COLUMBAN COLLEGE—BARRETTO

BASIC EDUCATION DEPT.

OLONGAPO CITY

Organization
and
Management
Lesson 1: Basic Concepts, Theories and
Principles
Lesson 2: Functions, Roles and Skills of a
Manager

1st Quarter Module 1

Inclusive Dates: 1st Semester 22-23

NAME OF STUDENT

GRADE & SECTION

MARIA CECILIA T. BALDUEZA

TEACHER

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 I. INTRODUCTION & OBJECTIVES: In this lesson,
the standards are:
A. Overview:
GRADE LEVEL STANDARDS
A good organization facilitates effective management system, dy-
namics and supervision relative to its management control and su- The learners have
pervision. In theory, organization and management is not different an understanding of
from the human body as an organized system. The vital parts of the the basic theories
organizational system refers to the interdependence of each human and concepts of or-
parts of the entire organized system, the human body. Organization gan izat ion an d
is not just putting work together but a cooperative system deemed management as
applied to different
necessary that entails not only a theory but a scientific working
roles, functions and
knowledge suggested for proper planning and implementation.
skills in solving busi-
B. Learning Objectives: At the end of this module, the learner ness cases relative
to the changing
shall be able to:
business environ-
1. Define and differentiate what is organization and management. ment.
2. Know the different theories of management relative to the na-
ture of proper management practice.
3. Discuss the basic management skills and the elements of each
function as a management process.
MOST ESSENTIAL
4. Discuss management roles at different levels and integrate the LEARNING COMPETENCIES
different functions based on the set organizational goals and
objectives.
> Explain the mean-
C. Values: Servant Leadership. Act as a leader and steward of ing, functions, types
God’s creation and His people; extends support for the social ame- and theories of man-
lioration of the underprivileged; and demonstrates leadership quali- agement
ties, civic mindedness and responsible citizenship.
> Explain the roles and
Teacher’s Comments: skills of a manager..

II. EXPECTATIONS:
from students:
> Learners are bound to learn theories and applications of managerial functions
> Work collaboratively to meet deadlines and build a team spirit.
> Learners are expected to reflect and act on the learnings as manifested by the management
roles and skills.
> Learners are expected develop their talents to lead as described by his interpersonal skills.

Your parents / guardians are encouraged to…

• assist learner of possible difficulties in understanding the lesson,
• allow learner to work independently,
• only provide support when necessary.
• Recognize their children’s effort to build an organized system of team spirit as they applied it to
the smallest unit of an organization called the family.

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 III. INITIAL TASKS
Initially, we have to reiterate that an organization exist for a purpose. This is reflected in its
mission statement. A mission statement identifies the reasons for the company’s exist-
ence.

A vision statement indicate the company’s “dream”, what it wants to become for a specif-
ic period of time.

A company’s goals includes its specific action for a particular period of time.

A company also identifies its corporate philosophy and values and simply states
what the firm believes in.
In this module, learners are initially directed to plan for an involvement in a community out-
reach activity or a community extension program. Individually, learners will prepare an action
plan template with the following event on the following table:

Event/Criteria Areas of Involvement Specific Experience/Action

What List of activities for a certain pro- 1.

gram
2.
When Schedule or deadline for comple- 1.
tion of the activity
2.
Where Location for the activity 1.
2.
Who Persons in charge or involved in the 1
activity
.
2.
How Required resources needed for the 1
activities
.
2.
How much Estimated budget for the activity 1.

2.

This experience of the planning activity is involved to reinforce learners’ understanding of the
management functions. A manager in action seeks to answer the following questions:
1. How could you implement effectively the programs specified on the above activities and
experiences?

2. Goals should be specific, measurable, attainable, realistic and time bound. Did this criteria
meet your specific goals and objectives based on your philosophy as a learner and soon to
be manager.

3. Create your own vision, mission, goals and objectives based on your chosen organizational
involvement on the said activities.

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 IV. LESSON PROPER
Lesson 1: Basic Concepts, Theories and Principles

The contention of organization and management is more on the science of managing peo-
ple. It is imperative to take note that those who are in a position to manage these individu-
als should have a working knowledge of these basic theories and principles. Management
as one of the most important human activities in a social organization aims to accomplish
the goals and objectives of the organization. It is in this view that people in the organiza-
tional structure must know the science of managing the resources available in the organi-
zation. Management is the science of making people and resources productive. It is the
process of planning, organizing, staffing, directing and controlling the available resources
of the organization to achieve its goals and objectives. (Pereda,et al.2014)

Theories and Principles

Organizational behavior as a discipline started way back in the early days of Scientific Management.
There are three (3) major classifications for management theories.

1. Classical Management Theory is the oldest Management Theory. It focuses on operations

and the creations of standards to increase production output. A manager practicing classical man-
agement theory focuses on improving output and rewarding high performing employees through
wages, bonuses and incentives.
1.1 Scientific Management Theory- focused on minimizing waste and reducing produc-
tion times developed by Frederick Taylor. Frederick Taylor’s Theory emphasizes on incentivizing
employee performance and reduces “ hit and trial” practices.
1.2 Administrative Management Theory- was developed by Henri Fayol and this theory
provides detailed guidelines for managers which is best describe by the 14 Principles
of Management
1.3 Bureaucracy Theory- promotes reason to guide management, decisions, rather than
charisma or nepotism. It was developed by sociologist Max Weber who emphasizes
formal authority systems.

2. Behavioral Management Theory- Human behavior and satisfying the interpersonal needs of
employees become more central to management and motivates team work through fostering a
collaborative atmosphere.
2.1 Human Relations Theory- considers the organization as a social entity. This theory
recognizes that money alone is not enough to satisfy employees.
2.2 Behavioral Science Theory combines elements of, psychology, sociology and an-
thropology to provide scientific bases.

3. Modern Management Theory – technology is the important element that is essential in navi-
gating change of the process of achieving the desired results of an organization.
3.1 Quantitative Theory- uses multiple scientific discipline
3.2 Systems Theory- each department is part of the overall system of the organization
3.3 Contingency Theory- recognizes that effective managers must be adaptable to
unique situations and circumstances.

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 IV. LESSON PROPER
Here are Henri Fayol’s fourteen (14) Principles of Management for you to ponder;

1. Division of Work- management operates in an environment where employees have

diversities in skills.
2. Authority and Responsibility- authority is the right to give orders to the subordi-
nates. Responsibility is the obligation of the subordinates to follow specific orders.
3. Discipline- It is the essence of compliance to the specific rules of conduct set by the
management and setting self discipline rather than enforcing force discipline.
4. Unity of Command- subordinates should receive orders and instructions from only
one superior to whom he is responsible and accountable to avoid confusion and con-
flict..
5. Unity of Direction- organizational objectives must be understood by all concerned. Di-
rections must be synchronized with vision and mission goals and objectives
6. Subordination of Individual Interest to the General Interest- the interest of one em-
ployee should not be allowed to become more important than those of the group.
7. The Principle of Just Compensation - the chief motivation of people in the company
is just wages and compensation. Employee satisfaction depends on fair remuneration.
8. Degree of Centralization and Decentralization/Subordination- refers to the concen-
tration of decision making process exercise by top management.
9. Chain of Authority or Scalar Chain- employees should be aware of where they stand
in the organizational hierarchy or chain of command.
10. The Principle of Equity-all employees must be treated equally and respectfully. It is
the responsibility of the management that no employees should be left discriminated.
11. Principle of Order-the workplace facilities must be clean, tidy and safe for employees.
Everything should have its proper place.
12. Stability of Tenure- security of tenure must be guaranteed. Employees must not be
removed from employment unless they violate company policies and regulations.
13. Initiative- employees should be given the necessary level of freedom to create and
carry out plans.
14. “Esprit D Corps”- this refers to the development of morale and initiative of individuals.
team spirit helps in the development of mutual trust and confidence.
Lesson 2: Functions, Roles and Skills of a Manager
There are five (5) General Types of Filipino Managerial Style (Ernesto Franco)
http://www.hdiresource.com/managing-the-managers-filipino-style
1. Manager by “ Kayod”- a term refers to a hard work or sweating out in doing things to achieve
goals or produce something. This manager tends to be action hungry and tends to produce
outcome out of his eagerness to for an optimum and maximum performance.
2. Manager by “ Libro”- a libro is a book as compared to a manager’s way of implementing the
rules and regulations which are followed step by step as to how it is written in the manual or
by laws of the organization.
3. Manager by “ Lusot”- a manager who acts capitalizing on loopholes out of a trap whether in
policies, procedures, methods, goals, laws, rules and regulations. He/She likes to deal with
people informally and is sometimes called a law breaker, a briber or an opportunist who does
not want formal contracts and agreements with clear accountabilities and responsibilities.
4. Manager by “ Oido”- a manger who utilizes other peoples’ knowledge and formal training by
applying it to his or her own practical experience.
5. Manager by “ Ugnayan”- characterized as manager by connections or relationship. He/she is
considered as a coordinators who employs and stresses on strategies collaboratively and in-
tegration. This kind of manager strongly believes in contingency approach wherein he can be
flexible depending upon the situation the business or organizational environment is experienc-
ing.

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Henry Mintzberg (1989) on management, in his book Strange World of Organization ex-
plores and identifies 10 Managerial Roles summarized into three(3) major roles namely:

1. Interpersonal Roles- this role involves human interaction both inside and outside the or-
ganization where managers act as:
1.1 Figurehead- the managers perform social, inspirational, legal and ceremonial duties.
Example of this role as a figurehead is a teacher who plays a formal authority and
symbolic position of knowledge and values and must be always on hand which learn-
ers, parents and guardians as substantial in molding the values of his/her students.
1.2 Leader- involves building a team directing members, motivating them to develop
strong relationship.
1.3 Liaison- this is a role of seeking information relevant to maintaining relationship with
their peer and people outside of the organization. It is characterized by a horizontal
communication of the same level. An example of this is the communication between a
marketing and a production manager, a finance officer with the department of the
same school in seeking information relevant to his own department.
2. Informational Role- this role involves the sharing and analyzing of information and distrib-
uting them as required.
2.1 Monitor- information are gathered through liaison and monitoring role as guides to de-
cision making. A manager cannot make a decision without any information that will
serve as a guide for proper decision making and the higher the quality of the infor-
mation is, the higher the quality of the decision making is.
2.2 Disseminator- information that has been gathered are being communicated to his/her
subordinates which can be factual or value based.
2.3 Spokesperson- a manager’s role is to relay or communicate the information gathered
to other groups or entities outside of the organization wherein he/she shares his/her
expertise in the field where the organization operates. As such, the manager lays a
positive reputation and profile to influence outsiders, creditors and stakeholders to
maintain organization’s structure.
3. Decisional Management Role- this role involves decision making by using plan and strat-
egy in the utilization of resources.
3.1 Entrepreneurial Role- the manager takes the role of an entrepreneur in seeking op-
portunities for the organization. An entrepreneur is characterized as a risk taker and
considers these risks in every opportunity of starting up any project and ensure that
these are carefully evaluated, selected and implemented.
3.2 Disturbance Handler- conflicts and grievances may arise in an organization brought
about by changes and differences of employees. A manager in his/her disturbance
handler role creates an environment involving steps such as evaluation of the situa-
tion, resources re- allocation, provision of adequate support to the company and the
like.
3.3 Resource Allocation Role- a manager as a resource allocator oversees and controls
resources through proper re- evaluation of his/her major decisions involving resource
re allocation and serve appropriate models to conduct decisions not just for the pos-
session but proper re allocation of these material or financial resources.
3.4 Negotiation Role- a manager spends most of his time in negotiating at different di-
mensions. As a negotiator, the manager takes charge of communicating with other or-
ganization to assure the best result involving team works so as to get the best bargain
for his own organization.

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 Management Roles at Different Levels
1. Top Management- more concentrated on the broad policies reflecting their conceptual
roles to develop specific and long term plans for the betterment of the organization and
basically these are the following:
> Prepare programs and strategic plans for the organization
> Lay down policies and strategies to accomplish its goals and objectives
> Prepare budget allocation to carry out plans
> Appoint people or committees to carry out programs and activities
> Develop control measures to ascertain that these programs are carried out
2. Middle Level Management-conceptual functions are merely operational to carry out pro-
grams prepared by top executives.
> Accountable in preparing operational plans and programs
> Ascertain that policies and objectives are disseminated to lower levels.
> Motivate employees in performing assigned task
> Performance evaluation of subordinates according specific guidelines
> Prepare operational reports periodically as required by upper level management
> Supervise accomplishments of programmed activities.
3. The Lower Level- refers to the supervisory level of authority of junior executives who are
directly related to operational activities. It has something to do with personal supervision of
the day to day activities of the organization.
> See to it that company policies and by laws are followed based on company manu-
als and primers.
> Provision of necessary tools and resources needed to carry out performance of
task well.
> Attend to employees grievances and make recommendations as to what is the best
solution to carry out differences.
The following are the three (3) most important skills a manager must possess:
1.Technical Skills-is the method of acquiring knowledge in human activities involving efficiency
in procedures and processes with the use of tools and techniques. An example of which is the
ability of a seafarer specifically a motorman or an oiler in operating auxiliary machineries.
2. Human Skills-is the manager’s soft skills and ability to motivate, lead direct and control his
employees and or subordinates with efficiency and coordination.
3. Conceptual Skills- refers to a manager’s ability to analyze a particular situation and cases
through identifying opportunities with the end in view of deciding or choosing the best courses. A
manager’s conceptual skills is designed and practiced considering the organizational vision, mis-
sion, goals and objectives based on the team’s core values for which it has been organized.

.FEATURES OF AN EFFECTIVE ORGANIZATION

Sound organization facilitates effective management systems and its component parts must encour-
aged to grow and diversify:

1. Effective organization facilitates effective management and operations. It works with certainty
and continuity and has appropriate functional groups of operating and staff department in deci-
sion making.
2. Sound organization facilitates effective work delegation. The definition of duties and responsi-
bilities are reflected in their organizational manuals.
3. Effective organization facilitates growth and expansion.
4. Effective organization provides for the use of new technologies and advance information.
5. Effective organization encouraged human creativity and initiative. Organization is people. They
are pillars in its growth and prosperity.

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THE KEY MANAGEMENT FUNCTIONS (Koontz2005)

1. PLANNING-is the determination of the course of action to achieve the desired results. It involves
the process of forecasting the general and specific framework reference with the purpose of accom-
plishing the task with utmost efficiency and economy.

2. ORGANIZING- involves finding, placing and developing people to man the boxes in the structural
ladder. We must find people with necessary qualification through a more scientific method of se-
lection process.

3. LEADING– entails influencing or motivating subordinates to do their best so that they would be
able to help the organization attain their set goals.

4. CONTROLLING– is the management of measuring and correcting the activities of the organi-
zation. This process determines the corrective measures that should be done to direct the efforts
and activities towards the desired goals and objectives.

It can be summarized in the model below:

PLANNING

VISION/ ORGANIZING
CONTROLLING) MISSION/
GOALS AND
OBJEC-
TIVES

LEADING

Fig. 1– MAIN FUNCTIONS OF MANAGEMENT

PLANNING– Goals, Strategies and plans

ORGANIZING– Coordinating, communicating and staffing

LEADING– Motivating, directing, decision making

CONTROLLING– Monitoring,, correcting errors

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 V. ACTIVITIES
Activity 1
I. Write T if the statement is correct, otherwise underline the word or phrase that makes the
statement false then write the correct answer on the space provided before each number.
Read and understand carefully.
_____1. Organization is a group of people working together for a common goal or purpose.
_____2. Organization and people inextricably link with one another in the organized system.
_____3. Organization exists for the welfare of the employees who work for the management only.
_____4. A manager by “Libro” refers to a manager who is action hungry and has strong work ethics.
_____5. A manager by “ Ugnayan” is a manager who is a good reconciler of all philosophies/ beliefs.
_____6. Organization must adopt to the prevailing conditions of the business environment.
_____7. Effective organization facilitates effective management and operation.
_____8. Cooperative undertaking is not really necessary.
_____9. Organization is simply a structure and people shall only be the consideration in designing
the organization.
_____10. Organization is designed and developed for people to work in harmony with the environ-
ment together with the other stakeholders.
_____11. A manager who utilizes people’s knowledge and formal training as his to compensate his
lack of traing is called a manager by “Lusot”.
_____12. Conceptual skills is the ability of the managers to see the total picture to deal with more
uncertain problems of the organization.
_____13. Leadership skills is the ability to influence human behavior to motivate workers.
_____14. Human skills requires the ability to apply proficiency or to perform particular tasks.
_____15. Interpersonal Roles of a manager monitors and scan the environment for information.
_____16. Decisional Role involves decision making on using plan strategy for efficient and effective
management.
_____17. Top managers cater to the day to day operations of the organization and are directly in-
volved with people who are directly responsible for producing company’s goods and services.
_____18. Planning is the process of designating tasks or structuring the business organization in
such a way that employees are able to perform jobs on tasks effectively to achieve company’s goal.
_____19. Controlling is the process of checking results against predetermined goals and objectives
and takes any curative actions if needed.
_____20. Henry Fayol identified ten(10) managerial roles categorized as interpersonal, information-
al and decisional management roles.
_____21. Esprit de Corps means management must promote a harmony of interest and appropriate
understanding among workers by working as ateam.
_____22. Frederick Taylor’s Scientific Management Theory emphasizes on incentivizing employees’
performance
_____23. Remuneration means that communication should be open within the chain of command.
_____24. Max Weber posits the 14 Principles of Management and was the real Father of Modern
Management.
_____25. Effective organization encouraged human creativity and initiative.

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 V. ACTIVITIES
Activity 2
II. Henri Fayol proposed these fourteen (14) Principles of Management. Match each concept
from Column A to its corresponding management principle in Column B. Write only the letter
of your correct answer on the space provided before each number.

A.
_____1. Specialized tasks with specific duties and responsibilities given to individuals.
_____2. Delegation of work and tasks to the employees and the employers in return are expected
to comply and exercise their tasks responsibly.
_____3. Expectations should clearly be set and violators of rules must be punished.
_____4. Where employee should report to only one supervisor.
_____5. Directions must be synchronized with vision and mission of the enterprise on concerted
efforts.
_____6. Where the roles of all employees are clarified with emphasis on the distinction between
superior and subordinate roles.
_____7. Suggests that there should be a clear delegation of authority.
_____8. It is the general interest of the organization over the individual’s interest of the employee.
_____9. It is the principle of just wages and compensation. The quantum should be fair reasonable
and rewarding.
_____10. Promotes teamwork and the unity of interest between employees and management.
_____11. Employees must not be removed from employment unless they violate company policies
and regulations.
_____12. It is the principle of fairness and order and must be practiced to maintain employee com-
mitment.
_____13. Encourage employee to act on their own in support of the organization’s objectives..
_____14. Where the organization of jobs and materials must be done in an orderly fashion.
B.
A. Esprit D Corps N. Division of Work
B Initiative
C. Stability of Tenure
D. Principle of Order
E. Equity
F. Chain of Authority
G. Degree of Centralization and Decentralization/ Subordination
H. Just Compensation or Remuneration
I. Predominance of the General Interest
J. Unity of Direction
K. Unity of Command
L. Discipline
M. Authority and Responsibility

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ENRICHMENT TASK

1. Being effective is about doing the right things, while efficiency is doing things
right. Explain why these two values are intrinsic to the nature of getting things
done through and with others.

2. Think of the activity you had prepared in your initial task. Will the management
theories and principles discussed earlier help you to be more efficient in com-
pleting the task? Explain your answer.

3. In your own words, how could you be a successful manager in order to ensure
competitive advantage and set objectives and plan congruent with the corporate
vision, mission, goals and objectives in every area of the objectives.

4. Among the different types of managers discussed in this lesson, which type of
managers are more aware of their organization’s problems. Explain your an-
swer.

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 VI. PERFORMANCE TASK
Below is a four column activity to enhance leadership, skills and roles an individual leader or
employee must possess. On the first column, list down all jobs that are ideal to you as a member of
the organization in terms of responsibilities, roles and skills. Number 1 is done for you to follow.

Job Classification Job Description Organization/Company Skills/Role

1. Registered Nurse Healthcare services James L Gordon Memo Human/Soft Skills

rial Hospital Interpersonal Role

2.

3.

4.

5.

6.

7.

8.

9.

10.

2. On the second column, list all the activities, duties and responsibilities that you are passionate
with.
3. On the third column, make a list of companies or organization where you can work in relation to
your interests. You may browse the internet to research about this organization.
4. On the fourth column list down the skills and roles for each job classification which you may ap-
ply in managing your own job description.
5. What skills should you hone to become an effective leader/employee? Explain.

“ Management and leadership are not separate spheres. The two skills work together in the
larger realm of “ communityship”…….Henry Mintzberg

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 VII. LEARNING SUMMARIES
Congratulations, you have just finished your module! After studying our lesson, kindly write the
things you learned and found interesting. Think also of a question you want to ask as part of your
learning summaries.

3 THINGS I LEARNED IN THIS LESSON 2 THINGS I FOUND INTERESTING 1 THING I STILL HAVE A QUESTION ABOUT

VIII. REFLECTION
What important realizations did you gain from the lesson? What values have you learned and how
will you apply them in your daily life?
A. Student’s Reflection:

We acknowledge the shared responsibility of parents in the overall learning and well-being of our pupils and students.
We would like to hear from you. You are free to write some of your observations regarding your child’s progress. Include
also your suggestions or if you have questions, feel free to write them here also.

B. Parent / Guardian Feedback:

IX. REFERENCES

Pereda, Pedrito R., et al. Pereda, Purisima. Principles of Management and Organiza-
tion.c2014.Mindshapers Co.Inc.Manila ,Philippines.
Zarate, Cynthia A. Organizational Behavior and Management in the Philippine Organiza-
tion.2015.Rex Bookstore. Manila, Philippines
Bueno, David C., Organization and Management for Senior High School.Books Atbp Pub-
lishing Corp.,2016. Mandaluyong City, Philippines

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