ORGANIZATION AND MANAGEMENT

ASSIGNMENT
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.
 Management is a non-stop process of ensuring continuity and growth within an
organization.
 Management is a purposive activity. It is something that directs group efforts towards
the attainment of certain pre - determined goals. It is the process of working with and
through others to effectively achieve the goals of the organization, by efficiently using
limited resources in the changing world.
 According to Harold Koontz, “Management is an art of getting things done through and
with the people in formally organized groups. It is an art of creating an environment in
which people can perform and individuals and can co-operate towards attainment of
group goals”.
 According to F.W. Taylor, “Management is an art of knowing what to do, when to do
and see that it is done in the best and cheapest way”.

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.
b. Organizing-Demands assigning tasks, setting aside funds, and bringing harmonious relations
among the individual and workgroup or teams in the organization.
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.
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.
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. 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.
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 motivated not anymore by rewards and
punishment but by persuasive techniques.
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.
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 MANAGEMENT
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:
1. Develop a science for each element of an individual’s work to 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; and
4. Divide work and responsibility almost equally between management and workers.
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. By separating a
small part of work, the worker’s speed and accuracy in his/her performance increases. This
principle applies to both technical as well as managerial work.
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. This principle suggests that
there must be parity between authority and responsibility. They are co-existent and go
together, and are two sides of the same coin, and the authority must be commensurate with
responsibility.
3. Discipline- Refers to obedience, proper conduct in relation to others, respect of authority etc.
It is essential for the smooth functioning of all organizations. This will also help shape the
culture inside the organization.
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. Unity of Command also makes it easier to fix responsibility for
mistakes.
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, there should be one
plan of action for them, and they should be under the control of one manager.
6. Subordination of individual interest to general interest- The management must put aside
personal considerations and put company objectives first. Therefore the interests of goals of
the organization must prevail over the personal interests of individuals.
7. Remuneration/Pay – Workers must be paid sufficiently as this is a chief motivation of
employees and therefore greatly influence productivity. The quantum and methods of
remuneration payable should be fair, reasonable, and rewarding of effort. Remuneration is paid
to worker as per their capacity and productivity. The main objective of an organization is to
maximize net profit and wealth of the company.
8. Centralization- The amount of power wielded with the central management depends on
company size. Centralization implies the concentration of decision-making authority at the top
management. Sharing of authority with lower levels is called decentralization.
9. Scalar chain of authority- Refers to the chain of superiors ranging from top management to
the lowest rank. The principle that there should be a clear line of authority from top to bottom
linking all mangers at all levels. It is considered a chain of command. However, there is a
concept called a “gang plank” in which a subordinate may contact a superior in case of an
emergency, defying the hierarchy of control. In this event, the immediate superiors must be
informed about the matter.
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. Orders
should be acceptable and under the rules of the company.
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 toward all employees.
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.
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.
14. Promotion of team spirit or esprit de corps- Refers to the need of mangers 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 wrote in the early 1900s 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. Research
on behavior helps managers carry out their functions- leading, team building, resolving conflict,
and others. Robert Owen, Mary Parker Follett, Hugo Munsterberg, and Chester Barnard were
the early supporters of the OB Approach. During the late 1700s, Owen noticed lamentable
conditions in workplaces and proposed ideal ways to improve the said conditions. 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 employee in companies.
Barnard, in the 1930s, suggested that cooperation is required in organizations since it is, mainly,
a social system.