#LEC1

THE NATURE OF MANAGEMENT LOWER LEVEL (move the org)

Learning Objectives On hand workers

•Defining MANAGEMENT

•Identifying Management levels and function Functions of Management

•Evaluating Managers many roles describing Planning

different manager's skills
Organizing
•Avoiding Management Myths
Staffing Controlling
MANAGEMENT
Leading
GOVERN BY THE RULES AND BY LAWS

ORGANIZATION
M's Of Management
Groups of individuals constantly join forces to
Man
accomplish common GOALS.
Money
MANAGERS
Machines
Individuals have the sometimes-unenviable task of
making decisions, solving difficult problems, setting materials
goals, planning strategies and rallying individuals
Methods
To be exact, managers administer and coordinate
resources effectively and efficiently to achieve the Market
goal of the organization.

LEVEL OF MANAGEMENT
Roles Performed by the MANAGERS
TOP LEVEL (brain)
Interpersonal- it involves human interaction
Ensure that major performance objective ore
Monitor, disseminator, spokesperson
established and accomplished
Informational- involves the sharing and analyzing
MIDDLE LEVEL (barrier)
information
Report to the top managers
Figurehead, leader, liaison

Decisional - involves decision making

and are in charge of relatively large departments
Entrepreneur, disturbance handler, resource
or division consisting of several smaller units.
SKILLS NEEDED BY MANAGERS
Technical- important in a lower-level coz it requires
to use proficiency or expertise.
-uniqueness
Human- ability to work well. It is the spirit of
TRUST, ENTHUSIASM and GENUINE.
Conceptual- Ability to think analytically
DISPELLING COMMON MANAGEMENT MYTHS
MYTHS
•The manager is a reflective methodical planner
•managers job is a science
•managers seek out the information they require
REALITY
•The average manager is swamped by trivialities
and crises and spend only nine minutes or so on
any activities
•rely heavenly on interaction and judgment
•Managers don't always have access to
information they need
#LEC2
LESSON 2:
VARIOUS TYPES OF MANAGEMENT THEORIES
Learning Objectives
•Explain the evolution of Management and be able
to relate it to the present.
•Identify the different pioneers in Management
and Organization
•Recognize the importance of understanding the
ideas behind the Management
The formalization of Management Theories
started in 19th century
(In Philippines, the Management started in 19th
century also. In the occupation of Spaniards, led by
Queen Isabel II. She started to study the different
kind of economic status of different country all
over the world. She saw that the Philippines is a
tropical country who’s rich in resources. She gains
an idea to go to Philippines. Spices is one of her
reasons. Barter change started. Queen Isabel let
the biggest ship of Spaniards go to Philippines, and
it became a galleon trade theory, with the lead of
Napoleon Galleon (because of spices). He let the
Filipinos to get what they want from the ship but
with the condition that he can do or get what he
wants in the Philippines, and it started the barter
change.
Queen Isabel also came up with an idea to get all
the resources she wants from the country, like
mines. She goes to the Philippines to check its
economy. She came up with the idea for the
people to use coins, gold or bronze. Filipino also
learned the use of saving money. And that's when
queen Isabel came up with an idea to have a
financial intermediaries (banks) BPI, banko monetary benefits and income to increase the
espanyol pilipino queen Isabel II, the first bank in efficiency of the workers.
the Philippines. That's when the reproduction of
In-kind incentives.
money started. And that's when the idea of
business also started. Bank of the Philippines Island
(BPI).
CONTRIBUTORS
Mechanization=Merchandising
PETER DRUCKER- Father of Management.

Where with the emphasis on MECHANIZATION of

the process of production, everything changed and MAX WEBER (1905)
turned the whole world of work into large scale
(The theory of Social and Economic Organization)
manufacturing.
The Bureaucratic School of Management
(malayang kalakaran)
3 STAGES OF THE DEVELOPMENT OF BUSINESS
1. Formal hierarchical structure
✓CLASSICAL MANAGEMENT THEORY
2. Management by rules
(For example, a cassette tape, if you wanted to
3. Organized by task competency
rewind a past transaction you have to flip around,
you can add, rewind) 4. Impersonal Relationship

5. A focused mission

✓NEO-CLASSICAL MANAGEMENT THEORY 6. Employment based on technical qualification

(Devices were invented, like disk memory card)

✓MODERN MANAGEMENT THEORY FREDERICK TAYLOR (1911)

(Save by the flash drive, downloaded applies Principles of Scientific Management

technology)
-continuous discovery
1.)CLASSICAL MANAGEMENT THEORY
-The oldest formal school of thought which begun
around 1900 and continued until 1920's
-Propose an in objective and systematic method to
identify "the one best way" to do a job using
scientific selection and training methods; co-
operation and clear division of responsibility
between managers and workers; pay for
performance.

-This theory evolved in response to the shift form Right people for the right job.
handicraft to industrial production.
Training development selection
-The emphasis was the economic rationality of
Pay for their right performance.
people motivated by economic incentives l,
FRANK and LILIAN GILBERTH (1912-1924)
Time and Motion Studies
-experiment of gravity
-The expected results are employee satisfaction,
productivity and efficiency.
-one job for one person
-sakto lang sa competencies ng isang employee ang
task.
-employees are not robots
HENRY GANTT (1910-1915)
PROJECT SCHEDULING
-The protégé and associate of Frederick Taylor, he
designed a project scheduling model for increasing
the efficiency of project execution and
completion.
-Father of Gantt Chart
-to avoid more workload by schedules.
HENRY FAYOL (1916)
Administration Industrielle et Generale
The Administrative School of Management
14 Principles
1. Division of work (divide the task accordingly)
2. Authority (applying the rights of authority)
3. Discipline
4. Unity of command (one employee one
command)
5. Unity of Direction (one unity of command leads
to one unity of direction)
6. Subordination of interest (you must accept the
idea of middle or the lower level of Management
if you are the higher management)
7. Remuneration (compensation)
8. Centralization (ideas must be centralize, the
idea of the one is the idea of the many)
9. Scalar Chain (there's a degree of command, or
chain of command)
10. Equity
11. Order
12. Stability of tenure
13. Initiative
14. Esprit De Corp (the good relationship)
2.) NEO-CLASSICAL MANAGEMENT THEORY
-It came about as a reaction against the scientific
approach with emphasized standardization of
work processes in a job and whose ultimate goal is
to attain maximum economic return.
-Focus turned to the human Sid of organization. It
believed that the best way towards gaining
maximum productivity from workers is through
motivation, structure and supporting employees,
intrinsic value in their jobs.
-focused on the human seed of organization or
Yung kakayanan ng employee at kung paano
maiimprove o madedevelop Yung kakayanan ng
isang empleyado.
-quality of work
HAWTHRONE
(Effects of the Study, on the past classical
management theory)
1. Productivity increases when workers believe that
they're being observed closely.
2. Employee performed better when managers and
coworkers make them feel value.
3. Financial rewards are not necessarily
conductive to increase worker productivity.
4. Workers care about self-fulfillment, autonomy,
empowerment social status and personal
relationship with co-workers.
ELTON MAYO (1933)
Human Relationship
-People are social beings, motivated by social
needs. A sense of identity is derived from
interpersonal relationship.
-Workers are more receptive to social forces of
peer groups than monetary incentives and
management control.
ABRAHAM MASLOW (1954)
HEIRARCHY OF NEEDS THEORY
DOUGLAS MCGREGOR (1960)
THEORY OF X AND Y
-Theory of X explains the importance of
heightened supervision, external rewards, and
penalties.
-If you believe that your team members dislike
their work and have little motivation, then
according to McGregor, you'll likely use an
authoritarian style of Management. This approach
is very "hands-on" and usually involves
micromanaging people's work to ensure that it
gets done properly. McGregor called this theory Y.
Masipag vs Tamad
Edgar sia- mang inasal, ilo-ilo
Franchise- buy the product
Sulit pinoy
Done activity by Christopher correa ex
Swot- cross over analysis
Strength for treaths
Opportunity for weakness
S and w inside
0 and t outside
Kung tao ang problema hired new employee
Nov 3 exactly 6 pm due of activity
Advance reading on planning and decision making
Exam thurs and fri
Nov 4-6
Multiple choice and true or flse
#LEC3 -policies and procedures

OUTLINE -capability and capacity

This unit will contain the aspect that

influence the international and local trade EXTERNAL
such as culture, technology, economy, and
politics. >Outside the firm and often regarded as
uncontrollable
The factors influencing the market
environment that categorized under six -Supplier
different labels: demographic, economic, -competition
ecology, technology, regulatory political and
-markets
society culture.
-economy
-social
ENVIRONMENTAL FORCES AND SCANNING
-demographic
LESSON 1:
-politics
-Differentiate Internal and External
environment. -technology
-Perform and appreciate the importance of
SWOT in a business SUCCESS.
The Internal Environment
-Identify the different factors that may
VALUE SYSTEM- It denotes the culture and
harm or help a business.
norms of business and the employees must
abide and act within the context.
THE INTERNAL and EXTERNAL MISSION AND OBJECTIVES- It guided the
ENVIROMENT different policies and priorities.
INTERNAL FINANCIAL FACTORS- It helps to improve
the performances and strategies of
>Occurs within the premises of an
business.
organization and directly affect the
operations INTERNAL RELATIONSHIP- Support of the
members affects the smooth functioning of
-Staff
the business.
-Members/customers
-programs, product, services
-organization
The External Environment
Divided Into Two:
MICRO ENVIRONMENT:
-suppliers
-competitors
-marketing intermediaries

MACRO ENVIRONMENT:
-Economic factors
-social factors
-demographic factors
-political factors
-technological factors

ORGANIZATIONAL ENVIRONMENTAL
SCANNING TYPE OF EXAM
-is a communication of external Multiple choice
information about what could influence an True or false
organization in its strategic decision-making
100 items
process.
SCANNING- Helps to gain knowledge of
https://quizlet.com/309134371/quiz-2-flash-cards/
possible influences from outside
environment and how it can strategically
affect the business.