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Organization and Management 4

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7 views33 pages

Organization and Management 4

PPT

Uploaded by

Abby Villapando
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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ORGANIZATIO

N AND
MANAGEMENT
REVIEW:

•What is management?
•What are its functions? (PLOCS)
•What are the types of
management?

2
THEORIES OF
MANAGEMENT

3
THEORIES OF MANAGEMENT

 In the 1880’s, Frederick


W. Taylor (Father of
Scientific Management)
1. SCIENTIFIC
MANAGEMENT THEORY
 Improves economic
efficiency and labor
productivity as it apply
science to the engineering
of processes to
management.
THEORIES OF MANAGEMENT

 The system of mass


2. FORDISM production and task
specialization that was
pioneered in the early 20th
century named after
Henry Ford, the founder of
Ford Motor Company
THEORIES OF MANAGEMENT

 In the early 1900’s, Henri


3. FAYOL’S THEORY
OF MANAGEMENT Fayol identified the 14
principles management.
THEORIES OF MANAGEMENT
 Examines the different
aspects of the work
environment (such as
lighting, timing of breaks,
length of the workday) on
4. HAWTHORNE the work productivity
STUDIES
 Also, the effect of
improvement in
performance caused by
observing workers.
THEORIES OF MANAGEMENT

 Organization can be seen


5. THE SYSTEM as either an open system,
APPROACH where it interacts with its
external environment, or a
closed system.
MANAGER?
MANAGE
R
A person who has
control or direction of
an institution,
business, or of a part,
division, or phase of a
group.
TOP-LEVEL
MANAGER
S
MIDDLE-LEVEL
MANAGERS

FRONTLINE
MANAGERS
11
MANAGEMENT
LEVELS
TOP-LEVEL Are the Senior Executives
MANAGER responsible for the overall
S management and
MIDDLE-LEVEL effectiveness of the
MANAGERS organization.

E.g Chief Executive


FRONTLINE Officer (CEO) and Chief
MANAGERS Operating Officer (COO)

12
MANAGEMENT
LEVELS
TOP-LEVEL Translate the general
MANAGER goals and plans
S developed by top-level
MIDDLE-LEVEL managers into more
MANAGERS specific objectives and
activities.
FRONTLINE
MANAGERS E.G. Division
Managers,
13
Department Managers
MANAGEMENT
LEVELS
TOP-LEVEL • Directly supervises the
MANAGER operations.
S • Directly involved with
MIDDLE-LEVEL nonmanagement
MANAGERS
E.G. Supervisors,
FRONTLINE Branch Manager
MANAGERS

14
WHAT MANAGERS
REALLY DO?
INTERPERSONAL ROLES

1.LEADER – staffing, training, and


motivating people.
2.LIAISON- maintaining a network
of outside contacts who provide
information and favors.
3.FIGUREHEAD- performing
symbolic duties.
16
INFORMATIONAL ROLES

1.MONITOR – seeking and


receiving information.
2.DISSEMINATOR- transmitting
information from source to source.
3.SPOKESPERSON- speaking on
behalf of the organization about
plans and policies.
17
DECISIONAL ROLES
1.ENTREPRENEUR- searching for
more business opportunities and
initiating new products.
2.DISTURBANCE HANDLER-
taking corrective action during
crises or other conflicts.

18
DECISIONAL ROLES
3. RESOURCE ALLOCATOR-
providing funding and other
resources to unit of people.
4. NEGOTIATOR – engaging
negotiating with parties outside the
organization as well as inside.

19
20
WHAT DOES IT
TAKE TO BECOME
AN IDEAL
MANAGER?
MANAGERIAL SKILLS
1.TECHNICAL SKILLS – ability to perform a
specialized task that involves a certain
method or process.

e.g. Accounting and finance courses will


develop the technical skills a manager
needs in able to understand and manage
financial resources of a company.
22
MANAGERIAL SKILLS
2. CONCEPTUAL AND DECISION
SKILLS – ability to identify and resolve
problems.

e.g. Planning and deciding for the


resources needed for setting up the
office.
23
MANAGERIAL SKILLS
3. INTERPERSONAL AND
COMMUNICATION SKILLS – ability to
lead, motivate, and communicate
effectively with others, also referred to as
“people skills”

e.g. motivate, communication skills


24
MANAGERIAL SKILLS
4. HUMAN SKILLS – also referred to as
“emotional intelligence or “EQ”
- Skills of understanding yourself, managing
yourself and dealing effectively with others.

e.g. listening to the employees’ voice


and meeting their needs.
25
ROLE PLAY
“The effect of a good
management in a business
organization”

26
TEST YOURSELF
B
A
B
B
D
C

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