GOOD DAY!

ORGANIZATION AND MANAGEMENT

Welcome to our class!

GENNELY SALIGAO PILAPIL

 What is the meaning of
management from different
perspectives?
 Management is the art of
getting things done through
people. – Mary Parker
Follet
 Management is a distinct process
consisting of planning, organizing,
actuating and controlling; utilizing in each
both science and art, and followed in order
to accomplish pre-determined objectives.
-George R. Terry
 Management is the art of
knowing what you want to do
and then seeing that you do it in
the best and the cheapest way.
-- F.W. Taylor,
 Management is the art of
getting things done through
others and with formally
organized groups. -- Harold
Koontz
 OBJECTIVES
1. Explain
the meaning, functions,
types and theories of
management (ABM_AOM11-Ia-
b-1)
MANAGEMENT FUNCTIONS
are needed in order to accomplish the
management process of coordinating and
overseeing the work performance of
individuals working together in
organizations.
MANAGEMENT FUNCTIONS INCLUDES

1. Planning involves determining the

organization’s goals, listing down
action plan that must be done and the
resources to be used to accomplish
them
MANAGEMENT FUNCTIONS INCLUDES
2. ORGANIZING- includes assigning
tasks, setting aside funds for future use,
and developing harmonious relationship
among them for the achievement of
organizational goal.
MANAGEMENT FUNCTIONS INCLUDES
3. STAFFING - indicates filling in the
different job positions in the organization’s
structure which includes recruiting
individuals depending on the type of jobs
and number of manpower needed. Its
purpose is to put the right person on the
right job
MANAGEMENT FUNCTIONS INCLUDES
4. LEADING/DIRECTING -involves
influencing, supervising, training,
guiding and motivating subordinates to
do their best so that they would be able
to help the organization’s endeavor to
attain their set goals.
MANAGEMENT FUNCTIONS INCLUDES
5. CONTROLLING - involves
evaluating and, if necessary, correcting
the performance of the individuals or
teams to ensure that they are all working
toward the previously set goals and plans
of the organization.
 Management functions will all go to waste if
coordination, efficiency, and effectiveness are not practiced
by an organization’s managers. Coordination ensures that
all individuals or teams are harmoniously working
together to achieve their goal while efficiency refers to the
optimal use of scarce resources (human, financial, physical,
and mechanical) in order to bring maximum productivity;
and effectiveness means “doing things correctly” when
engaged in activities that will help the organization attain
its aim.
 In my previous area of work (as a Production
Leader/Asst.Supervisor in a Manufacturing Company)
we do monthly planning in order to meet the given
amount of output product of
a certain motor. We plan the specific number
of motors that should be finish daily and
how many motors should an individual make
in every hour to meet the daily quota and if certain
downtime (broken down of machines) occurs during
the production, what is the right actionto do to
recover and still meet the quota.
 And so, before the start of production, as
a leader, I check if my staffs needed are complete to
form the production line and if not, then we need to
recruit (either internal/external) some individuals
depending on the needed skills in the production.
Then I organize the intended work groups to make a
certain part of a motor up to the end of the
production line and make sure that they work all
together harmoniously to finish the product.
 And to motivate them to finish their task accordingly,
I give them some rewards (giving vacation leaves, gifts
for the best operator, treat them outside, etc.) for them
to finish their tasks at the given target time with a
minimal scrap motor. And lastly, to make sure that we
meet the daily quota, I control their absences, make sure
that all operatorsdo their tasks correctly and check if
their machines are working according to the standards
that we should meet in making the motors.
 Management can be used in different aspects
of life. For the past decades, a lot of
management approach is developed. Some of
them even originated from another management
approach. In this module, we will just discuss
the important events of some specific
management
 It began in the late 19th century after the
Industrial Revolution but saw more definitive
form in the 20th century. Industrial Revolution
refers to the transition from hand production
methods to machines, new chemical
manufacturing processes, iron production
processes, increasing use of steam power, and
the development of machine tools.
EVOLUTION OF MANAGEMENT
THEORY
 EVOLUTION OF MANAGEMENT THEORY
1. Scientific Management Theory
Frederick W. Taylor (1856-1915) known as the “Father
of Scientific Management” is the most significant
contributor of this approach. He defines management as
“the one best way” for a job to be done. He made a study of
his worker why they have a low output. The result came out
that the workers have lack of enthusiasm, and discrepancy
in their job assignments with their skills. And so he came up
with the Scientific Management Principles.
Four Principles of Scientific Management:
1. Develop a new method in performing a job
base in science to replace the old one.
2. Teach, train and develop the workers.
3. Interest of employer & employees should be
fully harmonized
4. Establish fair division of work and
responsibility between management and
workers
Another contributor of this approach is the
husband and wife tandem of Frank
Gilbreth (1868-1924) and Lillian Gilbreth
(1878-1972). They devised a classification of
scheme to label 17 basic hand motions to
increase productivity and remove wasteful
motion which is called the “THERBLIGS”.
2. Administrative Management Theory
This theory focused on manager’s role and what management
practices are best to apply. The most famous personalities in this
approach are Henri Fayol (1841-1925) known as the “Father of
Principles of Management” and Max Weber (1864-1920). Fayol
believed that management activities should be practiced and
viewed separately from other organization activities such as
marketing, finance and research. While Weber wrote that
organizations must have authority structures and coordination
with others based on what he referred to as bureaucracy.
Henri Fayol’s Management Principles:
1. Work division or specialization
2. Authority and Responsibility
3. Discipline
4. Unity of Command
5. Unity of Direction
6. Subordination of individual interest to general
interest
7. Remuneration/pay
8. Centralization
9. Scalar chain of authority
10. Maintenance of Order
11. Equity/fairness
12. Stability of tenure of workers
13. Employee Initiative
14. Espirit de corps/Promotion of team spirit
Bureaucratic Characteristic:
1. Division of Labor
2. Formal Hierarchical Structure
3. Selection based on Technical Expertise
4. Management by Rules
5. Written Documents
6. Only Legal Power is Important
7. Formal and Impersonal relations
3. Behavioral Management Theory

This is also known as Human Relations

Management Theory. This theory focuses on
the human aspect of work. Elton Mayo (1880-
1949) and Abraham Maslow (1908-1970) are
the most commonly associated personalities
in this era
 Mayo did a study known as the “Hawthorne”, the
lighting experiment and the bank wiring room
supervision experiment to know what affects a worker’s
productivity. From this experiment, he concluded that the
supervisory tasks given to the worker (giving privileges
and special attention) boost their productivity and the
lighting has nothing to do with it. In addition, he
emphasized that the human relations and social needs of
workers are important aspects of management
On the other hand, Maslow created a theory based on his assumption
of the human needs known as Maslow’s Hierarchy of Needs. Needs are
classified according to hierarchical structure of importance from
lowest to highest
 (a) Physiological needs include food,
clothing, shelter, air, sex, and all other physical
needs necessary for a human being to live
well.
(b) Safety needs includes the basic
security, stability and protection such as body,
employment, resources, family, property, and
health security.
 (c) Belonging and Love needs includes
friendship, family and sexual intimacy.
(d) Esteem needs includes self-esteem,
confidence, achievement, respect, fame, and glory.
(e) Self-actualization needs is the last need to
be satisfied where in an individual feels the need of
finding himself. This may include acceptance of
facts, morality, spontaneity, and others
 4. Management Science Theory
This is also known as the Quantitative approach
to management. This theory originated during
World War II as mathematical and statistical
solutions to military problems were developed for
war time used.
 5. Organizational Environment Theory
This theory focused on understanding the external factors in the
environment that might have an effect on achieving
organization’s goal. They’ve recognized that human factor alone
is not the only reason to achieve their aim. Factors such as social,
technical and economic can be in the form of system (Open or
Closed) might as well affect their organization. Open system
interacts with its environment (trends and interest of people, etc.)
while Closed system has no interaction with its environment
(machines and materials, etc.).
 Understanding which system might affect the organization
either good or bad will lead managers to plan, decide and take
actions for the benefit of the whole organization.
Different Types of Management Styles
1. Autocratic

An autocratic style of management, is when, a manager

makes a decision unilaterally. The manager conveys the decision
to staff, and they have to work, within the scope of that decision
2. Consultative
In the consultative style, the manager engages the
subordinates efficaciously, in the decision-making
and problem-solving process. The consultative style
endorses the concept of empowerment.
Communication is generally downward, but
feedback to the management is encouraged to
maintain morale
3. Persuasive
Persuasive style of management is somewhat
similar to the autocratic style of management. The
major difference is that, despite holding the entire
power of decision-making, the persuasive manager
spends more time, working with his subordinates, in
order to try to convince them, of the benefits of the
decision that have been made.
4. Democratic
A democratic style is a multilateral approach,
where the manager allows the employees, to take
part in decision-making, and therefore everything is
agreed upon by the majority. This type of
management style is mostly found in businesses,
where efficiency is a joint operation.
5. Laissez Faire
Laissez Faire by definition means refusal to
interfere. In Laissez Faire style, the role of the
manager is more like a mentor and stimulator,
and the employees manage their respective areas
of business. This type of management works only,
if the people involved are self-motivated and
task-oriented
MULTIPLE CHOICE: Direction: Read and
understand each question carefully. Write the letter
of the best answer in a separate sheet of paper.
1. Which management principle states that each
subordinate should report and receive to only one
superior to avoid conflict or confusion?
A. Authority C. Equity
B. Centralization D. Unity of Command
2, Which part of the management function includes
evaluating results, correcting performance of
employees and see to it that set goals and plans will
be achieved?
A. Controlling C. Organizing
B. Leading D. Planning

3. Which of the following influential people is known

as the father of scientific management?
A. Fayol C. Taylor
B. Mayo D. Weber
4. Which of the following activities is an example of
the Hawthorne study?
A. Bank wiring observation C. Lighting experiment
B. Employee interview program D. Machine testing

5. What management function is displayed in this

situation: Andrei spend most of his time at work
setting their goals and deciding on the different tasks
for his subordinates to achieve it.
A. Leading C. Planning
B. Organizing D. Staffing
6. Which management theory states that human
factor alone is not a consideration to achieve
organizational effectiveness?
A. Behavioral Management
B. Management Science
C. Organizational Environment
D. Scientific Management

7. Who is the father of Principles of Management?

A. Abraham Maslow C. Frederick Taylor
B. Elton Mayo D. Henri Fayol
8. Which of the following management theory
originated during World War II as mathematical and
statistical solutions to military problems were
developed for wartime use?
A.Administrative Management
B.Behavioral Management
C. Management Science
D. Scientific Management
9. Which of the following is the least need of human
base on Maslow’s Hierarchy of needs?
A. Belonging C. Physiological
B. Esteem D. Self-actualization
10. Which management theory focuses on
human aspect of work?
A. Administrative Management
B. Behavioral Management
C. Organizational Environment
D. Management Science
11. What management function is displayed in this
situation: Diane is the manager of a five-star hotel. In
her 5 day observation, she noticed that they had
plenty of customers checking in and out. Due to
insufficient staff to assist the customer’s daily needs,
she decided to recruit and hire additional employees.
A. Controlling C. Organizing
B. Leading D. Staffing
12. Which of the following is NOT a
characteristic of bureaucracy?
A. Generalism C. Impersonality
B. Hierarchy of authority D. Specialization
13. Which of the following statements is correct
in terms of Autocratic to persuasive type of
management?
A. A manager is more like a mentor.
B. The manager makes the entire decision.
C. Manager allows the employees in decision
making.
D. Managers spend more time working with his
subordinates.
14. Which term is best described as the process
of obtaining, deploying, and utilizing a variety of
resources to contribute to an organization's
success?
A. Management C. Planning
B. Organizing D. Staffing
15. Which management function is involved in
determining the organization’s goals, and performance
objectives, and defining strategic actions that must be
done to accomplish them?
A. Controlling C. Organizing
B. Leading D. Planning
That’s all for today
GOODBYE CLASS!
God bless us all

GENNELY S. PILAPIL