Abm 1 Module 1

Republic of the Philippines
NUEVA VIZCAYA STATE UNIVERSITY

Bayombong, Nueva Vizcaya
INSTRUCTIONAL MODULE
IM No.: ABM 1-1st SEM- 2020-2021
College: _Human Ecology____________

Campus: _Bayombong_______________
DEGREE BSHM COURSE NO. ABM 1

PROGRAM
SPECIALIZATION HRM/TOURISM COURSE TITLE Organization and Management
YEAR LEVEL 1ST TIME FRAME 18 WK NO. 1-6 IM NO. ABM1-
hrs. 1ST
SEM-
2020-
2021
I. UNIT TITLE/CHAPTER TITLE: Understanding the Nature and Concepts of Management
II. LESSON TITLE: Organization and Management
III. LESSON OVERVIEW:

This lesson is designed to familiarize the students with the basic concepts, principles, and processes related to
business organization, and the functional areas of management. Particular emphasis will be given to the study of
management functions like planning, organizing, leading, and controlling, and orient the students on the
importance of these functions and the role of each area in entrepreneurship.
IV. DESIRED LEARNING OUTCOMES

Given different classroom and other practical conditions, the students must be able to:
1. 1. Know the basic concepts and theories of management
2. 2. Discuss the meaning and functions of management
3. 3. Explain the various types of management theories
4. 4. Know and explain the roles and skills of a manager
V. LESSON CONTENT
Chapter 1. Understanding the Nature and Concepts of Management
1.1. Definitions of Management

Before we lay out the definitions of Management, let us first learn it etymology. Management comes
from the Italian word maneggiare, which means “to handle (tools or equipment).” Maneggiare
derives from thr Latin words manus which mean “hand” and agere which is “to act.”
The simplest definition of Management is given by Mary Parker Follet

(1868-1933), an American social worker, management consultant and philosopher who is known as
the “Mother of Modern Management”. According to Follet, Management is “the art of getting things
NVSU-FR-ICD-05-00 (081220) Page 1 of __
IM No.: ABM 1-1st SEM- 2020-2021
done through people.” However, most critics find this definition too constricted, as they believe
Management has a wider scope about our daily life.
Another definition of Management comes from

Henri Fayol (1841-1925) with whom Fayolism is derived. He defines
management as, “to manage is to forecast and to plan, to organize, to
command, to coordinate and to control.” Fayol focuses on the leaders,
managers or the chief executives of the organization and works downward
to its subordinates. He believes that managers must learn how to analyze
deviations and make necessary adjustments to come up with a much
feasible process. Fayol is considered to be the “Father of principles of
Management.”
One of the pillars of management during the

19th century is Frederick Taylor (1856-1915), who is known as the “Father
of Scientific Management” and the founder of “Taylorism,” he defines
management as “an art of knowing what to do and see that it is done in the
best and cheapest way”. Taylorism introduced the scientific method of
enhancing the productivity of labor and eliminated wastages.
The modern definition of Management comes

from Peter Ferdinand Drucker (1909-2005). He is a management
consultant, educator and author of about 39 books on management.
According to Drucker, management is “a multi-purpose organ that
manages the business and manages managers and manages workers and
work.” Drucker introduced the concept of Knowledge Worker, capitalizing
on the knowledge-based workers as thinkers in an organization. He also
introduced decentralization and simplification, outsourcing and use of
management by objectives.
IM No.: ABM 1-1st SEM- 2020-2021
1.2. Management: Arts or Science?
Based on the nature of management, there is a debatable issue whether management is considered an
art or science. Since the concept of management is universal and very old, its dynamins mams scope
complement it being both a Science and an Art.
Science is defined by Merriam-Webster as “knowledge about or study of the natural world based on
facts learned through experiments and observation” while Arts is “skill acquired by experience,
study, or observation.”
According to Today’s Concept of Organizational Management – Management is considered a

Science in a sense that during the turn of the 20 th century, management’s scientific aspects have been
emphasized. The scientific nature of management is reflected in the fact that it is based on a more or
less codified body of knowledge consisting of theories and principles that are subject and further
experimentation. As a result, the number of theories and models being used then and now are based
on research, data gathering and analysis. On the other hand, Management is considered an Art as it
deals with human elements. The personalized application of skills and talents regarding decision
making, the interpersonal relationship among the employees, and the use of creativity and application
of various principles to achieve desired results attribute management as an Art.
Management is both science and art. It is considered as a Science because managers need facts and
information based on gathered data to come up with a sound solution. It is considered art because
managers need specific skills which are innate in a manager. Science deals with knowledge while art
deals with the application of the knowledge through the use of skills.
Through there has no perfect formula to being a successful manager, still one must acquire the
knowledge of science and the art of applying it in running an organization.
1.3. Evolution of Management Theories
Figure 1. Evolution of Management Theories for Organization

As mentioned earlier, Management is universal and dynamic that any period in its evolution involves
an interface of segments that cannot be dived or separated in different aspects. This means that each

IM No.: ABM 1-1st SEM- 2020-2021
period is a part of the development and evolution of the other. The specific phase of management
that we will discuss here are just highlights of events during various periods. Dates given will just
serve as a guide, because there are no specific dates when one study or approach and ended.
Organization and Management have existed over thousands of years ago. Earliest forms of
civilization during ancient times were able to build structures, shelters, bridges and tools by a group
of people out of available resources and led by good management.
There are five management theories for organization:
1. Scientific Management
Scientific Management is defined as the use of scientific method to determine the “one best way” for
a job to be done. The most significant contributor in this field was Frederick W. Taylor (1856-1915),
who is known as the “Father of Scientific Management.” Using his principles of scientific
management, Taylor was able to define the “one best way” for doing each job. He made a scientific
study of workers, machines, and the workplace by using the method of standardization of parts,
uniformity of structure and the assembly line.
The Gilbreth’s Frank (1868-1924) and Lillian (1878-1972) one of the great husband and wife tandem
of science and engineering, were inspired by Taylor’s work and proceeded to study and develop their
methods of scientific management. They devised a classification scheme to label 17 basic hand
motions called THERBLIGS (derived from Gilbreth spelled backward) to eliminate wasteful
motions, thereby increasing productivity.
2. Administrative Management Theory

The theorists who emerged in this group focused more on the entire organization by developing
general theories of what managers do and what comprised well management practice.
One of the most famous personalities during this era was Henri Fayol (1841-1925).
Fayol emphasized how different a manger’s role was from other usual business functions. He stated
the 14 principles of management as follows:

IM No.: ABM 1-1st SEM- 2020-2021
Another proponent of General Administrative Theory is Max Weber (1864-1920), a German

Sociologist and considered to be the “Father of Bureaucracy.” His ideal form of an organization
focused on what is known as a bureaucracy which emphasized on the division of labor, clearly
defined hierarchy, career advancement based on merit, rules and decisions based on written format
and impersonal relationships.
To date, General Administrative Theory is still being used by a lot of big organization as the basis
for running their respective companies and in employing talented professionals. It is also a good
mechanism for running the business effectively and efficiently.
3. Behavioral Management Theory

Often called human relations movement. The behavioral management theory focuses on the human
aspect of work. During the 20th century, management principles were not able to address many
management situations specifically those that deals with human behavior. theorists then believed that
a better understanding of human behavior while at work, improved productivity and that employees
are not machines but are considered to be valuable assets in the organization.
Elton Mayo (1880-1949), a Harvard researcher, followed

Hawthorne studies did by some of his colleagues on the productivity of the employees working at the
Western Electric Company in Chicago from 1924 to 1932. The first experiment tested the
relationship of lighting levels to worker productivity. The result showed that lighting has no effect on
the increase or decrease of effort an employee exerts. Whether there is a good lighting condition or
not, the productivity of employees remains the same as they know that they are being observed.

IM No.: ABM 1-1st SEM- 2020-2021
Abraham Maslow (1908-1970), an American psychologist, created the

Maslow’s Hierarchy of Needs, this is a theory based on his assumption of the human needs:
 Human needs are never completely satisfied
 Human behavior is purposeful and is motivated by the need for satisfaction
 Needs can be classified according to hierarchical structures of importance from the lowest to
highest
Maslow’s hierarchy of needs theory helped managers to understand, visualize and create employee
motivation.
 Physiological needs. This pertains to all physical needs necessary for the maintenance of human
well-being, such as food, clothing and shelter.
 Safety needs. These requirements include the need for basic security, stability, and protection.
Once these needs are satisfied, they can accomplish more.
 Belonging and love need. These needs follow after the physical needs have been satisfied. The
need for friendship, family, belongingness became a primary motivator.
 Esteem needs. Self-esteem, confidence, achievement, achievement, respect, fame and glory.
Self- actualization needs. After all the needs have been satisfied, an individual feels the need of
finding himself.
Figure 2. Maslow’s Hierarchy of Needs
4. Management Science Theory

IM No.: ABM 1-1st SEM- 2020-2021
According to the principles of Management Notes, Management Science Theory is known as the
qualitative approach to management. This uses qualitative techniques in decision making. This
approach includes applications od statistics, optimization models, information models and computer
simulations. The Management Science theory originated during World War II as mathematical, and
statistical solutions to military problems were developed for wartime use.
Management Science Theory contributes to managerial decision making, particularly in planning and
controlling.
5. Organizational Environment Theory

By late 1960’s, theorists recognized that human factor alone is not a consideration to achieve
organizational effectiveness. They understood that an organization is a part of a larger environment
outside its boundaries and is affected by social, technical and economic factors which are in a form
of a systems perspective based on physical sciences.
There are two basic types of systems, the OPEN, and CLOSED. A Closed system has no interaction
with its environment while an Open system interacts with its environment.
Knowing and using these systems approach will help managers visualize the Organization as a whole
and would help in coordinating the work activities as one. Realizing that decisions, actions and plans
taken will affect the entire organization.
Manager’s Job: Functions, Roles, and Skills

A “Manager” is an individual who is in charge of a certain group of tasks, or s certain subset of a
company. A manger often has a staff of people who report to him. (Business Dictionary.com)
Manager’s job is to the lead the staff he is heading towards the achievement of a common goal. He
makes sure that the organization’s goals are carried out by his department based on the plans set by
the organization. Although the job of a manager is so hard to describe and there is no specific job
description that would fit for a particular managerial position. Different industries have different job
descriptions of how they envisioned their managers to be.
Functions of a Manager
There are five basic functions of a manager:

1. Planning – is the basic function of management. It deals with plotting and jotting down of action
plans and decisions in advance to achieve the pre-determined goals of the organization. The manager
plans the future course of actions, systematically thinking about ways and means to accomplish the
set goal.
2. Organizing – it is the process of bringing together physical, financial and human resources and
developing productive relationship amongst them for the achievement of organizational goals.
(Management Study Guide)
Managers must figure out the number of manpower needed to get the tasks and the jobs were done.
Organizing involves delegations and coordination among the staffs.
3. Staffing – is the determination of personnel needs and the selection, orientation, training and
continuing evaluation of the individuals who hold the required positions identified in the organizing
process. (Today’s Concept of Organizational Management)
The purpose of staffing is to put the right people on the right job. It involves manpower planning,
recruitment, training and development, performance appraisal and promotion.

IM No.: ABM 1-1st SEM- 2020-2021
4. Leading – managers must supervise, lead, motivate, coach, train, guide and direct his subordinate to
work efficiently and effectively. Direction has the following elements: (Management Study Guide)
 Supervision – implies overseeing the work of subordinates by their superiors. It is the act of
watching & directing work & workers.
 Motivation – means inspiring, stimulating or encouraging the subordinates with zeal to work.
Positive, negative, monetary, non-monetary incentives may be used for this purpose.
 Leadership – may be defined as a process by which manager guides and influences the work of
subordinates in the desired direction.
 Communications – is the process of passing information, experience, opinion, etc. form one
person to another. It is a bridge of understanding.
5. Controlling – according to Koontz & O’Donell, “Controlling is the measurement and correction of
performance activities of subordinates to make sure that the enterprise objectives and plans desired to
obtain them are being accomplished.”
Controlling has the following steps:
a. Establishment of standard performance

b. Measurement of actual performance
c. Comparison of actual performance with the standards
d. Corrective action
The Roles
Mintzberg published his Ten Management Roles in his book, "Mintzberg on Management: Inside our
Strange World of Organizations," in 1990.
The ten roles are:
1. Figurehead.
2. Leader.
3. Liaison.
4. Monitor.
5. Disseminator.
6. Spokesperson.
7. Entrepreneur.
8. Disturbance Handler.
9. Resource Allocator.
10. Negotiator.
From MINTZBERG ON MANAGEMENT by Henry Mintzberg. Copyright © 1989 by Henry

IM No.: ABM 1-1st SEM- 2020-2021
Mintzberg. Reprinted by permission of Free Press, a division of Simon & Schuster, Inc.
The 10 roles are then divided up into three categories, as follows:
Category Roles
Figurehead
Leader
Interpersonal Liaison
Monitor
Disseminator
Informational Spokesperson
Entrepreneur
Disturbance Handler
Resource Allocator
Decisional Negotiator
Let's look at each of the ten managerial roles in greater detail.
Interpersonal Category
The managerial roles in this category involve providing information and ideas.

1. Figurehead – As a manager, you have social, ceremonial and legal responsibilities. You're expected to be
a source of inspiration. People look up to you as a person with authority, and as a figurehead.
2. Leader – This is where you provide leadership for your team, your department or perhaps your entire
organization; and it's where you manage the performance and responsibilities of everyone in the group.
3. Liaison – Managers must communicate with internal and external contacts. You need to be able to
network effectively on behalf of your organization.
Informational Category
The managerial roles in this category involve processing information.

4. Monitor – In this role, you regularly seek out information related to your organization and industry,
looking for relevant changes in the environment. You also monitor your team, in terms of both their
productivity, and their well-being.
5. Disseminator – This is where you communicate potentially useful information to your colleagues and
your team.
6. Spokesperson – Managers represent and speak for their organization. In this role, you're responsible for
transmitting information about your organization and its goals to the people outside it.
Decisional Category
The managerial roles in this category involve using information.

7. Entrepreneur – As a manager, you create and control change within the organization. This means solving

IM No.: ABM 1-1st SEM- 2020-2021
problems, generating new ideas, and implementing them.

8. Disturbance Handler – When an organization or team hits an unexpected roadblock, it's the manager who
must take charge. You also need to help mediate disputes within it.
9. Resource Allocator – You'll also need to determine where organizational resources are best applied. This
involves allocating funding, as well as assigning staff and other organizational resources.
10. Negotiator – You may be needed to take part in, and direct, important negotiations within your team,
department, or organization.
Applying the Model
You can use Mintzberg's 10 Management Roles model as a frame of reference when you're thinking
about developing your own skills and knowledge. (This includes developing yourself in areas that
you consciously or unconsciously shy away from.)
First, examine how much time you currently spend on each managerial role. Do you spend most of
your day leading? Managing conflict? Disseminating information? This will help you decide which
areas to work on first.
Management Skills
Most management books identify three types of skills that are essential for a successful management
process:
 Conceptual – a manager must have the knowledge or the ability to see the “big picture” of any
given situation to be able to create ideas and visualize plans for the future.
 Technical – a manager must possess specific knowledge and the ability to use different techniques
to achieve what they want to achieve.
 Human - this skill pertains to interpersonal relationship and the ability to work well with other
people.
VI. LEARNING ACTIVITIES
Group Activity 1. Discuss among your peers, using ¼ cartolina, draw your concept of a manager and be ready to
present in the class.
VII. ASSIGNMENT
1. Give one definition of Management.

2. Enumerate the Five Theories of Management
3. Is Management an Art or Science? Defend your answer
4. Enumerate the functions of a manger and define each
5. Research other theorists who contributed to the evolution of management. State their contribution.
VIII. EVALUATION (Note: Not to be included in the student’s copy of the IM)

IM No.: ABM 1-1st SEM- 2020-2021
FILL IN THE BLANK. Write the correct word/words that correspond to the statement.
1. Management comes from the Italian word maneggaire which means to handle.
2. Mary Parker Follet is called the Mother of Modern Management.
3. Henri Fayol's is called the Father of Principles of Management.
4. Frederick Taylor is called the Father of Scientific Management.
5. Peter Ferdinand Drucker he introduced the concept of Knowledge Worker.
6. Science as knowledge about or study of the natural world based on facts learned through
experiments and observation.
7. Management is considered a science in a sense that during the turn of the 20 th century, management’s
scientific aspects have been emphasized.
8. Frank Bunker Gilbreth (1868) and 9. Lillian gilbreth ( 1878) one of the tandem of science and
engineering, were inspired by Taylor’s work and proceeded to study and develop their methods of scientific
management.
10. Elton Mayo a Harvard researcher, followed Hawthorne studies did by some of his colleagues on the
productivity of the employees working at Western Electric Company in Chicago.
ENUMERATION. Give the answer what is asking.

Fayol emphasized how different a manager’s role was from other usual business functions. He started the 14
principles of management as follows:
1.Division of Work . 8. Centralization
2.Balancing Authority and Responsibility 9. Scalar Chain
3.Discipline 10.Order
4.Unity of Command 11.Equity
5.Unity of Direction 12. Stability of Tenure of
Personnel
6. Subordination of Individual Interests to the General Interest 13.Initiative
7. Renumeration 14.Spirit De Corps
Functions of a Manager
1.Planning
2.Organizing
3.Staffing
4.Leading
5.Controlling
Mintzberg’s 10 Managerial Roles
1. Figurehead 6. Spokesperson
2. Leader 7. Entrepreneur
3. Liaison 8. Disturbance handler
4. Monitor 9. Resourse allocator
5. Disseminator 10. Negotiator
Three Management Skills
1.Conceptual
2.Technical
3.Human
Four Elements in Leading Functions
• Supervision – implies overseeing the work of subordinates by their superiors. It is the act of watching &
directing work & workers.

IM No.: ABM 1-1st SEM- 2020-2021
• Motivation – means inspiring, stimulating or encouraging the subordinates with zeal to work. Positive, negative,
monetary, non-monetary incentives may be used for this purpose.
• Leadership – may be defined as a process by which manager guides and influences the work of
subordinates in the desired direction.
• Communications – is the process of passing information, experience, opinion, etc. form one person to
another. It is a bridge of understanding.
Five Management Theories for Organization
1. Scientific Management
2.Administrative Management Theory
3.Behavioral Management Theory
4.Management science Theory
5.organizational Environment Theory
*Give one definition of Management.

-Management comes from the Italian word managgaire, which means “to handle (tools or
equipment)
*Enumerate the 5 theories of Management.
• Scientific Management- Is defined as the use of scientific method to determine “one best way
“for a job to be done.
• Administrative Management Theory- Is used by a lot of big organization as the basis for
running their respective companies and in employing the talented professionals. It is also good
mechanism for the running business effectively and efficiently.
• Behavioral Management Theory- Often called human relations movement. It focuses on the
human aspect of work.
• Management Science Theory- It is known as the qualitative approach to management. This

uses qualitative techniques in decision making.
• Organizational Environment Theory- By late 1960’s, theorists recognized that human factor
alone is not a consideration to achieve organizational effectiveness. They understood that an
organization is a part of a larger environment outside its boundaries and is affected by social, technical
and economic factors which are in a form of a systems perspective based on physical sciences.
*Is Management an Art or Science?

- Management combines features of both science as well as art. It is considered as a science
because it has an organized body of knowledge which contains certain universal truth. It is called an art
because managing requires certain skills which are personal possessions of managers.
*Enumerate the functions of a manager and define each.

1. Planning – is the basic function of management. It deals with plotting and jotting down
of action plans and decisions in advance to achieve the pre-determined goals of the organization. The
manager plans the future course of actions, systematically thinking about ways and means to accomplish
the set goal.
2. Organizing – it is the process of bringing together physical, financial and human resources and
developing productive relationship amongst them for the achievement of organizational goals.
IM No.: ABM 1-1st SEM- 2020-2021
3 Staffing – is the determination of personnel needs and the selection, orientation, training and
continuing evaluation of the individuals who hold the required positions identified in the organizing
process.
4. Leading – managers must supervise, lead, motivate, coach, train, guide and direct his subordinate
to work efficiently and effectively.
5. Controlling – according to Koontz & O’Donell, “Controlling is the measurement and correction
of performance activities of subordinates to make sure that the enterprise objectives and plans desired to
obtain them are being accomplished.”
*Research the other theories who contributed the evolution of Management. State their
contribution.
- Professor Charles Babbage – United Kingdom (1729 – 1871)

Prof Babbage, a renowned professor in mathematics at Cambridge University discovered that
manufacturers were relying on guesswork and suggestions and urged them to utilize mathematics and
science to be more accurate and productive.
-Robert Owens – United Kingdom (1771 – 1858)

Robert was regarded as the father of personnel management because of his approach and focus on
employee welfare. He introduced co-operation and trade unions. Robert believed that employee welfare
could determine their performance to a large extent. He encouraged the training of workers, education
for their children, canteens in the workplace, shorter working hours, among others.
IX. REFERENCES
Bryman, A. (1996). Leadership in organizations. In Clegg S. R., Hardy, C. and Nord,

W. R. (Eds). Handbook of Organization Studies, pp.276-292. London: Sage.
IM No.: ABM 1-1st SEM- 2020-2021
Child, John. Organization: Contemporary Principles and Practice
Enriquez, Edilynda G. Organization and Management, JFS Publishing Services, Unit

9005 Central Park Condominium 2, 168 D. Jorge Street Pasay City, 1303 Philippines
Greenberg, Jerald. Managing Behavior in Organizations
Lallan Prasad and S S Gulshan. Management Principles and Practices
Mandal S K. Management: Principles and Practice
Manoj, Khusboo. Principles and Practices of Management
Miles, Jeffrey A. Management and Organizations Theory: A Jossey-Bass Reader 1 st

Edition
Milgroom, Paul. Economics, Organization and Management
Parkinson C N and Rustomji M K and Sapre S A. Great Ideas in Management
Rainey, Hal G. Understanding and Managing Public Organizations, 5th Edition
Stoner J A and Freeman R E. Management
Sanchez, Xavier O. Great Resource for business. Houston Texas USA
A) e-Resources
http://www.tlainc.com/jkmpv6.htm
http://alanbaren.blogspot.dk/2005/09/skills-for-knowledge-management.html
http://en.wikipedia.org/wiki/Document_management_system
www.cognitivebehavior.com/management/concepts/changing_org_culture.html
http://polaris.umuc.edu/mts/TMAN/TMAN_636/articles/csfs.pdf (02 Feb. 2013)
http://knol.google.com/k/defining-organizational-knowledge.
http://www.jeffhester.net/2011/02/01/successful-km-storytelling/
http://en.kioskea.net/contents/entreprise/intranet.php3
http://www.doncio.navy.mil/workforce/cpg_km.htm#jobroles
http://www.kmworld.com/Articles/ReadArticle.aspx?ArticleID=73363
Prepared & Submitted by:
CARLOUE M. BELONIO
Faculty
Submitted to:
LOURDES T. CAPUA, DHM

Dept. Chair – Home Tech.
Approved by:
RHEA L. ADRIATICO, PhD.

IM No.: ABM 1-1st SEM- 2020-2021
OIC Dean - CHE

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Republic of the Philippines

NUEVA VIZCAYA STATE UNIVERSITY

College: _Human Ecology____________

DEGREE BSHM COURSE NO. ABM 1

I. UNIT TITLE/CHAPTER TITLE: Understanding the Nature and Concepts of Management

II. LESSON TITLE: Organization and Management

III. LESSON OVERVIEW:

IV. DESIRED LEARNING OUTCOMES

2. 2. Discuss the meaning and functions of management

3. 3. Explain the various types of management theories

4. 4. Know and explain the roles and skills of a manager

Chapter 1. Understanding the Nature and Concepts of Management

1.1. Definitions of Management

The simplest definition of Management is given by Mary Parker Follet

Another definition of Management comes from

One of the pillars of management during the

The modern definition of Management comes

1.2. Management: Arts or Science?

According to Today’s Concept of Organizational Management – Management is considered a

1.3. Evolution of Management Theories

Figure 1. Evolution of Management Theories for Organization

NVSU-FR-ICD-05-00 (081220) Page 3 of __

There are five management theories for organization:

2. Administrative Management Theory

NVSU-FR-ICD-05-00 (081220) Page 4 of __

Another proponent of General Administrative Theory is Max Weber (1864-1920), a German

3. Behavioral Management Theory

Elton Mayo (1880-1949), a Harvard researcher, followed

NVSU-FR-ICD-05-00 (081220) Page 5 of __

Abraham Maslow (1908-1970), an American psychologist, created the

Figure 2. Maslow’s Hierarchy of Needs

4. Management Science Theory

5. Organizational Environment Theory

Manager’s Job: Functions, Roles, and Skills

There are five basic functions of a manager:

NVSU-FR-ICD-05-00 (081220) Page 7 of __

Controlling has the following steps:

a. Establishment of standard performance

The ten roles are:

From MINTZBERG ON MANAGEMENT by Henry Mintzberg. Copyright © 1989 by Henry

The 10 roles are then divided up into three categories, as follows:

Let's look at each of the ten managerial roles in greater detail.

The managerial roles in this category involve providing information and ideas.

The managerial roles in this category involve processing information.

The managerial roles in this category involve using information.

NVSU-FR-ICD-05-00 (081220) Page 9 of __

problems, generating new ideas, and implementing them.

Applying the Model

VI. LEARNING ACTIVITIES

1. Give one definition of Management.

NVSU-FR-ICD-05-00 (081220) Page 10 of __

ENUMERATION. Give the answer what is asking.

NVSU-FR-ICD-05-00 (081220) Page 11 of __

*Give one definition of Management.

*Enumerate the 5 theories of Management.

• Management Science Theory- It is known as the qualitative approach to management. This

*Is Management an Art or Science?

*Enumerate the functions of a manager and define each.

- Professor Charles Babbage – United Kingdom (1729 – 1871)

-Robert Owens – United Kingdom (1771 – 1858)

Bryman, A. (1996). Leadership in organizations. In Clegg S. R., Hardy, C. and Nord,

Child, John. Organization: Contemporary Principles and Practice

Enriquez, Edilynda G. Organization and Management, JFS Publishing Services, Unit