Organization and

Management
To be reported by GROUP 3
 COURSE OUTLINE:

I. Define the organization and management

II. Discuss Various Management Theories
III. Discuss management theories employed by the
office /agency and the challenges encountered
IV. Development of an emergent Management Theory
 ORGANIZATION
The act or process of arranging
(Meriam-Webster dictionary).
It refers to people who are
involve in pursuing define
objectives. It can be understood
as a social system which
comprises all human
relationships. The organization
encompasses division of work
among employees and
alignment of tasks towards the
ultimate goal of the company.
MANAGEMENT
The act or art of managing
(Meriam-Webster dictionary).
It is the act of planning, decision
making, organizing, leading,
motivation and controlling the
human resources, financial,
physical, and information
resources of an organization to
reach its goals efficiently and
effectively.
 WHAT IS MANAGEMENT THEORY?
A collection of ideas that
recommend general rules
on how to manage and
organization or business
also known as
“transactional theories”
which focus on the role of
supervision, organization
and group performance.
SYSTEM THEORY
EDDIE ROSE V. CALO
 SYSTEM THEORY
Emphasized by Ludwig Von Bertalanffy and Kenneth Boulding.
It has been applied to business by Seymour Tilles, Danielkatz,
Robert Kahn and others.

 SYSTEM THEORY - It treats organization as a system, which

is partly economic, partly technical, partly political and
partly social.
 SYSTEM - Any set of distinct parts that interact to form a
complex. Either open or closed system.
An Open System interacts with its
environment by way of inputs, throughputs
and outputs.
INPUTS resources such as equipment, natural
resources, and work of employees
THROUGHPUTS- inputs are transformed
OUTPUTS – yield products or services
FEEDBACK LOOPS
FEEDBACK LOOPS
MANAGEMENT THEORIES EMPLOYED BY
THE AGENCY & ITS CHALLENGES
BUREAUCRATIC LEADERSHIP
- can be define as system of
management that follows a hierarchy where
official duties are fixed. Employees in this form of
leadership are expected to follow specific rules
and authority created by their superiors.
 Challenges
Emphasizing the formal rational aspects of
bureaucracy like on rules, regulations and
policies and procedures. It neglected human
behavior, relation, morale and motivation
factor.
Lots of paper work.
Employee dedication and commitment is not
considered.
DEVELOP AN EMERGENT MANAGEMENT
THEORY
REWARD MANAGEMEN THEORY
- In this theory, people perceive different
valences, instrumentalities and expectancies for
given action alternatives and decide between
them based on a subjective comparison process.
Offering the same reward will not suffice.
BUREAUCRATIC
MANAGEMENT
THEORY
MPAd2 – Organization and Management
Reporter: Daisyrrel P. Tamayo-Tubo
 BACKGROUND & DEFINITION
OF BUREAUCRATIC MANAGEMENT THEORY

 Also known as the bureaucratic theory of management or the Max Weber

theory

 Max Weber
- A German sociologist born in 1864
- Grew up at a time when industry was moving from farm to factory
- Prior to Weber, most organizations were based on traditional
authority (particularism)
BACKGROUND & DEFINITION
OF BUREAUCRATIC MANAGEMENT THEORY

 Bureaucracy
“ a system for controlling or managing a country, company, or
organization, that is operated by a large number of officials
employed to follow rules carefully”
ESSENTIAL ELEMENTS
OF BUREAUCRATIC MANAGEMENT THEORY

1. A clear organizational hierarchy

 Weber wanted each hierarchy to have legal-rational authority
 In simple terms: authority sits with a position, not a person.

2. Clear rules about decision making

 Weber referred to this as rational-legal decision-making rules.
 In simple terms: organization should be governed by rules.
PRINCIPLES OF BUREAUCRATIC
MANAGEMENT THEORY
Task Specialization Jobs are broken into simple, routine and well defined tasks.

Positions are organized in a hierarchy with a clear chain of

Authority Hierarchy command.

Formal Selection Job selection is made on the basis of technical qualifications.

Formal Rules & Standard operating procedures and systems are followed.
Regulations

Impersonal Uniform application of rules without considering the

personalities.

Managers are career oriented.

Career Orientation
MANAGEMENT THEORIES EMPLOYED
AND THE CHALLENGES ENCOUNTERED
THEORY PRINCIPLES/ CONCEPTS APPLIED CHALLENGES
Bureaucratic Management Formal rules and regulations are followed. Lots of paper works caused by too
much formality.
Adapting to change is difficult and
slow.

Systems Management Interrelated parts Decisions and actions in one

organizational area affect other areas.
Modern Management : Uses data collection method to be used for Online and database systems are out-
Quantitative Approach decision making purposes dated.
Slows down decision making and
adds tasks.
 EMERGENT MANAGEMENT THEORY
HYBRID MANAGEMENT THEORY
Bureaucratic + Human Relations + Modern Management
“Feeling good while working!”

 Basic rules and regulations shall be established to guide employees in the performance
of their tasks and to convey to them the culture the organization wants to maintain. Yet,
these are not too rigid to still give room for creativity and innovation.

 Organization shall have clear hierarchy of authority but the level of management or the
chain of command is limited. Unnecessary managerial positions in the organization
shall be omitted. This is to avoid delays in decision-making and wastage of resources
such as time & supplies.

 Social interactions within the organization shall be promoted instilling camaraderie,

strengthening teamwork and creating a pleasant and harmonious working
environment.
EMERGENT MANAGEMENT THEORY
HYBRID MANAGEMENT THEORY
Bureaucratic + Human Relations + Modern Management
“Feeling good while working!”

 Employees’ motivation to work shall be given due importance to understand their

behavior and needs.

 Employee’s productivity shall be recognized and rewarded through monetary and/or

non-monetary.

 The management shall devise and implement strategies to cope with the changing
environments, e.g. investing with tools and systems that will help streamline
processes and lighten task difficulty.
END WOODGROVE
BANK 28
MANAGEMENT THEORY:
Organizing and supervising the way an
organization or management function

Act of coordination and managing people and tasks to

achieve a goal
 ADMINISTRATIVE MANAGEMENT
Is a theory that focuses on creating a
formalized administrative structure, developing
proper hierarchy of authority, deciding their key
functions and responsibilities, and proper division
of labour within the organization
HISTORY:

□ Henri Fayol (1841 – 1925)

● Father of Administrative Management Theory
● Fayol’s 14 Principles of Management (1888)
● A French mining engineer and industrialist

Fayol highlighted the difference between managerial

and technical skills.
 Work should be allocated depending on
capability, qualification and experience of the
person

Managers must possess the authority to give

orders, and recognize that with authority comes
responsibility.
 Refers to general rules, regulations for
systematic working in an organization.

An individual employee should receive orders

from one supervisor only.
 Management is all about focus and unity. All employees
deliver the same activities that can be linked to the same
objectives.

Interest of organization must supersede the interest

of employees – including managers.
 Employees in the organization must be paid
fairly or adequately to give them maximum
satisfaction.

Balancing centralized decision making (from

the top) with letting employees make decisions.
 Means line of authority or chain of superiors
from highest to lowest rank.

There should be specific place for every

employee in an organization.
 Managers should be fair to all employees
through a combination of kindliness and justice.

Organizations should minimize staff turnover

and role changes to maximize efficiency.
 Employees should be encourage to develop
and carry out plans for improvement.

Organization should strive to promote team

spirit, unity and morale.
 ADMINISTRATIVE THEORY OF MANAGEMENT

PROS CONS

● Teamwork for higher ● Management oriented

productivity
● Ignores environmental
● Healthy financial situation changes
Applied To My Agency
 BUREAU OF INTERNAL
REVENUE
Bureaucratic Management

Systems Theory

Principles of Administrative Management

Human Relation Theory

 Bureaucratic Management  Emphasizes on rules and regulation.
 Diverse and complex

Systems Theory  Viewed as inter-related component

 Outputs directly affected by
throughputs and inputs
Administrative Management  Focuses on performance
 Too much work load due to lack of
personnel

Human Relation Theory  Focuses on top management inter-

actions with their employee
 Pressure rather than motivation
DEVELOP AN EMERGENT
MANAGEMENT THEORY
 FUSION
MANAGEMENT
THEORY
THANK YOU!
p
HUMAN RELATION THEORY
MPAd2 – Organization and Management
Danica Nikki V. Boniel
SWU MPA Section E
What is Human Relations Theory?

The employee productivity and motivation can be increased through positive

social bonds in the workplace and acknowledgement of the worker as a unique
individual. It holds that improved working conditions (empowerment, participation,
positive treatment) lead to increased productivity.

-Focus on people, rather than upon machines or

economics
It also focuses specifically
on the individuals needs
and resultant behaviors of
individuals and groups. It
takes an interpersonal
approach to managing
human beings
 Individuals perform better
when given special attention.
Professor Elton Mayo is
known as the Father of
the Human Relations
Approach to
Management Theory

Changes in physical
condition (such as
Heat, lighting,
hours, and breaks)
HAWTHORNE EFFECT
The findings were as follows:
1. Group dynamics (Social Factors) are important
determinants of job performance and output.
2.Groups have their own norms and beliefs,
independent of the individual members.
3.Individuals are not solely motivated by compensation.
Perceived meaning and importance of ones work are the
primary determinants of output.
HAWTHORNE EFFECT
4.Employees prefer a cooperative attitude from
superiors, rather than command and control.
5. Communication between management and
employees is essential to understand employee
issues.
6.Workplace culture sets organizations standards -
despite standards set by managers.
MANAGEMENT THEORIES EMPLOYED
BY THE AGENCY & ITS CHALLENGES

BUREAUCRATIC
MANAGEMENT
 BUREAUCRATIC
MANAGEMENT IN CHALLENGES:

1. Different interpretation of set

rules/regulations
2. Paper works and Ease of Doing of
Business
3. Follows a certain set of rules and
regulations. This imparts a lack of
flexibility
HUMAN RELATION THEORY APPLIED IN BUREAU
OF INTERNAL REVENUE
THEORIES APPLIED CHALLENGES ENCOUNTERED

Collect feedback from Involve employees in Gather feedback but fail to

employees decision making and act on it
actively solicit their
feedbacks; Action Planning
Offer adequate praise RCO (Revenue Collection Different collection
and recognition Officer) Top performer of the goals/workload per assigned
month/Best employee areas
Promote positive group Promote positive group Pressure/Differences
values and relationships values and relationships so
that social pressure will
produce teamwork and
positive employee attitudes
and behaviors.
HUMAN RELATION THEORY APPLIED IN BUREAU
OF INTERNAL REVENUE
THEORIES APPLIED CHALLENGES ENCOUNTERED

Train employees and Invest in trainings to improve Increase workload and

develop their skills skills of employees responsibilities; Less
accordingly. manpower
EMERGENT THEORY
System, Modern, Bureaucratic, Human Relations Theory with Customer Feedback Satisfaction

INTEGRATED WORK LIFE-

BALANCE MANAGEMENT
THEORY
EMERGENT THEORY
Integrated Work-Life Balance Theory
- Special attention = Increase in Productivity
- Reward employees and success, and make sure they know their hard
work is being noticed
- Job Satisfaction
- Maintaining control of the management, making necessary adjustments
as and when required
- Streamline the current systems and procedures of organization through
digitalization
- Understand employees' behaviors and needs and can implement
strategies to meet those needs and support their skill development over
time.
-Customer Satisfaction should put also be prioritize
THANK YOU FOR LISTENING!
Modern
Management
What is Modern
Management???
It started on 1950s

Focuses on the Improvement of Organization

and Employees
3 Approaches
Quantitative Approach
Systems Approach
Contingency or Situational
Approach
Quantitative
Approach
Management uses statistics and mathematical
techniques
Managers use these techniques and data to
determine the benefits or risks of different ideas

Data can be used for decision-making

purposes
Systems Approach
Organizations represent a complex collection of
various components that work together to reach
a common goal

Managers using this theory examine how these

subsystems interact with and affect one another,
rather than analyzing them separately
Classifications of
Systems Approach
OPEN CLOSE
Actively interacts with It is self-contained and
its environment. By isolated from the
interacting with other environment. It is a
systems, it tries to non-adaptive system.
It does not receive
establish exchange inputs form other
relationships. systems.
Example of System
Approach
FAST FOOD
(Operational System)
Management (Subsystem)
Crew (Subsystem/Operational System)
Cook (Subsystem)
Waiter (Subsystem)
Cashier (Subsystem)
Inventory (Subsystem)
Contingency Approach
There is not just one management approach
that fits every organization
It believes that the optimal management style
depends on the situation
SUMMARY
Modern Management is a product of using set
of data (quantitative approach) used as input
to be discussed and communicated throughout
the whole organization (systems approach) with
the help of best application of expertise to
produce the best decision in a specific situation
(contingency approach).
CHALLENGE
Some employees tend to avoid
changes brought by modernism.
 Emergent Theory:

MODERN MANAGEMENT plus

Personnel Re-Evaluation Program.
ORGANIZATIONS OF LEARNING
SYSTEMS
August 10, 2022
 ORGANIZATIONS OF LEARNING SYSTEMS

 process by which an organization improves itself over time through gaining

experience and using that experience to create knowledge;

 The knowledge created is then transfered within the organization.

ASSUMPTION
ORGANIZATIONS OF LEARNING SYSTEMS

 focuses on the creation of knowledge and the use of that knowledge within an
organization.

 stresses the importance of developing a learning culture within an organization.

KEY PROCESS
ORGANIZATIONS OF LEARNING SYSTEMS

KNOWLEDGE
CREATION

KNOWLEDGE
RETENTION

KNOWLEDGE
TRANSFER
 STRENGTH WEAKNESS
 INCREASED EMPLOYEE JOB SATISFACTION  DISSEMINATION OF INFORMATION

 COMPETENT AND SKILLED PERSONNEL  PUNISHMENT SYSTEM

 HIGHLY CAPABLE, EFFECTIVE AND CREDIBLE POLICE SERVICE  BUDGET

 LOWER TURNOVER RATES  INADEQUATE LOGISTIC RESOURCES

 INCREASED PRODUCTIVITY

 DEVELOPING LEADERS AT ALL LEVELS

 ENHANCED ADAPTABILITY THROUGHOUT THE ORGANIZATION

 ESTABLISHED REWARD
 CORRESPONDING CHALLENGES ENCOUNTERED

 PHYSICAL EXAMINATION

 BUDGET (FINANCIAL AND LOGISTIC RESOURCES)

 SYSTEMS AND PROCEDURES DURING TRAININGS

 EMERGENT MANAGEMENT THEORY

 HUMAN RELATION THEORY- 75%

 MODERN MANAGEMENT THEORY-10%

 ORGANIZATIONS OF LEARNING SYSTEMS - 10%

 SYSTEM THEORY - 5 %
THANK YOU AND
GOD BLESS!