management

1. NATURE AND
CONCEPT OF
MANAGEMENT
WEEK 1

2. LEARNING
COMPETENCY
At the end of the lesson, the learners are expected to:
- explain the meaning, functions, types and theories of
management (ABM_AOM11-Ia-b-1)

3. WHAT IS THE MEANING OF
MANAGEMENT FROM
DIFFERENT
PERSPECTIVES?
Management is the art
of getting things done
through people. – Mary
Parker Follet

4. WHAT IS THE MEANING OF MANAGEMENT
FROM DIFFERENT PERSPECTIVES?
Management is a distinct process consisting of
planning, organizing, actuating and controlling;
utilizing in each both science and art, and followed in
order to accomplish pre-determined objectives. --
George R. Terry

5. WHAT IS THE MEANING OF
MANAGEMENT FROM
DIFFERENT
PERSPECTIVES?
Management is the art of
knowing what you want
to do and then seeing
that they do it in the best
and the cheapest way. --
F.W. Taylor,

6. WHAT IS THE MEANING OF
MANAGEMENT FROM
DIFFERENT
PERSPECTIVES?
Management is the art of
getting things done
through others and with
formally organized
groups. -- Harold Koontz

7. are needed in order to
accomplish the management
process of coordinating and
overseeing the work
performance of individuals
working together in
organizations.
MANAGEMENT
FUNCTIONS

8. 1
2
Planning
Organizing
Staffing
3
MANAGEMENT
FUNCTIONS INCLUDE
THE FOLLOWING:
5
4 Leading
Controlling

9. involves determining the
organization’s goals, listing down
action plan that must be done
and the resources to be used to
accomplish them.
PLANNING

10. includes assigning tasks,
setting aside funds for future
use, and developing
harmonious relationshi among
them for the achievement of
organizational goal.
ORGANIZING

11. STAFFING indicates filling in the different job
positions in the organization’s structure
which includes recruiting individuals
depending on the type of jobs and
number of manpower needed. Its purpose
is to put the right person on the right job.

12. involves influencing,
supervising, training,
guiding and motivating
subordinates to do their best
so that they would be able to
help the organization’s
endeavor to attain their set
goals.
LEADING AND
DIRECTING

13. CONTROLLING
involves evaluating and, if
necessary, correcting the
performance of the individuals
or teams to ensure that they are
all working toward the
previously set goals and plans of
the organization.

14. Management functions will all go to
waste if coordination, efficiency, and
effectiveness are not practiced by
an organization’s managers.

15. Coordination ensures that all individuals or
teams are harmoniously working together
to achieve their goal while efficiency refers
to the optimal use of scarce resources
(human, financial, physical, and mechanical)
in order to bring maximum productivity;
and effectiveness means “doing things
correctly” when engaged in activities that
will help the organization attain its aim.

16. EVOLUTION OF
MANAGEMENT

17. Evolution of Management
ORGANIZATIONAL
ENVIRONMENT THEORY
MANAGEMENT SCINECE
THEORY
BEHAVIORAL
MANAGEMENT
ADMINISTRATIVE
MANAGEMENT THEORY
SCIENTIFIC MANAGEMENT
THEORY

18. SCIENTIFIC MANAGEMENT
THEORY
• Frederick W. Taylor (1856-1915) known as the “Father of Scientific
Management” is the most significant contributor of this approach.
• He defines management as “the one best way” for a job to be done.
• He made a study of his worker why they have a low output. The result came
out that the workers have lack of enthusiasm, and discrepancy in their job
assignments with their skills. And so he came up with the Scientific
Management Principles.

19. SCIENTIFIC MANAGEMENT
THEORY
Four Principles of Scientific Management:
1. Develop a new method in performing a job base in science
to replace the old one.
2. Teach, train and develop the workers.
3. Interest of employer & employees should be fully
harmonized
4. Establish fair division of work and responsibility between
management and workers.

20. SCIENTIFIC MANAGEMENT
THEORY
• Another contributor of this approach is the husband and
wife tandem of Frank Gilbreth (1868-1924) and Lillian
Gilbreth (1878-1972).
• They devised a classification of scheme to label 17 basic
hand motions to increase productivity and remove
wasteful motion which is called the “THERBLIGS”.

21. ADMINISTRATIVE
MANAGEMENT THEORY
This theory focused on manager’s role and what management
practices are best to apply. The most famous personalities in
this approach are Henri Fayol (1841-1925) known as the “Father
of Principles of Management” and Max Weber (1864-1920).

22. ADMINISTRATIVE
MANAGEMENT THEORY
• Fayol believed that management activities should be
practiced and viewed separately from other organizational
activities such as marketing, finance and research.
• While Weber wrote that organizations must have
authority structures and coordination with others based
on what he referred to as bureaucracy.

23. HENRI FAYOL'S
MANAGAMENT PRINCIPLES
WORK DIVISION OR
SPECIALIZATION
AUTHORITY AND
RESPONSIBILITY
DISCIPLINE
UNITY OF COMMAND
UNITY OF DIRECTION
SUBORDINATION OF INDIVIDUAL
INTEREST TO GENERAL INTEREST
REMUNERATION/PAY
CENTRALIZATION
SCALAR CHAIN OF AUTHORITY
MAINTENANCE OF ORDER

24. HENRI FAYOL'S
MANAGAMENT PRINCIPLES
EQUITY/FAIRNESS
STABILITY OF TENURE OF
WORKERS
EMPLOYEE INITIATIVE
ESPIRIT DE
CORPS/PROMOTION OF
TEAM SPIRIT

25. DIVISION OF WORK
AUTHORITY AND RESPONSIBILITY

26. DISCIPLINE
UNITY OF COMMAND

27. UNITY OF DIRECTION
SUBORDINATION OF INDIVIDUAL INTEREST

28. REMUNERATION
DEGREE OF CENTRALIZATION

29. SCALAR CHAIN
ORDER

30. EQUITY
STABILITY OF TENURE OF PERSONNEL

31. INITIATIVE
ESPRIT DE CORPS

32. BUREAUCRATIC
CHARACTERISTIC:
1. Division of Labor
2. Formal Hierarchical Structure
3. Selection based on Technical Expertise
4. Management by Rules
5. Written Documents
6. Only Legal Power is Important
7. Formal and Impersonal relations

33. BEHAVIORAL MANAGEMENT THEORY
• This is also known as Human Relations Management
Theory.
• This theory focused on the human aspect of work.
• Elton Mayo (1880-1949) and Abraham Maslow (1908-
1970) are the most commonly associated personalities
in this era.

34. BEHAVIORAL MANAGEMENT THEORY
• Mayo did a study known as the “Hawthorne”, the lighting
experiment and the bank wiring room supervision
experiment to know what affects the productivity of a
worker.
• From this experiment, he concluded that the supervisory
tasks given to the worker (giving privileges and special
attention) boost their productivity and the lighting has
nothing to do with it. In addition, he emphasized that the
human relations and social needs of workers are
important aspects of management.

35. BEHAVIORAL MANAGEMENT THEORY
• On the other hand, Maslow created a theory based on his
assumption of the human needs known as Maslow’s
Hierarchy of Needs. Needs are classified according to
hierarchical structure of importance from lowest to
highest.

37. PHYSIOLOGICAL NEEDS
include food, clothing, shelter, air, and all other physical
needs necessary for a human being to live well.
SAFETY NEEDS
includes the basic security, stability and protection such as
body, employment, resources, family, property, and health
security.

38. BELONGING AND LOVE NEEDS
includes friendship, family and sexual intimacy.
ESTEEM NEEDS
includes self-esteem, confidence, achievement, respect,
fame, and glory.
SELF-ACTUALIZATION NEEDS
is the last need to be satisfied where in an individual feels
the need of finding himself. This may include acceptance of
facts, morality, spontaneity, and others.

39. MANAGEMENT SCIENCE THEORY
This is also known as the Quantitative approach to
management. This theory originated during
World War II as mathematical and statistical
solutions to military problems were developed for
war time used.

40. ORGANIZATIONAL ENVIRONMENT
THEORY
• This theory focused on understanding the external factors in
the environment that might have an effect on achieving the
organization’s goal.
• They’ve recognized that human factor alone is not the only
reason to achieve their aim. Factors such as social, technical
and economic can be in the form of system (Open or Closed)
might as well affect their organization. Open system interacts
with its environment (trends and interest of people, etc.)
while Closed system has no interaction with its environment
(machines and materials, etc.).

41. DIFFERENT
TYPES OF
MANAGEMENT
STYLES

42. An autocratic style of
management, is when, a
manager makes a decision
unilaterally. The manager
conveys the decision to staff,
and they have to work, within
the scope of that decision.
AUTOCRATIC

43. • In consultative style, the manager
engages the subordinates
efficaciously, in the decision making
and problem solving process.
• Consultative style endorses the
concept of empowerment.
• Communication is generally
downward, but feedback to the
management, is encouraged to
maintain morale.
CONSULTATIVE

44. • Persuasive style of management is
somewhat similar to the autocratic style of
management.
• The major difference is that, despite
holding the entire power of decision
making, the persuasive manager spends
more time, working with his subordinates,
in order to try to convince them, of the
benefits of the decision that have been
made.
PERSUASIVE

45. • Democratic style is a multilateral
approach, where the manager allows
the employees, to take part in
decision-making, and therefore
everything is agreed upon by the
majority.
• This type of management style is
mostly found in businesses, where
efficiency is a joint operation.
DEMOCRATIC

46. • Laissez Faire by definition means
refusal to interfere.
• In Laissez Faire style, the role of the
manager is more like a mentor and
• stimulator, and the employees
manage their respective areas of
business. This type of management
works only, if the people involved are
self-motivated and task oriented.
LAISSEZ FAIRE