I. BACKGROUND OF THE STUDY
Management in all business and organizational activities is the act of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Management comprises planning, organizing, staffing, leading or directing, and controlling an organization (a group of one or more people or entities) or effort for the purpose of accomplishing a goal. Resourcing encompasses the deployment and manipulation of human resources, financial resources, technological resources and natural resources.
In for-profit work, management has as its primary function the satisfaction of a range of stakeholders. This typically involves making a profit (for the shareholders), creating valued products at a reasonable cost (for customers) and providing rewarding employment opportunities (for employees). In nonprofit management, add the importance of keeping the faith of donors. In most models of management/governance, shareholders vote for the board of directors, and the board then hires senior management. Some organizations have experimented with other methods (such as employee-voting models) of selecting or reviewing managers; but this occurs only very rarely.
In the public sector of countries constituted as representative democracies, voters elect politicians to public office. Such politicians hire many managers and administrators, and in some countries like the United States political appointees lose their jobs on the election of a new president/governor/mayor.
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. This view opens the opportunity to 'manage' oneself, a pre-requisite to attempting to manage others.
II. STATEMENT OF THE PROBLEM
Management is often included as a factor of production along with machines, materials and money. According to the management guru Peter Drucker (1909–2005), the basic task of a management is twofold: marketing and innovation.
The problem of this research is how to use the classical approach to management in this researcher's job as a manager and determine how it affects the interlocking functions of formulating corporate policy and organizing, planning, controlling, and directing the firm's resources to achieve the policy's objectives.
III. OBJECTIVE OF THE STUDY
The researcher aims to use the classical approach to management as a manager, and employ Henri Fayol's general theory of management which consists of six primary functions of management and 14 principles of management, and Frederick Taylor's scientific management which focuses on improving economic efficiency, especially labor productivity.
As the manager, this researcher will lay down the framework of organization first by creating the top-level managers. They will be responsible for controlling and overseeing the entire organization. They will develop goals, strategic plans, company policies, and make decisions on the direction of the business. In addition, the top-level managers will be involved in the mobilization of outside resources and will be accountable to the shareholders and general public.
In order to establish a strong, well-founded, and steady workflow, the researcher will integrate Fayol's Principles of Management in outlining the business policy that will include: a) the mission of the business which is the most obvious purpose: b) the vision of the business which reflects its aspirations and specifies its intended direction or future destination: c) the objective of the business which refers to the ends or activity at which a certain task is aimed; d) the business policy that will stipulate rules, regulations and objectives, and may be used in the managers' decision-making(it must be flexible and easily interpreted and understood by all employees; and e) the business...
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