CONCEPTS AND PRINCIPLES OF
MANAGEMENT
EARL JAMES LOGARTA, RCE, MBA
OSH CONSULTANT
WHAT IS MANAGEMENT?
• MANAGEMENT – is the process of
coordinating all the resources and activities
of an organization through Planning,
leading, organizing, and controlling in
order to fulfill organizational objectives at
the least possible cost.
Management Control – can be defined as a systematic effort by
business management to compare performance to pre-determined
standards plans or objectives in order to determine whether the
performance is in line with these standards and presumably in order
to take any remedial action required to see that human and other
corporate resources are being used to the most effective and
efficient way possible in achieving corporate objectives.
SKILLS NECESSARY FOR EFFECTIVE MANAGEMENT
Human
Technical Conceptual
Relations
Skills Skills
Skills
Hard Skills Soft Skills Intellectual Skills
MOTIVATION TO MANAGE
TECHNICAL SKILLS
• The abilities and knowledge needed to perform specific tasks
TECHNICAL SKILLS
• Technical skills answers the following:
• What the work will cover (scope)?
• How it will be done (Techniques)?
• How much is the time and costs?
HUMAN RELATIONS SKILLS
• The ability to handle human problems arising from organizational and interpersonal
relations
HUMAN RELATIONS SKILLS
• Human Relations skills answers the following:
• Why the work needed (recipient)?
• Who will be responsible for what?
CONCEPTUAL SKILLS
• The ability to visualize the whole organization and work with ideas and the relationships
between abstract concepts
CONCEPTUAL SKILLS
• Conceptual skills answers the following:
• When should it occur (sequencing)?
• Where it should be created (resources)?
Follow-up task:
What Management skill is needed here
Technical, Human, or Conceptual? Why?
KINDS OF MANAGERS
• Top Managers
• Middle Managers
• First-line managers
• Team leaders
TOP MANAGERS – responsible for the direction of the organization
Example: CEO, COO, CFO, CIO, etc..
• MIDDLE MANAGERS – responsible for setting objectives consistent with the top
management goals and for planning and implementing subunit strategies in the
achievement of those objectives.
• FIRST-LINE MANAGERS - responsible for training and supervising the performance
of non-managerial employees who are directly responsible for producing the company’s
product or services.
• TEAM LEADERS – responsible for facilitating activities toward accomplishing a goal.
• Does not mean responsible for the team’s performance, it’s the team.
ACTIVITIES OF PLANNING
Planning pre-determine the courses of actions:
• Forecasting
• Developing objectives
• Programming
• Scheduling
• Budgeting
ACTIVITIES OF ORGANIZING
Organizing is about arranging people who will carry out the plans
• Developing organizational structure
• Delegating tasks
• Developing relationships
• Developing policies
• Developing systems and procedures
ACTIVITIES OF LEADING
Influencing people to take effective action
• Decision-making
• Communicating
• Motivating
• Selecting people
• Developing people
ACTIVITIES OF CONTROLLING
Controlling is assessing and regulating the work in progress
• Developing performance standards
• Measuring performance
• Evaluating performance
• Correcting performance
ALWAYS REMEMBER!
The Management style or traits you possesses can have a profound impact on the success
or failure of your business.
Management isn’t just about making decisions. It’s also about the kind of culture you create
in the workplace, the structure of your organization and how you handle problems and
issues that can destabilize your company.
WORKSHOP
1. What could be the problem
of Ken in this case?
2. If you are Ken’s boss, what
would you do?
