The document discusses various theories and concepts related to management and entrepreneurship. It covers classical management theories from Taylor, Fayol and the Hawthorne Studies. It also discusses modern management approaches like McGregor's Theory X and Theory Y, as well as the management science approach. A wide range of management functions, skills, styles and environmental factors are examined at different levels from individual to societal.

2.  Means of Livelihood
◦ Hunting and Fishing Phase
◦ Pastoral Phase
◦ Handicraft Phase
◦ Agricultural Phase
◦ Industrial Phase

3.  Household Economy
 Village Economy
 National Economy
 Internal Economy

4.  Barter Economy
 Money Economy
 Money and Credit Economy

5.  Sole Proprietorship
 Partnership
 Corporation

7.  Pakikipagkapwa tao
 Bahala na
 Pakikipagsapalaran
 Gaya – Gaya
 Utang na loob, hiya, awa, bayanihan
 Kasipagan
 Pagtitipid
 Pagtitiis
 Pagtitimpi
 Katapatan

8.  Entrepreneurship creates Employment
 Entrepreneurship improves the quality of life
 Entrepreneurship contributes to more equitable
distribution of income taxes and therefore eases
social unrest
 Entrepreneurship utilizes and mobilizes resources
for greater national productivity
 Entrepreneurship brings social benefits through
the government

9.  It is a distinct process of planning, organizing,
staffing, directing, and controlling, performed to
determine and accomplish stated objectives by
the use of human beings and others sources

10.  Management is the attainment of organizational
goals in an effective and efficient manner using
functions of planning, organizing, staffing directing
and controlling.
 Management Refers to the processes, techniques
in coordinating activities of people, the direction of
actions toward common goals.

11.  Make decisions
◦ They develop a process for choosing, from available
alternatives, actions that will achieve desired results.
 Organize and Staff the positions
◦ They determine the structure and allocation of jobs, and
they place people in them.
 Plan
◦ They anticipate the future, discover alternative courses of
action and set guides for future decisions

12.  Control Activities
◦ They measure actual performance and guide it toward some
predetermined goals.
 Lead the group toward its objective
◦ They motivate subordinates in their performance to
achieve common objectives.

13.  Men
 Material
 Machine
 Method
 Money
 Minutes

14.  Planning
◦ Refers to the formulation of objectives, programs,
policies, procedures and regulations in order to achieve
the goals of the business
 Organizing
◦ Is the grouping together of people, establishing
relationship among them, and defining the authority and
responsibility the personnel have
◦ The delegation of responsibility and authority

15.  Staffing
 Involves filling and keeping filled the positions provided
in the organization structure.
 Directing
 This area involves leadership, motivation, approaches
and communication
 Controlling
 It measures performance against goals and plans
 A process of measuring and correcting the activities of
subordinates to assure conformity to plans

16. CONTROLLING
Monitor Activities
and make
corrections
ORGANIZING
Assign
responsibility for
task
accomplishment
PLANNING
Select goals and
ways to achieve
them
DIRECTING
Use influence to
motivate
employees
THE PROCESS OF MANAGEMENT

17.  Interpersonal
◦ Pertains to the relationship with others and are related to the
human skill
 Informational
◦ This describes the activities used to maintain and develop an
information network
 Decisional
◦ Focus on choosing among the best alternative courses of actions

18.  Figurehead
◦ Performs ceremonial and symbolic duties such as
receiving visitors, signing legal documents
 Leader
◦ Directs and motivates subordinates, trains, counsels and
communicates with subordinates
◦ Liaison
 Maintains information links both inside and outside
the organization

19.  Monitor
 Seeks and receives information, scan reports and
maintain personal contacts
 Disseminator
 Forwards information to other organizations members;
sends memos and reports, make phone calls
 Spokesperson
 Transmits information to outsiders through speeches,
reports and memos

20.  Entrepreneur
 Initiates improvement projects, identifies new ideas,
delegates responsibilities to others
 Disturbance Handler
 Takes corrective action during crisis, adapts to environmental
crises
 Resource Allocator
 Distributes resources, schedules, sets budgets and priorities
 Negotiator
 Represents departments during negotiation contracts, sales
and budget

21.  Societal Forces
 Political Forces
 Economic Forces

22.  The Classical or Traditional School
 The Human Relations School
 The Management Science or Quantitative School
 Modern Management

23.  This theory of management is built on principles
 These principles have been Suggested by
theories presented by: Mooney, Reiley, Urwick,
Gullick, Fayol, Emerson and Taylor
 These principles were believed and prescribed in
aiding and setting up and managing an
organization

24.  DIVISION OF WORK: Work should be divided among individuals
and groups to ensure that effort and attention are focused on special
portions of the task. Fayol presented work specialization as the best
way to use the human resources of the organization.
 AUTHORITY: The concepts of Authority and responsibility are closely
related. Authority was defined by Fayol as the right to give orders and
the power to exact obedience. Responsibility involves being
accountable, and is therefore naturally associated with authority.
Whoever assumes authority also assumes responsibility.
 UNITY OF COMMAND: Workers should receive orders from only
one manager.
 UNITY OF DIRECTION: The entire organization should be moving
towards a common objective in a common direction.

25.  SUBORDINATION OF INDIVIDUAL
INTERESTS TO THE GENERAL
INTERESTS: The interests of one person
should not take priority over the interests of the
organization as a whole.
 REMUNERATION: Many variables, such as
cost of living, supply of qualified personnel,
general business conditions, and success of the
business, should be considered in determining a
worker’s rate of pay.

26.  CENTRALIZATION: Fayol defined centralization as
lowering the importance of the subordinate role.
Decentralization is increasing the importance. The degree
to which centralization or decentralization should be
adopted depends on the specific organization in which the
manager is working.
 SCALAR CHAIN: Managers in hierarchies are part of a
chain like authority scale. Each manager, from the first line
supervisor to the president, possess certain amounts of
authority. The President possesses the most authority; the
first line supervisor the least. Lower level managers should
always keep upper level managers informed of their work
activities. The existence of a scalar chain and adherence
to it are necessary if the organization is to be successful.

27.  ORDER: For the sake of efficiency and coordination, all
materials and people related to a specific kind of work
should be treated as equally as possible.
 EQUITY: All employees should be treated as equally as
possible.
 STABILITY OF TENURE OF PERSONNEL:
Retaining productive employees should always be a high
priority of management. Recruitment and Selection Costs,
as well as increased product-reject rates are usually
associated with hiring new workers.

28.  SIMPLICITY: unnecessary elements should be
eliminated from all activities as well as from the
process and procedures established for carrying
them
 SPAN OF CONTROL: The specific and limited
number of subordinates that a manager can
effectively handle and control
 ESPIRIT DE CORPS: Management should
encourage harmony and general good feelings
among employees.

29. By Frederick Taylor

30.  First. They develop a science for each element of
a man's work, which replaces the old
rule-of-thumb method.
Second. They scientifically select and then train,
teach, and develop the workman, whereas in the
past he chose his own work and trained himself as
best he could.

31. 
Third. They heartily cooperate with the men so as to
insure all of the work being done 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 workmen. The management take over all work for
which they are better fitted than the workmen, while in
the past almost all of the work and the greater part of
the responsibility were thrown upon the men.

32.  The Gilbreths made use of scientific insights to develop
a study method based upon the analysis of work
motions, consisting in part of filming the details of a
worker’s activities while recording the time.[24]
The films
served two main purposes. One was the visual record of
how work had been done, emphasising areas for
improvement. Secondly, the films also served the
purpose of training workers about the best way to
perform their work.[25]
This method allowed the Gilbreths
to build on the best elements of these work flows and to
create a standardized best practice

35.  refers to the researchers of organizational
development who study the behavior of people in
groups, in particular workplace groups
 It originated in the 1930s' Hawthorne studies,
which examined the effects of social
relations, motivation and employee satisfaction on
factory productivity

36.  The movement viewed workers in terms of
their psychology and fit with companies, rather
than as interchangeable parts, and it resulted in
the creation of the discipline of human resource
management.

37.  Physiological
 Safety and security
 Social
 Esteem
 Self - Actualization

38.  Mayo stressed the following:
 Natural groups, in which social aspects take
precedence over functional organizational
structures.
 Upwards communication, by which
communication is two way, from worker to chief
executive, as well as vice versa.
 Cohesive and good leadership is needed to
communicate goals and to ensure effective and
coherent decision making

40.  Theory X
◦ The average person dislikes work and will try to avoid it
◦ Most people need to be coerced, directed, controlled and
threatened with punishment to get them to work toward
organizational goals.
◦ The average person wants to be directed, avoids
responsibility, has little ambition, and seeks security
above all.

41.  Theory Y
◦ Most people do not inherently dislike work; the physical
and mental efforts involved is as natural as play and rest.
◦ People will exercise self- direction, self control to reach
goals.
◦ Commitment of goals is a function of rewards available
that satisfy self- esteem and self-actualization needs.
◦ When conditions are favorable, the average person
learns not only to accept but also seek responsibility

42.  Theory Y
◦ Many people have the capacity to exercise high degree
of creativity.
◦ The intellectual potential of most individuals is only
partially utilized in most organizations

43.  Focuses on the use of mathematics, statistics and information
technology to support managerial decision making and
organizational effectiveness
 3 Elements
◦ Management Science
 Using sophisticated mathematical models for decision effectiveness
◦ Operations Management
 Responsible for managing the production and delivery of an
organization’s products and services
◦ Management Information System
 Designing and implementing computer-based information system

45.  Systems Theory
◦ is an approach which perceives an organization as a
system
 Contingency theory
◦ is a viewpoint that argues in a condition that managerial
action depends on the particular parameter of the
situation
 Theory A, Z, and Y

46. Theory A (American
Style)
Theory X (Modified
American Style)
Theory Y (Japanese
Style)
Short term employment Long – Term
Employment
Lifetime Employment
Individual decision
Making
Consensual decision
Making
Consensual Decision
Making
Rapid Evaluation and
promotion
Slow Evaluation and
Promotion
Slow Evaluation and
Promotion
Specialized Career Path Implicit, informal control Implicit, Informal control
Moderately specialized
career path
Non specialized Career
Holistic Concern
Including Family
Holistic Concern