Management- It is the process of coordinating and supervising personnel and resources to accomplish

organizational goals.
MANAGEMENT defined:
(Maloney, 1961) is unifying and coordinating activity, which combines the actions of individuals into
meaningful and purposeful group endeavour.
(Petersen et. Al., 1962) is a technique by means of which the purposes and objectives of a particular
human group are determined, clarified and effectuated
(Joseph Massie, 1964) is a process by which a cooperative group directs action towards common goals.
It is getting things done through other people.
(Peter Drucker, 1977) denotes a function and the people who discharge it. It denotes not only the social
position and authority, but also a discipline and field of study. “Management is task.
(Terry, 1982) is a distinct process consisting of planning, organizing,actuating and controlling,
performed to determine and accomplish the objectives by use of people and resources.
EFFICIENCY – refers to the effort required to do the right thing.
EFFECTIVENESS – going the right thing. It is the attainment of goals, which have impact on the
clientele, beneficiary or community.
EFFICACY – strong esprit de corps, morale or appropriate leadership in a given culture and
environment.
ART- Management requires skills and techniques in dealing with people in order to get things done or to
achieve organizational goals.
SCIENCE- Management uses an organized, clear and pertinent knowledge – that is knowing how things
are done through the help and cooperation of others.
(Drucker, 1977) - “Management is a practice rather than a science or a profession, though containing the
elements of both. The ultimate test of management is achievement and performance.”
MANAGEMENT IS ABOUT MAN- about people and not alone about things, system, resources and
skills. It refers to the elite, group of people in the organization that has the legal authority to direct and
control the organization.
MANAGEMENT IS EXPERIENCE - It is practice, more than an art and science. Practice makes it an
art and a science. The more one practices, the more experience one gets.
MANAGEMENT IS MENTAL- Management is also theory. It has a set of universal proposition, valid
with appropriate revisions according to the particular environment in which it will operate.
It is not an exact science – it is ECLECTIC (choosing or accepting from various sources that deemed
necessary to solve those problems at hand)
Management is about managing- It is a process by which resources are identified and utilized
efficiently and effectively to achieve stated goals and objectives.
Management is about managing men- People are its primary business., and not profits, resources,
systems or outputs. It allows people to develop to their fullest potential.
Management is about managing men with act- Treat people with respect and courtesy. Treating
people with dignity and human worth.
Harbizon and Myers 3 folds of concept for broader scope of management
1. An economic resource.
- management is one of the factor of production together with land, labor and capital.
-Production and profit is determined by the management resources of the firm.
-As industrialization increases, management is substituted for labor and capital.
2. A system of authority
-Management first develop with top individual determining the course of action for the rank and file.
3. An elite class
- from the socialist part of view management is a class and status
system.
-managers have become an elite group of brain and education.
Entrance to this class is based on education and knowledge.
TEN ROLES OF A MANAGER
A. Interpersonal Roles- Roles that primarily require a manager to deal with people. It shows the
manager as a:
1.Figure head or a symbol
-Manager becomes a figure head because of the position he/ or she occupies. His/her duties consists of
signing of papers or documents required by the organization.
- Managers engages in symbolic events. He/she may have to appear at an award’s ceremony or make a
public presentation.
2.Leader
-Managers directs the activities of certain employees and coordinatesthe woks of others.
3.Liaison
-Manager serves as a communication link between people and groups such as community, suppliers and
the organization.
B.Informational Roles
-Roles that reacquire a manager to gather and communicate information within the hierarchy and outside
the organization.
4. Monitors information
-A manager who gathers information, he or she reports important changes, problems, and opportunities to
higher levels in the hierarchy.
5. Disseminator- a person who spreads information, and delivers information to subordinates.
6. Spokesperson or representatives of the organization- He / She represent the subordinate to superior
and upper management to subordinate.
C. Decisional Roles- These roles center on solving problems and making choices. This makes the
manager as:
7. Entrepreneur or an innovator – a manager looks for and implements new ideas to make his or her
group more effective.
8. Disturbance handler – a manager makes decisions to keep his or her group operations in the face of
circumstances that are out of the ordinary.
9. Resource allocator – a manager decides how a group will use all the available resources.
10. Negotiator – manager acts as a company representative either in dealings externally with outside
organizations or government agencies or internally in resolving dispute between subordinate, or to
convince other departments to provide support that his or her group needs for a project.
MANAGEMENT HISTORY AND CONCEPT
1.Classical Schools of Management Theory
 - A. Scientific Management (Management of Work)

A1. Frederick W. Taylor (1856 – 1915) - “FATHER OF SCIENTIFIC MANAGEMENT” and

“Wrote the Fundamental Principles of Scientific Management:”

- An American mechanical engineer who created a mental revolution about how to get things done
in an organization.
- He postulated that one way to increase productivity is to teach the workers the “one best way to
accomplish a task.”
- The role of the managers or “functional foreman” was to plan, prepare and supervise.

A2. Frank Gilbreth (1868 – 1924) and Lilian M. Gilbreth (1878 – 1972) - “Innovators on Motion
Studies”
Motion Study – is the study of physical action required to complete a task in the most efficient manner
possible.
Frank Gilbreth- devised a classification scheme of 17 motions used in jobs and used this classification
to analyze worker actions. He coined the term “herbligs” to describe the 17 actions.
Lilian Gilbreth- focused on the psychology of management – the effects on the workers of efficient
efforts and fatigue.
A3. Henry L. Gantt (1861 – 1919)- “ Innovator in Scheduling and Rewarding Employees”
-He developed a tool known as the “Gantt Chart” – which depicts the schedule on how many
weeks or the length of time a worker can accomplish his-her individual task.
2. Bureaucratic Organizational Theory
A. Max Weber (1864 – 1920)- Father of organizational Theory”
- Believed that organizations with a hierarchical structure are most efficient and effective thus the
structure was named Bureaucracy.
Bureaucracy – is an ideal pure form of organization based on define positions, formal authority and
regulated environment.

Characteristic of this organization include:

1. Task are specialized
2. People are appointed by merit or position or promotion because of their ability and not because of
favoritism and whim.
3. Career opportunities for the members are provided
4. Authority and responsibility are clearly specified
5. Activities are routinized
6. A rational and impersonal climate exists
3. The Management of Organization
A. Henri Fayol (1841 – 1925)- “Father of Modern Management” and “Developer of Administrative
Theory”
- Trained as an engineer, his concern was the entire efficiency and effectiveness of an organization. He
applied scientific principles to the management of the total organization – this focus has come to be
known as the “Administrative Theory” He characterized the activity of management into 5 specific
functions – thus define the “Functions of Management”
“5 Functions of Management” (POCCC)
1. Planning – consists of forecasting events and determining the most effective future activities for
the company.
2. Organizing – consist of ways in which the organizational structure is established and how
authority and responsibility are given to the manager, a task is called delegation.
 3. Command and directing – concern how the manager directs employees.
4. Coordinating – concerns with the activities design to create a relationship between all the
organization’s efforts (individual task) to accomplish a goal.
5. Controlling – concerns how the managers evaluate performance with the organization in
relationship to its plans and goals.

Fayol also developed the “14 Principles of Management” to guide a manager in resolving real
work problems.
1. Division of Labor - Work is separated into its basic task and divided between individual worker
or work groups that can specialized in a specific task – this lead to work specialization.
2. Authority- Managers need to be able to give orders so they can get things done.
3. Discipline- Members in an organization need to respect the rules and agreements that govern the
organization.
4. Unity of Command- Each employee must receive his or her instructions about a particular
operation from only one person. Fayol also developed the “14 Principles of Management” to guide
a manager in resolving real work problems.
5. Unity of Direction- The whole organization should have one common goal and seek to
accomplish that goal in all its activities.
6. Subordination of individual Interest to the Common Good- In any undertaking, the interests of
employees should take precedence over the interest of the organization as a whole.
7. Remuneration- Compensation for work done should be fair to both employees and employers

8. Centralization / Decentralization

 Centralization – is decreasing the role of subordinates in decision-making.

 Decentralization – is increasing the role of subordinate in decision making.
 Managers, although retaining final responsibility, need to give their subordinates
 enough authority to do their jobs properly.
9. The Hierarchy / Scalar Chain- The line of authority in organization runs in order to rank from
top management to the lowest of the enterprise.
10. Order- Material and people should be in the right place at the right time.
11. Equity- Managers should be both friendly and fair to their subordinates.
12. Stability of Staff- A high employee turnover rate is not good for the efficient functioning of an
organization
13. Initiative- Subordinates should be given the freedom to conceive and carry out their plans, even
when some mistakes results.
14. Espirit de Corps- Promoting team spirit will give the organization a sense of unity.
Behavioral School of Management Theory- This approach stresses the effectiveness of management
will come from an understanding of the worker.
B1. Elton Mayo (1880 – 1949)- “Father of Human Relations Movement”
-the original objective of the experiment was to determine the effect of environment on productivity but it
was found out that psychological and social factors in the work situation exert more influence instead,
known as the “Hawthorne Effect” – means that some unidentified psychological and social factors has
influence work output.
B2. Chester Barnard- The Acceptance Theory of Authority
B3. Mary Parker Follet (1868 – 1933)- “Pioneer in conflict Resolution”
-advocated a collaborated approach to problem solving
-noted individual group motivating factor apart from those satisfying only physical needs.
B4. Douglas McGregor (1906 – 1964)- “Father of Motivation Theory”
-he expressed two sets of assumptions of human nature – Theory X and Theory Y.
C. Contemporary Approaches
C1. Management Science Approach- Began when a mixed team of specialist from relevant disciplines
is called to analyze a problem and propose a course of action to management.
Management Science and Operations Research – is an approach to management that maintains that
productivity can be improved and organizational effectiveness increased by means of scientific method
and use of mathematical models.
C2, System Approach- The main premise of the theory is to understand fully the operation of an entity,
the entity must be viewed as a system. To understand the system as a whole requires understanding the
interdependence of the parts.

 Co-ordination – unifying and harmonizing all activities and effort of the organization to
facilitate its working and success.
 Control – verifying that everything occurs in accordance with plans, instruction,established
principles and expressed command.
C3. Contingency Approach- This approach asserts that there is no universally applicable approach to a
management problem, but that the needs of the particular situation determine the best approach to the
organization problem.
-This approach is ECLECTIC – in that the manager can make use of the techniques of other approaches –
classical, behavioral, operations – the applications of these various techniques is the best solution to the
specific problem.
A. Need Theory
1.Abraham Maslow- Described human as “wanting” organism that satisfy their basic needs in a specific
sequence. Higher level needs do not emerge as motivators until lower level needs are satisfied. ( a
satisfied need no longer motivates behavior)
2.Frederick Herzberg- Proposed a two – factor motivational need theory and Believed that workers are
motivated by 2 types of needs:
1. Hygiene factors – needs associated with working conditions. Such factor include pay, working
conditions, quality of supervision, job security, and agency policy
- He claimed that though satisfying the worker's hygiene needs will not provide job satisfaction, lack
of hygiene factors would cause job dissatisfaction – hence hygiene factors are termed – “dissatisfiers”
2. Motivating Factor – needs associated with work itself.
= Includes:

 Challenging aspects of the work itself as

 Added responsibility
 Opportunities for personal growth
 Opportunities for advancement
 Absence of motivation factors causes lack of job satisfaction rather that job
 dissatisfaction – so motivating factors are termed “satisfiers”
B. Operant Theory- B.F. Skinner
-Suggest that an employee’s work motivation is controlled by conditions in the external environment
rather than by internal needs and desires.
-He exhibits 2 types of behavior – “respondent” and “operant”

 Respondent behavior - occurs as a result of direct simulation

 When operant behavior is followed by consequences – is considered a reinforcer.