Republic of the Philippines

DEPARTMENT OF EDUCATION
Division of Eastern Samar
DOLORES NATIONAL HIGH SCHOOL
Dolores, Eastern Samar

Topic: Understanding the

Nature and Concepts of
Management
(WEEK 1)

Prepared by:

MELGRACE C. PLANA
T-II
 Republic of the Philippines
DEPARTMENT OF EDUCATION
Division of Eastern Samar
DOLORES NATIONAL HIGH SCHOOL
Dolores, Eastern Samar

LEARNING ACTIVITY SHEET IN ORGANIZATION AND MANAGEMENT

Name: ___________________________________________ Grade & Section: _____________________

LRN: ______________________________________________ Date: ___________________
Topic: UNDERSTANDING THE NATURE AND CONCEPTS Score: __________________
OF MANAGEMENT

Learning Competencies:
➢ Know the basis concepts and theories of management
➢ Discuss the meaning and functions of management
➢ Explain the various types of management theories
➢ Know and explain the roles and skills of a manager

A. EXPLORE
This is a little story about four people named Everybody, Somebody, Anybody and
Nobody. There was an important job to be done, and Everybody was sure that Somebody
would do it. Anybody could have done it, but Nobody did it. Somebody got angry about that
because it was Everybody’s job. Everybody thought that Anybody could do it, but Nobody
realized that Everybody wouldn’t do it. It ended up that Everybody Blamed Somebody when
Nobody did what Anybody could have done.
1. What does the story try to tell us?
2. What are the points that we have to take not?
3. What have you noticed about the character of each name mentioned?
4. What do you think could have happened had all of them did their job?
5. Do you think this scenario is happening in school? At home? In any Organization?

B. LEARN
Definitions of Management
Before we lay out the definitions of Management, let us first learn its etymology. Management
comes from the Italian word maneggiarre, which means “to handle (tools or equipment).”
Maneggiarre derives from the Latin words manus which means “hand” and agree 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 done
through people.” However, most critics find this definition too constricted, as they believe
Management has a wider scope about 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 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, when 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 eliminate 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 ä multi-purpose organ that manages the business and
manages managers and managers 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 the use
of management by objectives.

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
dynamism and scope complement it being both a Science and an Art.
Science is defined by Merriam-Webster as “knowledge about of 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 20th century, management’s scientific aspects
have been emphasized. The scientific nature of management is reflected in the fact that it is
based o a more or less codified body of knowledge consisting of theories and principles that
are subject to study 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 as 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.
Though 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.

Evolution of Management Theories

The Evolution of Management Theories for Organization

Organizational Environment Theory

Management Science Theory
Behavioral Management Theory
Administrative Management Theory
Scientific Management Theory

1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000
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 divided or separate in different aspects. This
means that each 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 started and ended.
Organization and Management have existed over thousands of years ago. Earlier 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 – defined as the use of scientific method to determine the “one best
way” for the 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 using the method of
standardization of parts, uniformity of work 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 proceed to study and
develop their method 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.
To date, scientific management continues to be the foundation and basis for continuous
improvement in productivity and efficiency regarding quality and cost.
2. Administrative Management – 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 manager’s role was from other usual business functions. He started
the 14 principles of management as follows:
1. Division of Work 6. Subordination of 10. Order
2. Authority individual interest to 11. Equity
3. Discipline group of interest 12. Stability
4. Unity of Command 7. Renumeration 13. Initiative
5. Unity of Direction 8. Centralization 14. Esprit de Corps
9. Scalar Chain
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, a 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 organizations 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 believe 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 Hawthone studies did by some of his
colleagues on the productivity of the employees working at the Western Electric Company in
Chicago from 194 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.
Few years later, Mayo and his team conducted another experiment and this time they
supervised five groups of women in a bank wiring room. They gave these women special
attention and privileges such as take rest intervals, leave the workplace without asking
permissions and give incentives such as free lunches and day offs on special occasions. This
experiment notably increased production rates. Mayo concluded out of this experiment that
change of lighting does not have anything to do with productivity, but rather the supervisory
tasks are given to those five women empowered them to work harder. As pioneers of the
experiment, they became primary supervisors as they set an example and influenced the work
attitude of the employees under their supervision. This experiment became known as the
Hawthone effect. It stresses the human relations and social needs of workers as crucial aspects
of management.
Abraham Maslow (1908-190), 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 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, respect, fame and glory.
• Self-actualization needs. After all needs have been satisfied, an individual feels the
need of finding himself.

Self-
actualization
Esteem
Love/belonging
Safety
Physiological
Maslow’s Hierarchy of Needs
4. Management Science Theory – according to the Principles of management Notes,
Management Science Theory is known as the quantitative approach of management. This
uses quantitative techniques in decision making. This approach includes applications of
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 Organizations as
a whole and would help in coordinating the work activities as one. Realizing the 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 a certain subset of a
company. A manager often has a staff of people who report to him. (Business Dictionay.com)
Manager’s job is to 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 description 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)
3. Staffing – is the determination of personnel needs and the selection, orientation, training
and continuing evaluation if the individual 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.
 4. Leading – managers must supervise, lead, motivate, coach, train, guide and direct his
subordinate to work effectively and efficiently. 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 and 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.
• Communication – is the process of passing information, experience, opinion, etc.
from 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 subordinated to make sure that the enterprise
objectives and plans 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

Management Roles
One of the most significant research as to the role of the manager in an organization comes
from Henry Mintzberg, a Canadian researcher who believes that a manager’s work is never
really done!
Mintzberg’s 10 Managerial Roles
Interpersonal Figure Head Performs Ceremonial and symbolic duties such as greeting
visitors, signing legal documents
Leader Direct and motivate subordinates, training, counselling and
communicating with subordinates
Liason Maintain information links, both inside and outside
organization, use mail, phone calls, meetings
Informational Recipient Seek and receive information links both inside and outside
organization, use mail, phone calls, meetings
Disseminator Forward information to other organization members; send
memos and reports and make phone calls
Spokesperson Transmit information to outsiders through speeches, reports,
and memos
Decisional Entrepreneur Initiate improvement projects, identify new ideas, delegate
idea responsibility to others
Disturbances Take corrective action during disputes or crises; resolve
Handler conflicts among subordinates; adopt to environment crises
Resource Decide who gets resources, scheduling, budgeting, setting
allocator priorities
Negotiator Represent department during negotiation of union
contracts, sales, purchases, budgets; represent department
interest
Mintzberg categorized the various roles of manager as follows:
Managers constantly play different roles and wear different hats every single day in the office.
There are times when these roles overlap, and the need to balance is quite essential.
Organizations nowadays recognized these needs and will offer training and development
opportunities that would somehow link to career advancement or appraisal programs.

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.

C. ENGAGE
Individual Activity: Use a separate paper, draw your concept of a manager and write a short
explanation of the drawing.

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D. APPLY. Write your answers on a separate sheet of paper.

Check-up Time
1. Give one definition of Management.
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2. Enumerate the Five Theories of Management
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3. Is Management an Art or Science? Defend your answer.
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4. Enumerate the functions of a manager and define each.
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Get the Drill

Research on other theorists who contributed to the evolution of management. State their
contribution. Write your answer on a separate sheet of paper.
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E. Reference: Organization and Management; Edilynda G. Enriquez