Definition of management, functions of management, types of management, theories of management

1. NATURE AND
CONCEPT OF
MANAGEMENT
Here starts the
lesson!

2. LEARNING OUTCOME
At the end of this lesson, you are able to…..
○ Explain the meaning, functions, types, and
theories of management.

3. Table of
Contents!
Definition of
Management
Types of
Management
Functions of
Management
Theories of
Management

4. 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.

5. 01
Definitions of
Management

6. Management is the process
of coordinating and
overseeing the work
performance of individuals
working together in
organizations, so that they
could efficiently and
effectively accomplish their
chosen aims or goals.
Management
Italian Word
Maneggia
re
(to handle)
Latin
Manus
Agere
(hand) (act)

7. ● Management is the art of
getting things done through
people.
● Mother of Modern
Management
● An American Social Worker,
Management Consultant
Mary Parker
Follet (1868-1933)

8. ● Management to manage is
to forecast and to plan, to
organize, to command, to
coordinate and to control.
● Father of Principles of
Management
● French mining engineer,
mining executive .
Henri Fayol
(1841-1925)

9. ● Management an art of
knowing what to do, when
to do and see that it is doing
the best and cheapest way.
● Father of Scientific
Management
● American Mechanical
Engineer, Management
consultant.
Frederick Taylor
(1865-1915)

10. ● Management is a multi-
purpose organ that
manages the business and
manages managers and
manages workers and work.
● Austrian-American
management consultant,
educator, author.
Peter Ferdinand
Drucker (1909-2005)

11. Is management
an Art or
a Science?

12. Characteristics
and Nature of
Management
● Management is Goal-
oriented
● Management is universal
● Management is a
continuous process
● Management is multi-
disciplinary
● Management is intangible
force
● Management is situational
● Management is both
science and arts.

13. 02
Functions of
Management

14. Functions of
Management
Planning
Involves determining the
organization’s goals or
performance objectives,
defining strategic actions
that must be done to
accomplish them, and
developing coordination
and integration activities.
Organizing
Demands assigning
tasks, setting aside
funds, and bringing
harmonious relations
among the individuals
and work groups or
teams in organization

15. Functions of
Management
Leading
Entails influencing or
motivating subordinates to
do their best so they would
be able help the
organization’s endeavor to
attain their goals.
Staffing
Indicates filling in the
different job positions in the
organization’s structure; the
factors that influence this
function include: size of the
organization, types of jobs,
number of individuals to be
recruited, and some internal
or external pressures.

16. Functions of
Management
Involves evaluating and, if
necessary, correcting the
performance of the
individuals or work groups or
teams to ensure that they are
all working toward the
previously set goals and
plans of the organization.
Controlling

17. 03
Types and
Theories of
Management

18. SCIENTIFIC
MANAGEMENT
THEORY
Taylor’s Scientific
Management Principles
1. Develop a science for each element
of an individual’s work to replace the
role of the thumb method.
2. Scientifically select and train,teach,
and develop the worker.
3. Heartily cooperate with the workers
so as to ensure thath all work is
done in accordance with the
principles of the science that has
been developed.
4. Divide work and responsibility
almost equally between
management.

19. GENERAL
ADMINISTRATIVE
THEORY
Henri Fayol’s
Management Principles
1. Division of work
2. Authority
3. Discipline
4. Unity of Command
5. Unity of Direction
6. Subordination of individual
interest to general interest
7. Remuneration

20. GENERAL
ADMINISTRATIVE
THEORY
Henri Fayol’s
Management Principles
8. Centralization
9. Scalar Chain
10.Maintenance Order
11. Equity / Fairness
12. Stability/security of
tenure of workers
13. Employee initiative
14. Promotion of team spirit

21. GENERAL
ADMINISTRATIVE
THEORY
Bureaucracy according to
Max Weber
According to Max Weber,
bureaucracy is an organizational form
distinguished by the following
components:
• Division of Labor
• Hierarchical identification of
job positions
• Detailed rules and
regulations
• Impersonal connections
with one another.

22. TOTAL QUALITY
MANAGEMENT
(TQM)
Deming’s 14 Points for
Top Management
1. Create constancy of
purpose for improvements of
products and services.
2 Adopt the new TQM
philosophy.
3. Cease dependence on
mass inspection by doing
things right and doing it right
the first time.

23. Deming’s 14 Points for
Top Management
4. End the practice of
awarding business on the
basis of price tag alone.
5. Constantly improve the
system of production and
services.
6. Institute training.
7. Adopt and institute
leadership
8. Drive out fear.
9. Breakdown barriers
between the staff areas.
10. Eliminate slogans, focus
on correction of defects in the
system.
11. Eliminate numerical quota
for the workforce.
12. Remove barriers for that
rob people of “pride of
workmanship”

24. Deming’s 14 Points for
Top Management
13. Encourage education and
self-improvement for
everyone.
14. Take action to accomplish
the transformation.
1. Quality of design-through market
research, product and concept.
2. Quality of conformance- through
management, manpower and
technology.
3. Availability-through reliability,
maintainability, and logistics
support.
4. Full Service- through promptness,
competence and integrity.
Fitness Quality according
to Juran

25. Juran’s Quality Planning
Roadmap
1. Identify your customers.
2. Determine their needs.
3. Translate them into one
language.
4. Develop a product that can
respond needs.
5. Develop a process that
which are able to produce
those product features.
6. Prove that the process can
produce the product.
7. Transfer the resulting plans
to the operating forces.

26. BEHAVIORAL
MANAGEMENT
THEORY

27. Thank you for
listening!