their organizations toward making a sale. In other words, good managers are needed to keep their organiz ations on track by ensuring that everything that’s being done is ethicall y geared toward providing what customers want. In this regard, a good manager is responsible for reducing waste and ambiguity, keeping cos ts down, and motivating others to do the same. In the same vein, good managers regularly take educated risks and exercise good judgement (t he basis of entrepreneurship). These risks include:
Trying new things;
Successfully adjusting to constant change;
Improving their own skills.
Developing subordinates (good managers aren’t afraid of letting other people shine and, in fact, they encourage it);

13. Peter Drucker
wisely said,
“The purpose of management is, to make individual weaknesses irrelevant.”