ORGANIZATIONAL STUDIES REVIEWER - Human skills are equally important at all

levels of management, from team leaders

The Management Process
to CEOs.
MANAGEMENT SKILLS – the attributes or abilities
- Examples of these are adaptability,
that an Executive/Manager possesses to fulfill
negotiation, conflict resolution, persuasion
specific tasks in an organization
and affirmation, team building, etc.
- It is very crucial for various positions and at the
CONCEPTUAL SKILLS
different levels of an organization, from top
leadership to intermediate supervisors to first-line - Refer to the cognitive ability to see the
managers organization as a whole and the relationship
among its parts.
ROBERT KATZ and the 3 TYPES OF
MANAGEMENT SKILLS - it involves knowing where one’s team fits
into the total organization and how the
ROBERT L. KATZ – is an American social and
organization fits into the industry, the
organizational psychologist. He created the concept
community, and the broader business and
of managerial skills, which describes how the
social environment.
required skills structure changes, depending on the
management level. - These skills tend to be more relevant to the
top or upper management.
R. Katz introduced and identified the Three Types
of Management Skills which are the following: - Examples of these are planning, organizing,
decision-making, strategic thinking, ethical
TECHNICAL SKILLS
judgement, etc.
- Refer to the understanding of and
HISTORY OF MANAGEMENT THOUGHT
proficiency in the performance of specific
tasks. - CLASSICAL MANAGEMENT APPROACHES

- Include mastery of methods, techniques, - BEHAVIORAL MANAGEMENT APPROACHES

and equipment involved in specific
- MODERN MANAGEMENT FOUNDATIONS
functions as well as specialized knowledge,
analytical ability, and the competent use of CLASSICAL MANAGEMENT APPROACHES
tools and techniques in a specific discipline.
A. SCIENTIFIC MANAGEMENT APPROACHE
- Particularly important at lower level
B. ADMINISTRATIVE PRINCIPLES
management or to the first-line
managers because they supervise the C. BUREAUCRATIC ORGANIZATION
workers who produce products or serve
SCIENTIFIC MANAGEMENT
customers.
- Emphasizes careful selection and training of
- Examples of these are Computer and Digital
workers and supervisory support.
Literacy, Technical Writing, Information
Technology, Project Knowledge, etc. - Introduced by Frederick W. Taylor in 1911
through his book The Principles of Scientific
HUMAN SKILLS
Management
- Refer to a manager’s ability to work with
- “The principal object of management should
and through other people and to work
be to secure maximum prosperity for the
effectively as part of a group. It can also be
employer,
referred as Interpersonal Skills
coupled with the maximum prosperity for
- Managers with human skills work effectively the employee”
within groups, encourage others to express
ADMINISTRATIVE PRINCIPLES
their thoughts and feelings, are sensitive to
others’ needs and viewpoints, and are good - Introduced by Henry Fayol in 1916 through
listeners and communicators his book General and Industrial
Management (Administration Industrielle et
Générale)
 - It identifies Five Rules/Duties of
Management :
1. Foresight
2. Organization
3. Command
4. Coordination
5. Control
Principles that Fayol introduced to guide managers
in action:
1. Scalar Chain Principle – there should
be a clear and unbroken line of
communication from the top to the
bottom in the organization
2. Command Principle – each person
should receive orders from only one
boss
3. Unity of Direction Principle – one
person should be in charge of all
activities that have the same
performance objective
BUREAURATIC ORGANIZATION
Bureaucracy – a rational and efficient form of
organization founded on logic, order and legitimate
authority
- The approach was introduced by Max
Weber, a German intellectual, in the late
19th century.
- Weber’s ideas developed after noticing
organizations of his day often performed
poorly because of people holding positions
of authority not because of their
capabilities, but because of their “privileged”
social status.
BEHAVIORAL MANAGEMENT APPROACHES
THE HAWTHORNE’S STUDIES
SOCIAL SETTING and HUMAN RELATIONS
Six workers of Western Electrical Company
were isolated for intensive study in a special test
rooms, they were given various rest pauses, as well
as workdays and workweeks of various lengths, and
productions was regularly measured.
The researchers concluded that the new
“social setting” created for workers in the test room
made them want to do a good job. They shared
pleasant social interactions with one another and
received special attention that made them feel
important
EMPLOYEE ATTITUDES and GROUP PROCESSES
One study interviewed over 21,000
employees to learn what they like and dislike about
their work environment. “Complex” and “baffling”
results led the researchers to conclude that things
like work conditions or wages could be sources of
satisfaction for some workers and of dissatisfaction
for others.
The researchers concluded that groups can
have strong negative, as well as positive, influences
on individual productivity.
Hawthorne Effect – the tendency of people who
are singled out for special attention because of
expectation created by the situation
MCGREGOR’S THEORY X AND THEORY Y
Developed by psychologist Douglas McGregor in
the 1960s, Theory X and Y are two contrasting
theories that explained how managers' beliefs
about what motivates their people can affect their
management style.
Theory X assumes people dislike work, lack
ambition, act irresponsibly and prefer to be led.
This approach is very "hands-on" and usually
involves micromanaging people's work to ensure
that it gets done properly.
Theory Y assumes people are willing to work, like
responsibilities, and are self-directed and
motivated. With this, you'll more likely adopt a
participative management style. Managers who use
this approach trust their people to take ownership
of their work and do it effectively by themselves.
Managers who hold either set of assumptions can
create self-fulfilling prophecies—that is, through
their behavior they create situations where others
act in ways that confirm the original expectations.
FOLLETT’S ORGANIZATION AS COMMUNITIES
The work of Mary Parker Follett was part of an
important transition from classical thinking into
behavioral management. In her writings, Follett
describes organizations as “communities” in
which managers and workers should labor in
harmony without one party dominating the other,
and with the freedom to talk over and truly
reconcile conflicts and differences.
 For her, groups were mechanisms through
which diverse individuals could combine their
talents for a greater good. And she believed it
was the manager’s job to help people in
organizations cooperate with one another and
achieve an integration of interests.
MASLOW’S THEORY OF HUMAN NEEDS
Need - a psychological or physiological deficiency
that a person wants to satisfy. It suggests that
needs create tensions that can influence a person’s
work attitudes and behaviors
ARGYRIS’ THEORY OF ADULT PERSONALITY
This theory presented by Chris Argyris in his book
Personality and Organization, is one of the many
theories that seek to explain the human nature and
behavior. According to this theory, a persons’
development is processed along a continuous
break of an immaturity situation to a maturity
situation
A mature person is characterized for being active,
independent, self-confident and self-controlled. On
the contrary, an immature person is passive,
dependent, has lack of confidence and feels need
of control by others.
He believes common problems of employee
absenteeism, turnover, apathy, alienation, and low
morale may be signs of a mismatch. And, he argues
that managers who treat people positively and as
responsibleadults will achieve the highest
productivity.
MODERN MANAGEMENT FOUNDATIONS
The concepts, models, and ideas discussed so far
helped set the stage for continuing developments
in management thought. They ushered in modern
management approaches that include the use of
quantitative analysis and tools, a systems view of
organizations, contingency thinking, commitment
to quality management, the role of knowledge
management learning organizations, and the
importance of evidence based management.
QUALITY MANAGEMENT
Total quality management – an organization-wide
commitment to continuous improvement, product
quality, and customer needs. It makes quality
principles part of the organization’s strategic
objectives, applying them to all aspects of
operations and striving to meet customers’ needs
by doing things right the first time.
Continuous improvement – involves always
searching for new ways to improve work quality
and performance.
ISO certification - indicates conformance with a
rigorous set of international quality standards.
KNOWLEDGE MANAGEMENT AND EVIDENCE
BASED MANAGEMENT
Knowledge management - the process of using
intellectual capital for competitive advantage.
Evidence-based management – involves making
decisions based on hard facts about what really
works.
Henry Fayol, also known as the 'father of modern
management theory' gave a new perception of the
concept of management. He introduced a general
theory that can be applied to all levels of
management and every department.
FUNCTIONS OF MANAGEMENT/CORE
MANAGERIAL FUNCTIONS
Planning
Managers first need to develop a detailed action
plan. In the planning phase, management should
identify the goals and create a reasonable course of
action to attain them. There may be multiple ways
to achieve the goal, but it’s management’s
responsibility to determine the best course of
action.
Organizing
The organizing function consists of taking the
previously created plan and putting it into action.
Key activities in this function include:
- Identifying all of the necessary steps of the
project
- Determining who will complete the actions
and deploying those resources to work
- Establishing levels of authority and
responsibility for every individual involved
Leading
The leading stage consists of motivating and
influencing employees to do the work and meet
performance standards. Keep in mind that effective
leadership extends beyond delegating and
directing employees what to do.
Controlling
The controlling function consists of monitoring
performance and progress through project
execution and making adjustments as needed.
Managers should ensure that employees meet
deadlines while simultaneously balancing
synchronicity amongst the project’s resources and
the overall budget. Managers may need to take
corrective actions and be proactive in their
approach to ensure that team members meet their
assigned deadlines.

ORGANIZATIONAL CULTURE AND CHANGE

Change leader - takes initiative in trying to change

the behavior of another person or social system