Organization Management Module

1. Writer:
MARJERIE G. ANDREO
Layout Artist:
KRISHEA MAE P. JARUDA
EPS I - Mathematics
KIM S. ARCEÑA, EdD
Quarter 1 Week 1-A
The learner explains the meaning, functions, types
and theories of management
EXERCISE
Direction: Classify the activities into which Functions of Management
(Planning, Organizing, Staffing, Leading & Controlling) it corresponds.
1. Influencing other people to perform the way you wish them to.
2. Seeking new ways to improve how things will be done in the future.
3. Process of identifying the objectives of a task, assignment, or cause.
4. Identifying the what, why, how and when of acquiring resources.
5. Gathering the resources required to carry out the activities.
6. Motivating other people to achieve the desired objectives.
7. Identifying the gap between what was planned and what was
accomplished
8. Acquiring and developing human resources that will carry out activities
of the organization.
9. Focusing on job satisfaction and career growth to promote employee
loyalty, satisfaction, and personal growth within the company.
10. Setting target market desired by the company
1. Leading
2. Controlling
3. Planning
4. Organizing
5. Organizing
6. Leading
7. Controlling
8. Staffing
9. Staffing
10. Planning
Tell something about the following terms:

2. GENERALIZATION
As a process, management consists of related activities of
planning, organizing, influencing, and controlling. They can be
distinguished conceptually but are integrally related in practice.
Management is a science as well as an art.
It is considered a science because it evolved from a
number of theories that involved extensive studies
and experiments. The management principles
practiced by businesspeople and professionals are
based on scientific principles, scholarly studies, and
statistical data.
MANAGEMENT
is the process of
planning,
organizing,
leading, and
controlling the
activities of an
organization
effectively and
efficiently to
achieve its goals.
Figure 1. 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.
If you were to choose between effectiveness and efficiency, how
would to like to characterize yourself? Are you more of an effective
student or an efficient student?
Managers also ensure the efficient and effective use of other resources to reach
organizational goals. Efficiency is the ability to maximize output with minimum
input. It is often referred to as “doing things right,” and seeks to limit the
wasted input which is costly for a business. There is an element of speed in
efficiency since it requires things to be done quickly to avoid wasting time and
EFFICIENCY
The character of
being able to yield
the maximum
output from a
minimum amount
of input
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.
Leading. Entails influencing or motivating subordinates to do their best
so that they would be able to help the organization’s endeavor to attain
their set goals.
Controlling. 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.
EFFECTIVENESS
Being adapted to
produce an effect
that will help the
organization attain
it aims
effort. Effectiveness is the capacity to attain an
intended objective or result. It is often called “doing
the right thing”. The intention is to meet the desired
goal regardless of the amount of input required.
Careful analysis and critical thinking are present in
effectiveness. If there is a goal that needs to be
achieved, the things that need to be done are
prioritized to achieve that goal.
Creativity and ingenuity are important traits of managers that
enable them to effectively use business strategies in any situation, and
make innovations that result in new products, services and processes. A
good manager must be able to look at situations and use creativity and
imagination in coming up solutions to problems. It is an aspect that one
can consider management as an art.
DEFINITION AND FUNCTION OF MANAGEMENT
Management is the process of coordinating and overseeing the
work performance of individuals working together in organizations, so that
they could efficiently accomplish their chosen aims or goals.
The world today is fast changing. Work opportunities are open for
people with different skills and backgrounds. But whatever career track
you may choose someday – as a company manager, medical doctor,
university teacher, construction engineer, film director, government
researcher, or owner-manager of a business – you need to understand
what management is.

3. Writer:
MARJERIE G. ANDREO
Layout Artist:
KRISHEA MAE P. JARUDA
EPS I - Mathematics
KIM S. ARCEÑA, EdD
Quarter 1 Week 1-B
The learner explains the meaning, functions, types
and theories of management
EXERCISE
Identification:
Direction: Write the word or phrases that will make the statement correct.
1. It emphasizes that there is “one best way” to manage by following definite
instructions.
2. This management theory makes use of the step by step, scientific
methods for finding the single best way for doing a job.
3. He believed that to increase efficiency; the ideal bureaucracy has to be
based on rational authority.
4. Workers are given specialized tasks, with specific duties and
responsibilities given to individuals.
5. One of the Principles of management, where an employee should only
report to one supervisor.
6. The efforts of the employees which should be systematically rewarded in
line with the organization’s vision and mission.
7. Means that communication should be open within chain of command.
8. It means that fairness and order must be practiced to maintain employee
commitment.
9. Encourage employees to act on their own in support of the organization’s
objectives.
10. It promotes teamwork and the unity of interest between the employees
and the management.
1. classical theory
2. Scientific management
3. Max Weber
4. Division of work
5. Unity of Command
6. Remuneration
7. Scalar chain
8. Equity
9. Initiative
10. Esprit de corps
Discuss the following:

4. Administrative Management Theory
Evolution is usually defined as low stages of growth and
development, starting from simple forms to more complex forms. Studying the
evolution of management theories will help you understand the beginnings of
present-day management practices; why some are still popular and why others
are no longer in use; and why the expansion and development of these theories
are necessary in order to adapt to the changing times.
Management has been progressively evaluated through the following
theories:
THE CLASSICAL THEORY
The systematic study of management began with the Classical Approach
(1890-1940). The oldest and widely accepted viewpoint in management. This
theory emphasizes that there is “one best way” to manage by following definite
instructions.
Scientific Management
This management theory makes use of the step by step, scientific methods
for finding the single best way for doing a job. Frederick W. Taylor is known
as the Father of Scientific Management.
FREDERICK W. TAYLOR
To increase production, the following principles must be observed:
1. Develop a science for each element of an individual’s work to replace the
old rule of thumb method;
2. Scientifically select and then train, teach, and develop the workers;
3. Heartily cooperate with the workers so as
to ensure that 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 and
workers.
Bureaucratic Management
Max Weber believed to increase efficiency; the ideal
bureaucracy has to be based on rational authority. The
ideal bureaucracy has the following dimensions:
1. Division of labor
2. Hierarchal identification of job positions
3. Detailed rules and regulations
4. Impersonal connections with on another
MAX WEBER
Bureaucracy is “the exercise of control on the basis of
knowledge.”
-Weber
In 1914, Henry Fayol delineated management
functions and came up with fourteen principles of
management, namely;
2. Authority of managers to delegate work and tasks to the employees. The
employees, in turn, are expected to comply and exercise their tasks responsibly
3. Discipline where expectations should be clearly set and violators of rules
must be punished
4. Unity of command where an employee should only report to one supervisor
5. Unity of direction which means that the efforts of the employees are
guided toward the attainment of organizational objectives
6. Predominance of the general interest of the organization over the
individual interests of employees
7. Remuneration of the efforts of the employees which should be
systematically rewarded in line with the organization’s vision and mission
8. Centralization where the roles of all employees are clarified, with
emphasis on distinction between superior and subordinate roles
9. Scalar chain which means that communication should be open within
chain of command
HENRI FAYOL
1. Division of work into specialized tasks, with specific
duties and responsibilities given to individuals
10. Order where the organization of jobs and materials must be done in an
orderly fashion
11. Equity which means that fairness and order must be practiced to maintain
employee commitment
12. Stability and tenure of personnel to actively promote employee loyalty to
the organization
13.Initiative to encourage employees to act on their own in support of the
organization’s objectives
14. Esprit de corps to promote teamwork and the unity of interest between the
employees and the management.
GENERALIZATION

5. Writer:
MARJERIE G. ANDREO
Layout Artist:
KRISHEA MAE P. JARUDA
EPS I - Mathematics
KIM S. ARCEÑA, EdD
Quarter 1 Week 1-C
The learner explains the meaning, functions, types
and theories of management
EXERCISE
Direction: Match column A with column B. Write the letter that corresponds
to your answer.
COLUMN A
1. Gives importance to human and social aspects
of the worker and his relations in the
organization
2. Failure to appreciate the human element,
which when given careful attention can result
to 50% return of investment.
3. Maintaining good working relations with
workers by managers and good
communication are the keys to a harmonious
workplace.
4. Proponent of acceptance theory of authority
posited that a worker has free will to disobey
the orders of his manager.
5. Father of Behavioral Movement
6. Developed contrasting models of workforce
motivation applied by managers.
7. Theory of hierarchy of needs.
8. A victory of one party over other.
9. Both sides giving up something in order to
have peace.
10. Both parties considering their preferences and
working together to find best options that
meets the needs of both groups.
COLUMN B
a. Integrative
conflict
resolution
b. Compromise
c. Domination
d. Herbert Simon
e. Abraham
Maslow
f. Douglas
McGregor
g. Elton Mayo
h. Chester
Barnard
i. Mary Parker
Follet
j. Robert Owen
k. Neo-classical
theory
1. Neo-classical theory
2. Robert Owen
3. Mary Parker Follet
4. Chester Barnard
5. Elton Mayo
6. Douglas McGregor
7. Abraham Maslow
8. Domination
9. Compromise
10. Integrative conflict resolution
Tell something about the following:

6. Management thinking and practices have evolved over the last
century as a result of increased understanding of human and organizational
behavior, the economic climate and historical context and challenges in
generations over time.
EXERCISE
GENERALIZATION
THE NEO-CLASSICAL THEORY OF MANAGEMENT
CHESTER BARNARD (1886 – 1961) - COOPERATIVE SYSTEM
ELTON MAYO (1880 – 1948) - BEHAVIORAL MOVEMENT
MARY PARKER FOLLET 1868-1933)
DOUGLAS McGREGOR (1906 – 1964) - THEORY X AND Y
ROBERT OWEN (1771 -1858)
According to Owen, increased profit –
ability for the firm and reduced hardships for workers are
the positive result of showing concern for workers.
He disapproved of his colleagues' failure to
appreciate the human element, which when given careful
attention can result to 50% return of investment.
ABRAHAM MASLOW (1908 – 1970) - HIERARCHY OF NEEDS
Neo-classical theory, also referred to as behavioral science
approach gives importance to human and social aspects of the worker and his
relations in the organization
She made emphasis on the inclusion of
workers in the decision-making and the dynamism of
management.
According to Follet, the first line manager is in
the greatest pose to be in-charge of production task
coordination as coaches and facilitators. Maintaining good
working relations with workers by managers and good
communication are the keys to a harmonious workplace.
Three way in dealing conflict according to Follet:
 Domination – is a victory of one party over other
 Compromise – is both sides giving up something in order to have peace.
 Integrative conflict resolution – both parties considering their preferences
and working together to find best options that meets the needs
of both groups.
In his book The Functions of Executives
revealed two significant contributions:
1. The organization as social systems need cooperation and
communication among workers to be effective and achieve
goals and objectives.
2. The acceptance theory of authority posited that a worker
has free will to disobey the orders of his manager.
The result of the Hawthorne experiments by Mayo
revealed the following:
 Employees are not motivated by only money or
incentives.
 Communication helps the management and
employees to have mutual understanding
 Social factors are accountable for deciding the
level of output.
 Workers behavior depends upon their mental levels and emotions.
 Employees do not like order and command.
 Teamwork and group psychology increase productivity.
The two theories proposed by
McGregor describe contrasting
models of workforce motivation
applied by managers in human
resource management,
organizational behavior,
organizational communication, and
organizational development.
The basic understanding is that people belonging to Theory X are
generally lazy, not ready to take up the challenge unless motivated
through punishments and/or strict controls. Theory Y assumes that
people are generally motivated, self-starters who are ready to take up
the challenges without too much supervision, direction, and control.
Maslow's hierarchy of
needs is a theory by
Abraham Maslow, which
puts forward that people
are motivated by five
basic categories of needs:
physiological, safety, love,
esteem, and self-
actualization.
What do you think the great contribution of Neo –classical theory in
todays’ generation?

7. Writer:
MARJERIE G. ANDREO
Layout Artist:
KRISHEA MAE P. JARUDA
EPS I - Mathematics
KIM S. ARCEÑA, EdD
Quarter 1 Week 1-D
The learner explains the meaning, functions, types
and theories of management
EXERCISE
Identification:
Direction: Write the word or words that will make the statement correct.
1. ___________ involves several views and techniques to help
management solve problems on maximum use of resources to produce
goods and services.
2. ___________ is a science that make use of mathematical approaches.
3. __________ engages in supervising the daily operations of the
company in producing goods and services.
4. Total Quality Management is an extensive and structured organization
management approach that focuses on continuous quality improvement
of products and services by using ___________.
5. He placed high importance on decentralization, knowledge work,
management by objectives (MBO) and a process called SMART.
6. He give emphasis on information sharing, teamwork and empowerment.
7. ______________entails managerial decisions and organizational
practices informed by the best available evidence.
8. Provide features for internal and external competitions among
industries.
9. ________________ is a way of understanding organizations and their
external link like suppliers, customers, shareholders, and regulatory
agency.
10. A system is a collection of part unified that function as a whole
1. Modern Management
2. Quantitative Management
3. Operations Management
4. Continuous feedback
5. Peter Drucker
6. Peter Senge
7. Evidenced-based Management
8. Competitive Strategy
9. System Management approach
10. System
Tell something about the following:

8. Theories have been developed in response to the fundamental
question of what is the best way to manage an organization. Today, still the
same theories are being applied to the manager’s job.
GENERALIZATION
MODERN MANAGEMENT THEORIES
Modern management involves several views and techniques to
help management solve problems on maximum use of resources to produce
goods and services. It helps the management to making systematic decisions in
operations. However, it can only suggest the alternatives based on statistical
data but not final decision.
Quantitative Management
Quantitative management is a science that make use of
mathematical approaches like linear and non-linear programming, modeling and
queuing theory to assist managers in making accurate and better decisions on
organizational situations like inventory management, sales revenue, capital
investment and even profitability.
Operations Management
Operations management engages in supervising the daily
operations of the company in producing goods and services. The most ordinary
operation management tools and methods are quality control, forecasting,
capacity planning, productivity measurement, and improvement of linear
programming, scheduling system, work design and measurement, project
management, and cos-benefit analysis.
Total Quality Management (TQM)
W. Edward Deming and Joseph
Juran are the founders of TQM.
Total Quality Management is an
extensive and structured
organization management approach
that focuses on continuous quality
improvement of products and
services by using continuous
feedback.
W. EDWARD DEMING JOSEPH JURAN
MODERN MANAGEMENT
Peter Drucker, hailed as the father of modern
management, formulated a theory that is still used today.
Drucker believed that managers should, above all else,
be leaders. Rather than setting strict hours and discouraging
innovation, he opted for a more flexible, collaborative
approach. He placed high importance on decentralization,
knowledge work, management by objectives (MBO) and a
process called SMART. PETER DRUCKER
LEARNING ORGANIZATION
PETER SENGE
Peter Senge’s vision of a learning
organization as a group of people who are continually
enhancing their capabilities to create what they want to
create has been deeply influential.
He give emphasis on information sharing,
teamwork and empowerment.
JEFFREY PFEFFER
EVIDENCED-BASED MANAGEMENT
Evidence-based management entails
managerial decisions and organizational practices
informed by the best available evidence. Decisions
based on hard facts of what really works.
It entails to focus on meaningful
research for management insights and reports of case
studies.
COMPETITIVE STRATEGY
MICHEAL PORTER
Competitive strategy is a long-term
action plan of a company which is directed to gain
competitive advantage over its rivals after evaluating
their strengths, weaknesses, opportunities and threats
in the industry and compare it with your own.
Provide features for internal
and external competitions among industries.
SYSTEM MANAGEMENT APPROACH
HERBERT A. SIMON
System management approach is a
way of understanding organizations and their external
link like suppliers, customers, shareholders, and
regulatory agency.
A system is a collection of part unified
that function as a whole. There are two types of
systems:
• Closed system – limit their interactions with the external environment;
• Open systems – interrelate with the outside environment.
EXERCISE
If you are to choose from among the modern theories in
management, what particular theory or combination of theories will you
apply as a student.