ORGANIZATION &

MANAGEMENT
•Organization may be defined to mean either a group of
individuals and factors and their relationships or to the
process itself.
•Organization, for instance, is considered as the
relationships of the structural elements in business,
including the individuals to carry on the work to
accomplish the desired purpose.
 DEFINITIONS OF MANAGEMENT

• Management is a process of planning, decision making,

organizing, leading, motivating, and controlling the human
resources, financial, physical, and information resources of an
organization to reach its goals efficiently and effectively.
(iEdunote, n.d.)
• Management is a non-stop process of ensuring continuity and
growth within an organization.
 FUNCTIONS OF MANAGEMENT

a. Planning - Involves determining the

organization’s goals or performance
objectives, defining strategic actions
that must be done to accomplish them,
and developing coordination and
integration activities.
FUNCTIONS OF MANAGEMENT
b. Organizing –
•Demands assigning tasks,
•setting aside funds, and
•bringing harmonious relations among
the individual and workgroup or
teams in the organization.
 FUNCTIONS OF MANAGEMENT

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

d. Leading/Directing
• 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.
 FUNCTIONS OF MANAGEMENT
e. Controlling
•Involves evaluating and,
•if necessary, correcting the performance of the
individuals or workgroups or teams
•to ensure that they are all working toward the
previously set goals and plans of the organization.
 TYPES OF MANAGEMENT

•1. Autocratic
•This management type is a one-way leadership
where there is a single authority.
•Team members are only there to follow orders.
The employees are given rewards for a job well
done but are given punishment if they fail.
 TYPES OF MANAGEMENT

•1. Autocratic
•This management style is beneficial in times of
crisis that need immediate attention.
•On the other hand, it causes the staff to fear.
They need to be closely supervised and a poor
relationship would be evident among the team.
 TYPES OF MANAGEMENT
•2. Persuasive
•The manager has a strong and centralized controlling
business decisions like the autocratic type of
management.
•What differs is that in a persuasive type, the manager
convenes with his colleagues before he decides.
Employees are not motivated anymore by rewards and
punishment but by persuasive techniques.
 TYPES OF MANAGEMENT

•3. Consultative
•In a consultative style, leaders and workers have
two-way communication.
•Team members share their opinion in solving issues of
the company.
•Consequently, the practice is costly, slow in decision
making and important changes are delayed.
 TYPES OF MANAGEMENT

•4. Participative
•There is a distribution of authority and power in
participative management.
•The company’s project is a shared responsibility,
and each member has self-direction.
 THEORIES OF MANAGMENT

•a. Scientific Management Theory

•This management theory makes use of the step-by-step,
scientific methods for finding the single best way for
doing a job.
•Frederic W. Taylor, the Father of Scientific Management,
is the proponent of this theory.
 Taylor’s Scientific Management Principles are as follows:
use of simple habit
• 1. Develop a science for each element of anand
individual’s work to
common sense
replace the old rule of thumb method.
• 2. Scientifically select then train, teach and develop the workers.
• 3. Heartily cooperate with the workers to ensure that all work is
done following the principles of the science that has been
developed.
• 4. Divide work and responsibility almost equally between
management and workers.
 THEORIES OF MANAGMENT

• b. Henri Fayol’s General Administrative Theory

• This theory concentrates on the manager’s functions and what
makes up good practice or implementation.
• Henri Fayol is the contributor of this theory who believes that
management is an activity that all organizations must practice
and view it as separate from all other organizational
activities such as marketing, finance, research and
development, and others.
 PRINCIPLES OF FAYOL’S MANAGEMENT THEORY

1. Work division or specialization

- according to this principle, the whole work is divided into small tasks.
- The specialization of the workforce according to the skills of a person,
creating specific personal and professional development within the
labor force, and therefore increasing productivity, leads to
specialization which increases the efficiency of labor.
 PRINCIPLES OF FAYOL’S MANAGEMENT THEORY

2. Authority and Responsibility - This refers to the issue of

commands followed by responsibility for their
consequences.
Authority means the right of a superior to give enhanced
order to his subordinates; responsibility means an
obligation for performance.
 PRINCIPLES OF FAYOL’S MANAGEMENT THEORY

3. Discipline - Refers to obedience, proper

conduct in relation to others, respect for
authority etc. It is essential for the smooth
functioning of all organizations.
 PRINCIPLES OF FAYOL’S MANAGEMENT THEORY

4. Unity of command - States that each subordinate

should receive orders and be accountable to one
superior.
If an employee receives orders from more than one
superior, it is likely to create confusion and conflict.
 PRINCIPLES OF FAYOL’S MANAGEMENT THEORY

5. Unity of Direction - All those working in the

same line of activity must understand and pursue
the same objectives. All related activities should
be put under one group
 PRINCIPLES OF FAYOL’S MANAGEMENT THEORY

6. Subordination of individual interest to general

interest
- The management must put aside personal
considerations and put company objectives first.
 PRINCIPLES OF FAYOL’S MANAGEMENT THEORY

7. Remuneration/Pay
– Workers must be paid sufficiently as this is a chief
motivation of employees and therefore greatly influences
productivity. -The quantum and methods of remuneration
payable should be fair, reasonable, and rewarding of
effort.
 PRINCIPLES OF FAYOL’S MANAGEMENT THEORY

8. Centralization
Centralization implies the concentration of
decision-making authority at the top
management.
 PRINCIPLES OF FAYOL’S MANAGEMENT THEORY

9. Scalar chain of authority

-Refers to the chain of superiors ranging from top
management to the lowest rank.
-there should be a clear line of authority from top
to bottom linking all managers at all levels.
 PRINCIPLES OF FAYOL’S MANAGEMENT THEORY

10. Maintenance of order

- Social order ensures the fluid operation of a
company through authoritative procedure. - -
Material order ensures safety and efficiency in
the workplace.
 PRINCIPLES OF FAYOL’S MANAGEMENT THEORY

11. Equity/Fairness - employees must be treated

kindly, and justice must be enacted to ensure a just
workplace. Managers should be fair and impartial
when dealing with employees, giving
equal attention to all employees.
 PRINCIPLES OF FAYOL’S MANAGEMENT THEORY

12. Stability/security of tenure of workers - The period of

service should not be too short, and employees should not
be moved from positions frequently.
An employee cannot render useful service if he or she is
removed before he/she becomes accustomed to the work
assigned to him/her
 PRINCIPLES OF FAYOL’S MANAGEMENT THEORY

13. Employee Initiative - Using the initiative of employees

can add strength and new ideas to an organization.
Initiative on the part of employees is a source of strength
for an organization because it provides new and better
ideas. Employees are likely to take greater interest in the
functions of the organization
 PRINCIPLES OF FAYOL’S MANAGEMENT THEORY

14. Promotion of team spirit or esprit de corps

- Refers to the need of managers to ensure and develop
morale in the workplace individually and as a group. Team
spirit helps develop an atmosphere of mutual trust and
understanding.
Team spirit helps finish the task on time.
 C. WEBER’S BUREAUCRACY
• Max Weber, A German sociologist that ideal organizations specially
the large ones, must have authority structures and coordination with
others based on what he referred to as bureaucracy.
• According to weber, bureaucracy is an organizational form
distinguished by the following components:
• 1. Division of labor
• 2. Hierarchical identification of job positions
• 3. Detailed rules and regulations
• 4. Impersonal connections with one another
 d. Organizational Behavior (OB) Approach

• This involves the study of the conduct, demeanor, or action of

people at work.
• Robert Owen, Mary Parker Follett, Hugo Munsterberg, and
Chester Barnard were the early supporters of the OB Approach.
• During the late 1700s, Owen noticed terrible conditions in
workplaces and proposed ideal ways to improve the said
conditions.
 d. Organizational Behavior (OB) Approach

• Follett, in the early 1900s, introduced the idea that individual

or group behavior must be considered in organization
management.
• Likewise, in the early 1900s, Munsterberg proposed the
administration of psychological tests for the selection of would-
be employees in companies. Barnard, in the 1930s, suggested
that cooperation is required in organizations since it is, mainly,
a social system.