➢ Doing things right; maximum output
for the minimum inputs
MANAGEMENT
 process of coordinating and
overseeing the work of other people
 so that organizational goals can be
efficiently and effectively
accomplished.
5 management functions
1. PLANNING
 Defining goals
 Establishing strategies to achieve
goals
 Developing plans to integrate and
coordinate activities
2. ORGANIZING
 Assigning tasks
 Setting aside funds
 Bringing harmonious relations among
individuals and groups or teams in
the organization
 organize his/her team and materials
according to her plan & assigning
work and granting authority
3. STAFFING
 Filling in the different job positions
 recruiting, selecting, training, and
developing employees
4. DIRECTING / LEADING
 Influencing or motivating people in
achieving their goals
 motivating, communicating, guiding,
and encouraging
 requires the manager to coach,
assist, and problem solve with
employees.
5. CONTROLLING
 Evaluating or correcting the
performance of individuals or
workgroups
 Monitoring & comparing set goals
versus actual accomplishments
managerial concerns
(INTRINSIC VALUES)
1. COORDINATION
➢ Harmonious; integrated action
2. EFFICIENCY
3. EFFECTIVENESS
➢ “Doing the right things”
➢ Doing things correctly
➢ Attaining organizational vision,
mission, goals and objectives
Historical BACKGROUND
 ANCIENT MANAGEMENT
➢ CHINA: The Great Wall
➢ EGYPT: Pyramid
➢ VENETIAN: Floating warship
assembly lines
 ADAM SMITH
➢ The Wealth of Nations (1776)
➢ Advocated the division of
labor (job specialization) to
increase the productivity of
workers
 INDUSTRIAL REVOLUTION
➢ Substituted machine power for
human labor
➢ Created large organizations in
need of management
MANAGEMENT THEORIES
classical management
o belief that workers only have
physical and economic needs
o advocates:
- specialization of labor
- centralized leadership and
decision making
- profit maximization
o Designed solely to streamline
operations, increase productivity
and enhance the bottom line.
© Catherine Aperocho | 12 ABM 9
i. THE AUTOCRATIC LEADERSHIP MODEL
 the central part of classical
management theory
 no need to consult large
groups of people for decisions
to be made.
a. HIERARCHIAL STRUCTURE
❖ workplaces are divided under
three distinct layers of
management.
b. SPECIALIZATION
❖ an assembly line view of the
workplace in which large tasks
are broken down into smaller
ones that are easy to
accomplish.
c. INCENTIVES
❖ employees are motivated by
financial rewards.
❖ employees will work harder
and be more productive if
they are awarded incentives
based on their work.
1. SCIENTIFIC MANAGEMENT THEORY
▪ FREDERICK TAYLOR
▪ improving the efficiency of the work
process.
▪ a systematic study of people, tasks
and work behavior
▪ Taylor's theory broke the work
process down into the smallest
possible units, or sub-tasks, in an
effort to determine the most efficient
method possible for completing a
particular job
four principles
1. Replace guesswork methods with a
scientific study of the tasks.
example: having a standardized
method of doing the job
2. Select, train, and develop each
worker rather than leaving them to
train themselves.
ex: putting the right person on the
job with the correct tools and
equipment.
3. Ensure that the scientifically
developed methods are being
followed.
4. Make sure the managers apply
scientific management principles to
planning the work and the workers
actually perform the tasks.
Divide work and responsibility almost
equally between management and
workers.
ex: Providing an economic incentive
to the worker.
Management takes over all work for
which it is better fitted than the
workers.
2. BUREAUCRACY
 MAX WEBER
 selection and promotion only
occur on the basis of technical
qualifications.
 Should look like the extension
of the government and the
legal system.
 Organizations should act more
rationally:
✓ Clarified leadership
✓ Clarified rules for
decision making
 Wanted a Legal-Rational
Authority – came from the
position you occupied from
the structure.
 AUTHORITY HIERARCHY:
positions organized in a
hierarchy with a clear chain of
command.
 IMPERSONALITY: uniform
application of rules and
controls not according to
personalities.
 AUTHORITY RESIDES WITHIN THE
OFFICE OR POSITION & NOT
WITHIN THE PERSON
© Catherine Aperocho | 12 ABM 9
3. ADMINISTRATIVE MANAGEMENT STRENGTHS OF WEAKNESS OF
 HENRI FAYOL CLASSICAL CLASSICAL
 emphasized the perspective of • A clear • By attempting to
senior managers within the structure for predict and
organization, and argued that management, control
management was a profession its functions human
and could be taught. and behavior, this
operations theory
 based on the concept of
• The division of overlooks the
DEPARTMENTALIZATION:
labor that can importance of
different activities to be make tasks human
performed for achieving the easier and relations and
common purpose of the more efficient creativity.
organization should be to • In essence, this
identified and be classified into accomplish, theory views
different groups or departments, which can workers
such that the task can be enhance almost as
accomplished effectively. productivity machines,
 more emphasis should be laid • Clear but fails to
on organizational definition of take into
management and the human employee account what
and behavioral factors in the roles and job
management. tasks with little satisfaction,
 MAIN FOCUS: how the left to employee
guesswork input and
management of the
morale can
organization is structured and
bring to the
how well the individuals workplace
therein are organized to human relations management
accomplish the tasks given to
them. 1. behavioral management theory
 GEORGE ELTON MAYO
14 principles of fayol  human relations movement
because it addresses the
human dimension of work.
 grew from his observations of
employee productivity levels
under varying environmental
conditions.
 used a matrix which he used
to illustrate the likelihood that
a given team would be
successful.
 demonstrates the role that
varying combinations of group
norms and group
cohesiveness play in team
effectiveness.

© Catherine Aperocho | 12 ABM 9

 LOW HIGH NORM • Continuous and effective interaction
NORM of sub-systems helps to attain goals
LOW INNEFECTI SOME DEGREE of the larger system.
COHESIVEN VE: they OF POSITIVE • every sub-system is a system and has
ESS have no IMPACT: sub-systems which together make an
impact, through organization a set of mutually
since individual dependent parts and their sub-parts.
none of member
the accomplishme
1. total quality management
members nts.
are ❖ EDWARDS DEMING & JOSEPH JURAN
motivated ❖ description of the culture, attitude
to excel and organization of a company that
HIGH NEGATIVE GREATEST strives to provide customers with
COHESIVEN IMPACT: POSITIVE products and services that satisfy
ESS since IMPACT: since their needs
fellow group ❖ requires quality in all aspects of the
members members company’s operations
encourag encourage ❖ processes being done right the first
e one another time and defects and waste
negative to excel. eradicated from operations.
behavior
❖ management and employees can
(e.g.,
become involved in the continuous
gangs).
improvement of the production of
goods and services.
STRENGTHS OF WEAKNESS OF
B.M.T CLASSICAL eight elements
• Worker • Oversimplified
recognition / human  CUSTOMER FOCUSED
appreciation behavior –  TOTAL EMPLOYEE INVOLVEMENT
• Consideration one way  PROCESS – CENTERED
of works for all  INTEGRATED SYSTEM
employees’ • Difficult to  STRATEGIC AND SYSTEMATIC
well-being predict APPROACH
• Building a workplace  CONTINUAL IMPROVEMENT
relationship behavior  FACT – BASED DECISION MAKING
between • Strategies
 COMMUNICATION
workers and based on
managers predicted deming’s fourteen points
behavior vs.
observed 1. Create constancy of purpose for
behavior improving products and services.
2. Adopt the TQM philosophy.
3. Cease dependence on
SYSTEMS THEORY inspection to achieve quality.
4. End the practice of awarding
• organization as a dynamic and inter- business on price alone; instead,
related set of parts. minimize total cost by working with a
• Each part represents a department single supplier.
or a sub-system. Each department 5. Improve constantly and forever
has its sub-system. every process for planning,
production and service.
6. Institute training on the job.

© Catherine Aperocho | 12 ABM 9

 7. Adopt and institute leadership. 4. Develop a product that can respond to
8. Drive out fear. needs.
9. Break down barriers between staff
5. Develop processes which are able to
areas.
produce those product features.
10. Eliminate slogans, exhortations and
targets for the workforce. 6. Prove that the process can produce the
11. Eliminate numerical quotas for the product.
workforce and numerical goals for
7. Transfer the resulting plans to the
management.
operating forces.
12. Remove barriers that rob people of
pride of workmanship, and eliminate STRENGTHS OF WEAKNESS OF
the annual rating or merit system. T.Q.M T.Q.M
13. Institute a vigorous program of • holistic view of • fails to provide
education and self-improvement for the uniform
organizations approach to
everyone.
and management.
14. Put everybody in the company to emphasizes on Management
work accomplishing the their adaptive practices
transformation. nature change with
• studied as a changes in
juran trilogy whole and not environmental
through its parts variables.
• Decisions are • fails to provide
made keeping concepts that
in mind apply to all
organization- types of
environment organizations
interface.
• analyses the
system at
different levels
and inter-
relates and
integrates it
into a unified
1. – through market
set of direction
research, product and concept. • effective
2. – through interaction of
parts of the
management, manpower, and organization in
technology. a specific
arrangement
3. – through reliability,
for attainment
maintainability, and logistic support. of its goals
• Interaction of
4. – through promptness,
external
competence, and integrity. environment
with the internal
juran’s quality planning environment is
the most
roadmap significant
contribution of
1. Identify your customers. systems theory
2. Determine their needs.
3. Translate them into one’s language.

© Catherine Aperocho | 12 ABM 9

contingency theory information
decision systems
o there is no one best way to lead an • devise
organization. motivational and
leadership
o There are too many external and approaches to
internal constraints that will alter motivate the
what really is the best way to lead. workers.
o Depends upon the situation at hand.
o Management is situational in nature.
The technique of management ORGANIZATIONAL BEHAVIOR
depends on complexity of the
situation.  The study of the actions of people at
o Management principles are not work; people are the most important
universal in nature as there is no best asset of an organization
style of management. Management EARLY ADVOCATES OF OB
is situational and managerial actions
depend upon the environmental
circumstances.
o insight into organization’s
adaptability to both internal and
external environment. It is a matter
of fitting the internal environment to
its external environment.
1. fred fiedler’s contingency theory
▪ there is no one best way to manage
an organization.
▪ a leader must be able to identify
which management style will help.
achieve the organization's goals in a management levels
particular situation.
▪ the least preferred co-worker (LPC)
scale which measures a manager's
leadership orientation.

STRENGTHS OF WEAKNESS OF
T.Q.M T.Q.M
• integrates the • does not follow
principles of the concept of
different schools ‘universality of
of thought and principles’
applies them which often
contingent upon apply to
the needs of the specific
situation management
• follows the situations.
technique of • costly in terms
multivariate of time and
analysis. It thinks money.
of all possible • not possible for
variables or managers to
factors that determine all
affect the the factors
situation relevant to the
• helps to design decision-
the organization making situation
structure and
plan the

© Catherine Aperocho | 12 ABM 9

managerial roles  allocating funding, as well as
assigning staff and other
organizational resources
 involves human interaction 4. NEGOTIATOR
1. FIGUREHEAD  represent company or
 a source of inspiration department during important
 perform ceremonial and negotiations within your team,
symbolic and legal duties department, or organization.
2. LEADER
 direct and motivate
managerial skills
subordinates A. CONCEPTUAL SKILLS
 counsel and communicate o enable managers to think of possible
with subordinates solutions to complex problems
 manage the performance o visualize abstract situations, they
and responsibilities of develop a holistic view of their
everyone in the group organization and its relation to its
3. LIASION environment
 maintain information links both B. HUMAN SKILLS
inside and outside  relate well with people
organization via email, phone  Communicating, leading,
calls, and meetings. inspiring and motivating them
C. TECHNICAL SKILLS
 managers to be proficient in
1. MONITOR
performing their tasks.
 regularly seek out information
 helped to manage non-
related to your organization
management workers who
and industry
employ varied techniques to
 looking for relevant changes in
yield good quality
the environment
products/services
 monitor your team, in terms of
both their productivity, and
their well-being
2. DISSEMINATOR
 where you communicate potentially
useful information to your colleagues
and your team
3. SPOKESPERSON
 responsible for transmitting
information about your organization
and its goals to the people outside it.

1. ENTREPRENEUR
 solving problems, generating
new ideas, and implementing
them.
2. DISTURBANCE HANDLER
 help mediate disputes within it
 resolve conflicts
3. RESOURCE ALLOCATOR
 where organizational
resources are best applied

© Catherine Aperocho | 12 ABM 9