OBJECTIVES:

At the end of the lesson, the learners

are expected to:

❖ Explain the meaning, functions, types

and theories of management.
Organization
&
Management
NATURE AND
CONCEPT OF
MANAGEMENT
What is the meaning
of Management from
different
perspectives?
 MANAGEMENT

Art of getting things done through

people.

- Mary Parket 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
they 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 -
MANAGEMENT
The process of planning,
organizing, leading and
controlling human and
other organizational
resources towards the
effective achievement of
organizational goals
ORGANIZATION
A goal-directed
deliberately structured
group of people
working together to
achieve results.
MANAGEMENT
Management covers the
whole organization and is
present in every area in the
organization. For
management to be successful-
coordination, efficiency and
effectiveness are required to
carry it out.
Functions of
Management
(POSDiCon)
Management functions are needed in
order to accomplish the management
process of coordinating and overseeing
the work performance of individuals
working together in organizations.
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.
1. Planning
- deciding on an
organization’s goals
and strategies.
1. Planning
- “Charting the future”
- Deciding in advanced WHAT to do,
WHEN to do and HOW to do it.
(MISSION, VISION, OBJECTIVES)
2. Organizing
- includes assigning tasks, setting
aside funds for future use, and
developing harmonious relationship
among them for the achievement of
organizational goal.
2. Organizing
- ensuring that tasks
have been assigned and
the structure of
organizational
relationships facilitates
meeting goals.
2. Organizing
- “Backbone of the management”
- Funds needed for every department
(machine, capital, personnel)
- Grouping of activities together.
(ex. Marketing dept., sales dept.,
productions/operations dept., etc.)
2. Organizing
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.
3. Staffing
-includes hiring and promoting
employees
-training and development, salary and
performance appraisal
-its purpose is to put the right person
on the right job.
4. Directing (Leading)
-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.
4. Directing (Leading)
-Influencing or motivating
others to do their best in
work.
-It involves supervision,
motivation and guidance
of employees
4. Directing
Direction has following elements:
1. Supervision
2. Motivation
3. Leadership
4. Communication
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.
5. Controlling:
This function involves with
monitoring or checking
the performance of
employees, comparing it
with organizational
goals, and taking
corrective actions when
necessary.
PLANNING STAFFING
-Managers and up - Training, recruitment
(department managers, and HR staffs
heads)

ORGANIZING DIRECTING
- Frontline leaders or
-HR or senior managers operations

CONTROLLING
-Quality Control
INDUSTRIAL REVOLUTION
- it 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
Theories
 A. Scientific Management Theory
- Known as the Father of Scientific
Management
- 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
Frederick W. Taylor (1856-1915)
Scientific Management Principles.
 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.

Frederick W. Taylor (1856-1915)

 A. Scientific Management Theory
- Emphasizes efficiency by focusing
entirely on employee productivity
and rewarding employees monetarily
based on their productivity.
- The greater the efficiency of a worker,
the greater is the financial reward, and
vice versa.
Frederick W. Taylor (1856-1915)
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”.
 B. General Administrative Theory
- This theory focused on manager’s
role and what management
practices are best to apply.
Henri Fayol (1841-1925)
- concentrates on the manager’s
functions and what makes up good
management practice or
implementation.
Max Weber (1864-1920)
 B. General Administrative Theory
- Known as THE FATHER OF
PRINCIPLES OF MANAGEMENT
- Fayol believed that management
activities should be practiced and
Henri Fayol (1841-1925)
Father of Modern
viewed separately from other
Management organization activities such as
Theory
marketing, finance and research.
 B. General Administrative Theory
Bureaucratic Theory of
Management
-proposes that the best way to run an
organization is to structure it into a rigid
hierarchy of people governed by strict
Max Weber (1864-1920)
rules and procedures
- all business tasks must be divided among
the well-trained employees.
 B. General Administrative Theory
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
Division of Work – Work is divided according to
the specialization or skill of the worker to
increase their efficiency.

Authority and Responsibility – refers to the issue

of commands followed by responsibility for their
consequences.
Discipline – refers to obedience, proper conduct in
relation to others, respect of authority, etc.

Unity of Command – states that each subordinate should

receive orders and be accountable to one and only one
superior.

Unity of Direction – all those working in the same line of

activity must understand and pursue the same objectives.
Subordination of Individual Interest – the management
must put aside personal considerations and put
company objectives firstly.

Remuneration – workers must be paid sufficiently as this

is a chief motivation of employees and therefore
greatly influences productivity.

Degree of Centralization – the amount of power

wielded with the central management depends on
company size.
Stability of Tenure of Personnel – the period of service
should not be too short and employees should not be
moved from positions frequently.

Initiative – using it can add strength and new ideas to

an organization.

Esprit de Corps – refers to the need of managers to

ensure and develop morale in the workplace;
individually and communally.
Scalar Chain – refers to the chain of superiors ranging
from top management to the lowest rank.

Order – social order ensures the fluid operation of a

company through authoritative procedure.

Equity – employees must be treated kindly, and justice

must be enacted to ensure a just workplace.
 B. General Administrative Theory
Max Weber’s
BureaucraticCharacteristic:
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
 C. Behavioral Management Theory
- This is also known as Human Relations
Management Theory.
- This theory focused on the human aspect of
work.
- Elton Mayo (1880-1949) and Abraham
Maslow (1908-1970) are the most commonly
associated personalities in this era.
 C. Behavioral Management Theory
- Mayo did a study known as the “Hawthorne”, the
lighting experiment and the bank wiring room
supervision experiment to know what affects the
productivity of a worker. 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.
C. Behavioral Management Theory
 D. 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.
 E. 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.).
 F. Total Quality Management (TQM)
- Total Quality Management
is a management philosophy
W. Edwards Deming (1900–1993) that focuses on the
satisfaction of customers,
their needs, and
expectations
Joseph M. Juran (1904–2008)
Management theories are theories that
help improve the management process;
and management process is the
coordinating and overseeing of the
work performance of individuals
working together in organizations so
that they could efficiently and
effectively accomplish their chosen
goals.
 DIFFERENT
TYPES OF
MANAGEMENT
STYLE
 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 consultative style, the manager engages the
subordinates efficaciously, in the decision making
and problem solving process.
- 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
- 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.
Performance Task #1:

1. Research about the CEOs or Presidents of a well known

corporations

▪ Name five Chief Executive Officers (CEOs) or Presidents of

known corporations.

▪ Describe their work as top-level managers of their respective

corporation.

▪ Relate your description of their work with the functions, roles,

and skills of managers discussed in this lesson.
Performance Task #2:

1. As a student, think of a task in school

where you think you could apply your
knowledge in management. Enumerate
the steps on how you are going to do it,
then identify the management theories
applied in your task.
Criteria:

Content & Concept -- 20 points

Originality -------------- 15 points
Structure --------------- 10 points
Timeliness -------------- 5 points
Thanks!
PREPARED BY:
Mr. Jarold T. De la Cruz
Organization and Management Teacher

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