Management involves planning, organizing, staffing and directing a group of people to accomplish some task. To be an effective leader, you must understand how to manage your workforce. The first step in managing employees is to set goals for the work unit or department—goals that will help achieve overall organizational goals.

1. MANA 01BC
PRINCIPLES OF MANAGEMENT
AND ORGANIZATION
By:
JENNY L. LLANO, MPA
Assistant Professorial Lecturer II

2. OVERVIEW
LESSON 1 INTRODUCTION TO MANAGEMENT
1. Management Defined
2. Importance of Management
3. Theories of Management
4. Management Movement
5. Kinds of Management
6. Management Levels
7. Management Problems

4. Management is the act of getting people together to accomplish desired goals and
objectives using available resources efficiently and effectively. Since organizations can be
viewed as systems, management can also be defined as human action, including design,
to facilitate the production of useful outcomes from a system. This view opens the
opportunity to manage oneself, a pre-requisite to attempting to manage others.
Management involves planning, organizing, staffing and directing
a group of people to accomplish some task. To be an effective
leader, you must understand how to manage your workforce. The
first step in managing employees is to set goals for the work unit
or department—goals that will help achieve overall organizational
goals.

6. • father of modern management theory
• introduced a general theory that can be
applied to all levels of management and every
department.
• The Fayol theory is practiced by the
managers to organize and regulate the internal
activities of an organization. He concentrated
on accomplishing managerial efficiency.
Henry Fayol

7. 1. Division of Work
2. Authority and Responsibility
3. Discipline
4. Unity of Command
5. Unity of Direction
6. Subordination of Individual Interest
7. Remuneration
8. Centralization
9. Scalar Chain
10. Order
11. Equity
12. Stability
13. Initiative
14. Esprit de Corps
The fourteen principles of management created by Henri Fayol

8. Frederick Winslow Taylor
• known as the Father of Scientific Management
• believed that it was the role and responsibility
of manufacturing plant managers to determine the best
way for the worker to do a job, and to provide the
proper tools and training.
• also believed in providing incentives for performance.

9. Henry Fayol F.W. Taylor
Definition
Henry Fayol, father of modern management
contributed fourteen management principles,
accomplishing managerial efficiency.
F.W. Taylor, father of scientific management
contributed four management principles, for
enhancing overall productivity.
Concentrated
Top-level management Low-level management
Approach
Top management based on top downward
approach.
Supervisory viewpoint and bottom upward
approach
Focus
Focused on delivering managerial efficiency. Increasing productivity of labour
Theory-based on
Personal experience Observation and experiment.

10. The importance of management in an organization is multifaceted. Managers are
important for any organization to achieve its goals. They are the backbone of any
organization, and their role is to ensure that everything runs smoothly in the company.
The success or failure of an organization depends on how well its managers handle
their responsibilities.
1. It helps in Achieving Group Goals
2. Optimum Utilization of Resources
3. Reduces Costs
4. Establishes Sound Organization
5. Establishes Equilibrium
6. Essentials for Prosperity of Society
IMPORTANCE OF MANAGEMENT

11. Theories on Management
Management theories are concepts surrounding
recommended management strategies, which may
include tools such as frameworks and guidelines that can
be implemented in modern organizations. Generally,
professionals will not rely solely on one management
theory alone, but instead, introduce several concepts from
different management theories that best suit their
workforce and company culture.
For a long time, theorists have been researching the most
suitable forms of management for different work settings.
This is where management theories come into play.
Although some of these theories were developed centuries
ago, they still provide stable frameworks for running
businesses.

12. 1. Scientific Management Theory
American mechanical engineer Frederick Taylor, who was
one of the earliest management theorists, pioneered the
scientific management theory. He and his associates
were among the first individuals to study work
performance scientifically. Taylor’s philosophy
emphasized the fact that forcing people to work hard
wasn’t the best way to optimize results. Instead, Taylor
recommended simplifying tasks so as to increase
productivity.

13. 2. Systems Management Theory (Ludwig von Bertalanffy)
Systems management offers an alternative approach to the
planning and management of organizations. The systems
management theory proposes that businesses, like the human
body, consists of multiple components that work
harmoniously so that the larger system can function optimally.
According to the theory, the success of an organization
depends on several key elements: synergy, interdependence,
and interrelations between various subsystems.

14. 3. Contingency Management Theory
The main concept behind the contingency management theory is
that no one management approach suits every organization. There
are several external and internal factors that will ultimately affect the
chosen management approach. The contingency theory identifies
three variables that are likely to influence an organization’s structure:
the size of an organization, technology being employed, and style of
leadership.
• There is no one specific technique for managing an organization.
• A leader should be quick to identify the particular management style
suitable for a particular situation.
• The primary component of Fiedler’s contingency theory is LPC – the
least preferred co-worker scale. LPC is used to assess how well oriented
a manager is.

15. 4. Theory X and Theory Y
Theory X holds a pessimistic view of employees
in the sense that they cannot work in the
absence of incentives.
Theory Y, on the other hand, holds an optimistic
opinion of employees. The latter theory
proposes that employees and managers can
achieve a collaborative and trust-based
relationship.

17. WHY STUDY MANAGEMENT THEORIES?
•Increasing Productivity
•Simplifying Decision Making
•Encouraging Staff Participation

18. Management Movement
The management movement had its beginning at the turn of the century when Frederick W. Taylor critically questioned
the tradition-bound practices of management and, for his own part, resorted to scientific analysis for the formulation of
better management methods. His early conclusions, according to chronicles, led eventually to the recognition of
management of which he was the founder.
His ideas took form in the following fundamental principles, which, in his own words, he termed as the duties of
management such as:
First. They (managers) develop a science for each element of a man’s work, which science replaced the rule-of-thumb.
Second. They scientifically selected and then train, teach, and develop the workman, whereas, in the past, he chose
his own work and trained himself as best as he could.
Third. They heartily cooperated with the men so as to ensure all the work being done is in accordance with the
principles of the science which has been developed.
Fourth. There is an almost equal division of the work and the responsibility between the management and the
workman, while in the past almost all of the work and the greater part of the responsibility were thrown upon the
shoulders of the man.

19. Types of Management Styles
1. Democratic management style
The democratic management style is rooted in collaboration. These types of leaders
seek input from their employees before making business decisions or delivering
solutions. They engage employees by remaining open to new ideas and
experimentation, and granting employees the freedom to use their voices to share
their opinions.

20. Types of Management Styles
2. Laissez-faire management style
Laissez-faire leaders are hands-off and
maintain a high level of confidence in
their employees. Leaders who adopt this
management style don’t micromanage
their employees and grant them freedom
to work on their delegated tasks
independently.

21. Types of Management Styles
3. Autocratic management style
An autocratic management style is centered on results and
efficiency, and usually devoid of employee collaboration and
autonomy. An autocratic style leader believes in micromanaging
employees to ensure they follow company policies and rely on
authority to provide instruction.

22. Types of Management Styles
4. Charismatic management style
Leaders who follow a charismatic management style
are charming, highly persuasive and deeply committed
to their cause. Charismatic leaders are also interested
in building personal relationships and rallying their
team around a common goal.

23. Types of Management Styles
5. Coach management style
Leaders who use the coaching management style often possesses qualities similar to a sports team
coach. They’re dedicated to their employees’ ongoing development and can quickly identify
what motivates each employee to succeed. A coaching leader is skilled in recognizing each employee’s
unique strengths and weaknesses and determining how to help them become better professionals.
They often push employees to complete more challenging tasks that further develop their talents and
improve their areas of opportunity.

24. Types of Management Styles
6. Pacesetting management style
Leaders who practice the pacesetting management style
often set high standards for their team and are especially
concerned with speed and efficiency. These leaders are
always seeking new ways to become more productive and
expect the same of the employees they manage. This
management style can help build trust among employees
who recognize their manager adheres to the same
standards they set for their team, but can also make
employees feel overwhelmed by demands.

25. Types of Management Styles
7. Bureaucratic management style
Leaders who adhere to the bureaucratic style of management focus
on assigning specific duties to employees within a well-defined
hierarchy. They’re less concerned with collaboration and more
interested in following rules and procedures. Bureaucratic leaders
assign each employee a set of responsibilities and independent tasks,
and all work is streamlined from top to bottom.

26. Types of Management Styles
8. Transactional management style
Leaders who follow a transactional management style
enhance employee performance with positive rewards like
bonuses and incentives, and respond to negative
outcomes with disciplinary action. They often act as
mentors, and provide explicit instruction to help increase
performance and ensure employees consistently meet
expectations.

28. 12 common management challenges
1. Decreased performance levels
2. Being understaffed
3. Lack of communication
4. Poor teamwork
5. Pressure to perform
6. Absence of structure
7. Time management
8. Inadequate support
9. Skepticism
10. Difficult employees
11. Transition from coworker to manager
12. Weak workplace culture