The document provides an introduction to management concepts, covering its definitions, nature, purpose, and key managerial roles, skills, and functions. It outlines the evolution of management thought through historical schools of thought and highlights the importance of efficiency and effectiveness in managerial practices. Students are engaged through activities to define management, explore managerial skills, and understand different levels and functions within management.

1. Introduction to Management:
Science, Theory, and Practice
~Rezlie T. Lavalle-Martinez

2. At the end of the lesson, students can
• Define management in the context of
being an office administration student
• Explain the nature and purpose of
management
• Give exemplars of different
managerial roles, skills, and functions

3. Lesson Contents
• Definition, Nature, and Purpose of
Management
• Managerial Skills
• Roles of Managers
• Functions of Management
• Types of Managers and Levels of
Management

5. Individual Activity:
Definition of Management
Dear student, I am sure
you know or have heard
about the term
management. What
comes into your head
when you hear/read the
word “management?”
Also, please write your
own definition of
“management.”
Answer the following
questions on a 1/4th
sheet of paper.
Your time limit is 10
minutes only.

6. Management
Weihrich et al.
The process of designing and maintaining an environment in
which individuals, working together in groups, efficiently
accomplish selected aims.
Robbins and Coulter
The process of coordinating work activities so that they are
completed efficiently and effectively with and through other
people.
Management Studyguide.com
The process of attaining organizational objectives in an efficient
and effective manner through the five managerial functions:
planning, organizing, staffing, leading, and controlling.
Massie
A special group of people whose job is to direct the effort and
activities of other people towards common objectives, or simply,
the art of getting things done through people.

7. Definitions, Expanded
• As managers, people carry out the managerial functions
of planning, organizing, staffing, leading, and controlling.
• Management applies to any kind of organization and
applies to managers at all organizational levels.
• The aim of all managers is the same; to create a surplus.
• Managing is concerned with productivity, which implies
effectiveness and efficiency.
• Efficiency is getting the most output from the least
amount of inputs; “doing things right.”
• Effectiveness is completing activities so that
organizational goals are attained; “doing the right
things.”

8. Nature of Management
1 Aims at Economic Results
Management aims to achieve
rich economic results for the organization.
2 Skill and Experience
Management implies the skill and
experience to get things done through
people.
3 Dynamic Process
Management is a dynamic process, not
static, drawing from various disciplines.
4 Decision-Making
Management involves effective
decision-making to achieve
organizational goals.

9. Purpose of Management
Reduce Ambiguity
Management helps reduce ambiguity in methods of working.
Keep Costs Down
Management focuses on keeping costs down and motivating
others to do the same.
Manage Risk
Management involves taking calculated risks and managing
prospective risk.
Exercise Judgment
Management requires the exercise of good judgment.

10. Class Participation
Question:
Managerial Skills
• Do you think managers
should possess some skills
different from other
employees?
• What skills do you think
should a manager
possess?

11. Individual Activity 2:
4 Pics 1 Word
Mechanics:
This is a typical 4 Pics-1
Word game. Students
will answer the term
that corresponds to
the picture sets for 10
seconds. The first to
answer shall earn a
point for class
participation.
Good luck! ☺

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1
P L A N N I N G

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2
L E A D E R

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S K I L L S

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O R G A N I Z E

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T E C H N I C A L

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R O L E S

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F U N C T I O N

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S Y S T E M

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C O N T R O L

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D E C I S I O N

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R E L A T I O N S

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S T A F F I N G

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C O N C E P T U A L

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H I E R A R C H Y

26. Managerial Skills
• Human skills
• Technical skills
• Conceptual skills

27. Roles of Managers
• Symbol, or a
figurehead
• Leader
• Liaison
Interpersonal
Roles
• Monitor
• Disseminator of
information
• Spokesperson
Informational
Roles
•Entrepreneur
•Disturbance Handler
•Resource Allocator
•Negotiator
Decisional
Roles
• position occupied, duties,
etc. and performs
symbolic/ceremonial duties,
represent organizational unit
in all matters of formality.
• hires, trains, encourages, fires,
remunerates, judges, ,
guides, influences and
motivates
followers/subordinates
• serves as a liaison between
outside contacts
(community, suppliers, etc)
and the organization
• Gathers information in order
to be well informed
• Transmits information flowing
from both external and
internal sources
• Acts as spokesperson of the
organization
• Initiates changes to improve
organizational performance,
initiators, innovators, problem
discoverers, and designers of
improvement projects
• Reacts to situations that are
unexpected, resolve conflicts
among subordinates, take
corrective action during disputes
or crises
• Gives decision where people,
money, materials and
information should be allocated;
one handling and apportioning
business resources
• Someone who negotiates;
bargains with other various
individuals and representative of
other units or other organizations

28. Functions of Management
*Time spent in carrying out managerial functions

29. Functions of Management
goals,
establishing
strategies for
achieving
those goals,
and
developing
plans to
integrate and
coordinate
activities.
Planning Organizing Staffing Leading Controlling
determining
what tasks are
to be done,
who is to do
them, how the
tasks are to be
grouped, who
reports to
whom, and
where
decisions are
to be made.
filling, and
keeping filled,
positions in the
organization
structure.
motivating
and
influencing
subordinates,
selecting
effective
communication
channels, and
addressing
employee
behavior
issues.
monitoring
actual
performance,
comparing
actual to
standard, and
taking action,
if necessary.
Read more on Managing and Performing at Principles of Management by
OpenStaxhttps://openstax.org/details/books/principles-management
Or watch Five Functions of Management https://www.youtube.com/watch?v=Cl4GhjSALsI

30. Levels of Management
Source: https://www.iedunote.com/3-levels-of-management-organizational-hierarchy

31. Levels of Management
• Levels of management is the
hierarchical arrangements of
managerial positions in an
organization. Virtually, all
organizations, except the very smallest,
have three levels of management: Top
Level Management, Middle Level
Management, and Lower Level
Management.

32. Levels of Management
• Levels of Management refer to the line of demarcation
among the employees in an organization on the basis of the
authority and responsibility allocated to them.
• 2 important phrases in this definition:
Distinction made
among the
employees
Employees in an
organization work on
diverse tasks to achieve
the organization's
collective objectives, with
varying job assignments
and responsibilities.
Basis of authority
and responsibility
Employees are
differentiated based on
their right to assign duties
and give orders to their
subordinates, as well as
their obligation to
complete their assigned
tasks on time.

33. Individual Activity:
What Managers Do
Please read the
instructions and questions
carefully before doing
your activity.

34. Group Activity: The
Evolution of Management
Thought
• The five major schools
of thought in the
evolution of
management:
1. Prescientific
Management Period
2. Classical School
3. Neo-classical School
4. Management Science
School
5. Modern/
Contemporary School
• The class will be divided into 5
groups.
• The groups will create a
presentation focusing on the
different schools of thought in
the evolution of
management. Each group will
be assigned to a school of
thought.
• Highlight the major
contributors, their contributions
and the criticisms, and
examples for the actual
application of the concept in
the modern work environment
for each school of thought to
be shared in the presentation.
• Remember to put the names
of the members and their
contributions to the group
activity.
• Post your presentations on our
Class FB Group page before
August 22, 2024,

35. Historical Evolution of Management Thought
EVOLUTION OF MANAGEMENT THOUGHT
Prescientific
Management Period
Classical School Neo-Classical School
Management Science
School
Modern/Contemporary
School
Ancient Times
Sumerians
Egyptians
Babylonians
Chinese
Greeks
Romans/Roman
Catholic Church
Military Organizations
Cameralists
Early Advocates
(Systematic
Management) (1890s)
Luca Pacioli
Niccolo Machiavelli
James Watt Jr. &
Matthew Roninson
Boulton
Adam Smith
Sun Tzu
Robert Owen
Charles Babbage
Eli Whitney
Western Nations
Scientific Management
School (early 1900s)
Frederick Taylor
Henry Gantt
Frank & Lilian Gilbreth
Administrative
Management School
(1920s)
Henry Fayol
Mary Parker Follett
Bureaucratic
Management (1910s)
Max Weber
Chester Barnard
Human Relations
Approach (1930s)
Hugo Munsterberg
Elton Mayo, et al.
Behavioral Sciences
(1960s)
Abraham Maslow
Douglas McGregor
James March &
Herbert Simon
Chris Argyris
Management Science
Robert McNamara
Quantitative Approach
(1950s)
G.B. Dantzig
Systems Approach (late
1960s)
Chester Barnard
Mary Parker Follett
Katz & Kahn
Contingency Approach
(late 1970s)
Charles Kindleberger
Dynamic Management
Era (1980s)
Emerging Global Trends
(New challenges in Mgt)
Quality Management
Era (2000)
Peter Drucker
W. Edward Deming
Lawrence Peter
William Ouchi

36. Credits:
-Fin-
•Schermerhorn, J. 2014.
MANAGEMENT 13th EDITION. John
Wiley & Sons, Inc.
•Robbins, S., Coulter, M. 2008.
MANAGEMENT 9th EDITION. Pearson
Education South Asia
•Weihrich, H., Cannice, M., Koontz,
H. 2009. MANAGEMENT: A GLOBAL
AND ENTREPRENEURIAL
PERSPECTIVE. Mcgraw-Hill Publishing
Company Ltd.
•www.
Slideshare.com/becdomspptonthe
evolutionofmanagementthinking-
120227033042-phpapp01