ORGANIZATION AND MANAGEMENT

INTRODUCTION
INTRODUCTION
• There are various teams in an
organization which operates in different
ways. One of which is the management
team which is said to be the source of
power of an organization.
 INTRODUCTION
• Organization and management need
and support the other and should exist
side by side. If there is no management to
steer, organizations will be inert and
useless. And on the other hand, if there is
no organization to manage, management
will be hollow and meaningless.
INTRODUCTION
• In the world of administration, human
actions and objectives are carried out and
accomplished through essential elements
which are organization and management.
Organizations consist of people who
share common objectives or purpose.
 INTRODUCTION
• The behavior of the organization is
directed towards the attainment of
these objectives. The members who
compromise the organization work
jointly in groups and cooperate in
interdependent relationships.
INTRODUCTION
• Furthermore, organizations use knowledge
and techniques to accomplish their goals.
Management, on the other hand, involves the
coordination of human and material resources
towards the attainment of organization’s
goals.
INTRODUCTION
• In any organization, absolute harmony is
hard to attain and, perhaps, unrealistically
achievable. What is more realistically
bound to happen is for some conflict to
arise. Thus, it is the task of management to
integrate the varied elements, be these
cooperative or conflictive, into a complete
organizational undertaking.
OUTLINE
OF THE PRESENTATION
OBJECTIVES OF THE STUDY
OBJECTIVES OF THE STUDY
• To determine and differentiate various
management concepts, techniques, and
principles.
• To learn how to implement orders
effectively.
• To identify the differences between
knowledge and manual workers.
BODY OF THE REPORT
SCIENTIFIC MANAGEMENT
Task Management Theory:
• Division of labor and specialization
• Unity of command and centralization of decision making
• One way authority
• Narrow span of control
SCIENTIFIC MANAGEMENT
• Frederick W. Taylor – Father of Scientific
Management
• Carl G. Barth
• Henry L. Bantt
• Stanford E. Thompson and many others
SCIENTIFIC MANAGEMENT
Functional staff responsibilities for activities:
• Incentive Standard
• Methods Analysis
• Quality Control
• Production Control
• Material Handling
SCIENTIFIC MANAGEMENT
Treatment of management problems:
• A statement of the problem in a mathematical form
• Reliance on measurable quantities
• Use of computers
• Dedication to rational decision making
SCIENTIFIC MANAGEMENT
Engineering supplying the same scientific
approach to problems in:
• Organization
• Financing
• Office and field operations
• Inventory and control
SCIENTIFIC MANAGEMENT
Engineers has five habits in mind:
• They know where their time goes.
• They focus on outward contribution.
• They build on strengths.
• They concentrate on a few areas where superior
performance will produce outstanding results.
• Engineers make effective decisions.
HUMANISTIC MANAGEMENT
• Konosuke Matsushita – founder of
Panasonic Corporation of Japan
HUMANISTIC MANAGEMENT
What is the key to the success of your management?
Matsushita answered,
1. We have a good staff.
2. Our policies were clear.
3. We upheld an ideal to be striven for.
4. Our chosen field of business was appropriate at that time.
5. We did not allow factions to form within our company.
6. We regarded the company as a public institution.
7. We followed a policy of open management.
8. We worked towards a system of management by all employees.
HUMANISTIC MANAGEMENT
Three Management Philosophies according
to Matsushita:
• A goal
• An ideal
• A vision
HUMANISTIC MANAGEMENT
Five Key Points to Success in Enterprise Management:
1. To have a clear management philosophy, clear goals, and definite
ideal.
2. To manage a company with the full realization that every
enterprise is a public enterprise.
3. To practice open management.
4. To collect the wisdom of the many.
5. To try your best to acquire an unflappable and supremely
adaptable mind.
HUMANISTIC MANAGEMENT
According to Matsushita, a corporation must
above all else to achieve its objective
1. People-first business policy.
2. Every employee must learn to think like a
business manager and must share his
knowledge.
3. The company is looked upon as lifetime
education center.
DIRECTING PEOPLE ON THE JOB
What is an Order?
An order is a specific message conveyed
by a leader to a follower for the purpose of
influencing the follower to take desired action.
Orders are either verbal or written.
DIRECTING PEOPLE ON THE JOB
When to use verbal orders?
1. When the order is simple and the
message can be clearly heard.
2. When privacy is important.
3. When the follower is intelligent and
reliable.
4. When a demonstration is involved.
DIRECTING PEOPLE ON THE JOB
When to have written orders?
• When precise figures or complicated details are involved
• When orders must be passed on to someone else
• When the workers involved are slow to understand and
forgetful
• When you want to hold the receiver strictly accountable
DIRECTING PEOPLE ON THE JOB
• When particular sequence must be
followed exactly
• When a notice board can be suitably used
• When you are quoting general instructions
on higher authority
• When a record is desirable, perhaps the
order may need to be referred to in the
future
DIRECTING PEOPLE ON THE JOB
Whether verbal or written, every order will fall into one of four
distinct categories such as:
• A request
• A suggestion
• Asking for volunteers
• A direct order
DIRECTING PEOPLE ON THE JOB
REQUEST. Here the leader asks the follower
to act as the leader wishes.
• Anyone who is interested in his work.
• Someone who welcomes responsibility.
• Someone who is interested in advancement
• A group of experienced personnel with good
morale.
• Someone whose initiative you want to develop
DIRECTING PEOPLE ON THE JOB
ASKING FOR VOLUNTEERS. The leader explains what is to be
done and asks for volunteers to do it.
• Jobs that are dangerous or disagreeable
• For extra heavy work
• For jobs that require overtime
• When you want a skilled worker to do a special unskilled job
DIRECTING PEOPLE ON THE JOB
DIRECT ORDER OR COMMAND. This is the last
alternative. One should only use a direct order under
the following circumstances.
• In case of danger or extreme urgency
• When haste is important
• With lazy and indifferent workers or chronic
objectors
• For careless workers
• When all other methods have failed repeatedly
DIRECTING PEOPLE ON THE JOB
Guiding principles on how to phrase orders
effectively:
1. Clear
2. Complete
3. Concise
4. Acceptable
HOW TO GIVE EFFECTIVE ORDERS
The way to give orders effectively, and earn
yourself a reputation as Compelling Leader, you
must:
• Clarity your objective
• Obtain favorable attention
• Make it simple and specific
• Phrase it tactfully for best results
• Explain why it should be done your way
HOW TO GIVE EFFECTIVE ORDERS
• Learn how much information and guidance he needs
• Let him have it
• Inspire his confidence in you and the correctness of your
order
• Note his readiness to act
• Give him faith in his ability to carry it out
THE KNOWLEDGE WORKERS
The report challenges managers in the Asia
Pacific to release the potential of their
knowledge workers by:
• Acknowledging that knowledge workers
are different
• Accepting that traditional command and
control methods of management are
outdated and inappropriate
THE KNOWLEDGE WORKERS
• Creating new ways of organizing work suitable for
knowledge working
• Ensuring the right backup systems are provided
which take into account the motivations and values
of knowledge workers
ANALYSIS
ANALYSIS
• Scientific Management is a concept where
engineering science is applied in the solution of
management problems. Also, continuous changes
and improvement is implemented in this theory to
discover new methods and techniques for the
betterment of the organization. It is focused on
achieving success through the right process.
ANALYSIS
• On the other hand, Humanistic Management
is another concept slightly different from the
approach of the first one. In this theory, the
welfare of not only the employees but also the
clients are put first. Employee’s skills and
capacities are developed and are seen not
only as mere resource. This is a management
of collective wisdom where everyone in the
organization matters.
ANALYSIS
• For subordinates to take action, a leader conveys
specific messages which are called orders. It could
be implemented either through a verbal or written
matter. Verbal orders are used for simple and
messages which could be easily delivered.
ANALYSIS
• On the other hand, a written order is used
when figures are involved and the message
is hard to understand. For an order to be
successfully delivered, the right manner
should be chosen. Also, it could fail into
different categories which are a request,
suggestion, asking for volunteers, or a
direct order.
ANALYSIS
• Determining the function of the workers in
an organization is critical in assigning tasks
and work. Employers could be categorized as
a knowledge or manual worker. A manual
worker’s tasks can be assessed in terms of
quantity and quality of a discrete
accomplishment.
ANALYSIS
• On the contrary, a knowledge
worker’s work can’t be measured by
quantity, it is defined by results. He
produces ideas, information, and
concepts that could help the
organization be productive and
effective.
SYNTHESIS
VARIATIONS OF SCIENTIFIC MANAGEMENT AFTER TAYLORISM

• Taylorism was one of the first attempts to

systematically treat management and process
improvement as a scientific problem. Later
methods took a broader approach, measuring not
only productivity but quality. With the
advancement of statistical methods, quality
assurance and quality control began in the 1920s
and 1930s.
 VARIATIONS OF SCIENTIFIC MANAGEMENT AFTER TAYLORISM
• During the 1940s and 1950s, the body of
knowledge for doing scientific management
evolved into operations management,
operations research, and management
cybernetics.
• In the 1980s total quality management became
widely popular, growing from quality control
techniques. In the 1990s "re-engineering" went
from a simple word to a mystique.
VARIATIONS OF SCIENTIFIC MANAGEMENT AFTER TAYLORISM

• Today's Six Sigma and lean manufacturing

could be seen as new kinds of scientific
management, although their evolutionary
distance from the original is so great that the
comparison might be misleading.
VARIATIONS OF SCIENTIFIC MANAGEMENT AFTER TAYLORISM

• In particular, Shigeo Shingo, one of the

originators of the Toyota Production
System, believed that this system and
Japanese management culture in general
should be seen as a kind of scientific
management. These newer methods are all
based on systematic analysis rather than
relying on tradition and rule of thumb.
ELTON MAYO AND THE HAWTHORNE EXPERIMENTS
• The Hawthorne experiments were a series of
studies that took place in a Western Electric
plant near Chicago during the late 1920s and
early 1930s—the heyday of scientific
management. The original experiment was
designed to isolate factors in the workplace that
affected productivity.
ELTON MAYO AND THE HAWTHORNE EXPERIMENTS
• The researchers alternatively offered
and then took away benefits such as
better lighting, breaks, shortened work
schedules, meals, and savings and stock
plans. But regardless of whether the
change was positive or negative, the
productivity of the test subjects
increased.
ELTON MAYO AND THE HAWTHORNE EXPERIMENTS
• For example, when lighting was increased,
productivity increased—as expected. What was
not expected was that as lighting was diminished,
productivity still increased. It was not until the
lighting levels were near candlelight luminosity
and the women could not see their work that
productivity decreased. At this point, an
Australian-born sociologist named Elton Mayo
became involved.
THE FOUR PILLARS: LEADERSHIP, MANAGEMENT,
COMMAND, & CONTROL
• While there is much agreement
nowadays about the need for good
leaders and managers, the need for
command and control have come
under fire as organizations move away
from hierarchical (vertical) layers to
horizontal or flat structures.
 THE FOUR PILLARS: LEADERSHIP, MANAGEMENT,
COMMAND, & CONTROL
• However, command and control are just as
important as leadership and management if
we return to their true meaning. In fact, they
are the four pillars of every organization as
they directly drive the organization. Used
properly, the organization will grow; used
improperly, it will sink.
 THE FOUR PILLARS: LEADERSHIP, MANAGEMENT,
COMMAND, & CONTROL
• These are not distinct processes, but rather concepts
that all leaders perform in order to build and
strengthen their organizations.
 THE FOUR PILLARS: LEADERSHIP,
MANAGEMENT, COMMAND, & CONTROL
• Leadership - drives the interpersonal aspects of the
organization, such as moral and team spirit.
• Management - deals with the conceptual issues of the
organization, such as planning, budgeting, and organizing.
• Command - guides the organization with well thought-out
visions that make it effective.
• Control - provides structure to the organization in order to
make it more efficient.
CONCLUSION
CONCLUSION
• In conclusion, we were able to learn that there are
different management principles, techniques, and
approaches. The first one is the work of Frederick
W. Taylor which is the scientific management. It
revolves around the concepts of division of labor
and specialization, unity of command and
centralization of decision making, one-way
authority, and narrow span of control.
CONCLUSION
• This concept basically is a theory of
management that analyzes and synthesizes
workflows. Its main objective is improving
economic efficiency, especially labor
productivity. Also, it encourages continual
changes by thinking about new methods
and techniques. Another concept is the
humanistic management.
CONCLUSION
• It is a people-oriented management that
seeks profits for human ends. It contrasts
with other types of management that are
essentially oriented toward profits with
people seen as mere resources to serve this
goal. It also regards concern for persons and
human aspects in managing organizations.
CONCLUSION
• It is oriented not only to obtaining results
through people, but also, and above all,
toward people themselves, showing care
for their flourishing and well-being. These
helped us to have a realization that these
concepts could be integrated together to
form a method of authority that could
benefit everyone in an organization.
•
CONCLUSION
• Furthermore, we learned about the process and
right way of implementing orders in an
organization. It could be conveyed through a verbal
or written manner and could fall into categories
such as a request, suggestion, asking for a
volunteer, or direct order. We realized that is was
very important to phrase orders effectively, it
should be clear, complete, concise, and acceptable.
CONCLUSION
• Also, we knew the difference between
knowledge and manual workers and how
critical it is to be able to distinguish the
difference of the tasks to be given between
the two. And lastly, we became aware
about how human resource is the most
important resource in any organization.
REFERENCES
REFERENCES
• http://www.nwlink.com/~donclark/leader/LMCC.html
• https://courses.lumenlearning.com/wm-
principlesofmanagement/chapter/reading-humanistic-
management/
• Hebeisen, W. (1999). F. W. Taylor und der Taylorismus. Über
das Wirken und die Lehre Taylors und die Kritik am
Taylorismus. Zürich: vdf Hochschulverlag AG. p. 188.
• Project Construction Management by Max B. Fajardo