This document provides an overview of management concepts including: - Scientific management pioneered by Taylor focused on defining the "one best way" to perform tasks. - Fayol described general management principles like division of work and authority. - Quantitative approaches use statistics and models to analyze problems and improve decisions. - Organizational behavior examines how people and groups function within organizations. - Current trends include addressing ethics, diversity, and globalization challenges in management.

1. ORGANIZATION AND
MANAGEMENT
CHAPTER 1: NATURE AND
CONCEPT OF MANAGEMENT

3. REMINDERS
•CLASS ROOM RULES
•ASSIGNMENT
•CLEANLINESS OF THE ROOM
•REVIEW

4. REVIEW
1. It is the process of reaching organizational goals by working with and
through people and other organizational resources.
2. This involves choosing tasks that must be performed to attain
organizational goals, to outline how the tasks must be performed and to
indicate when they should performed.
3. It involves the act assigning of tasks, people within the organization are
given work assignments that contribute to the attainment of the goals.
4. It involves leading by guiding the activities of the organization members
towards the fulfillment of the goals.
5. It is the process of checking the performance against standard
performance.
6. It includes manpower planning, recruitment, selection, placement and
training.

5. POST TEST
1. Published “The Wealth of Nations” in 1776, advocated the division of labor (job
specialization, the breakdown of jobs into narrow, repetitive tasks.) to increase the
productivity of workers
2. Substituted machine power for human labor, created large organizations in need of
management
3. The father of scientific management, known on his “pig iron experiment that probably the
widely cited example of scientific management.
4. An approach or theory of management that involves in using scientific method to determine
the “one best way for a job to be done”.
5. They were inspired by Taylor and develop their own methods of scientific management,
they were among the first to use motion picture films to study hand and body motions in
F.W Taylor General
Administrative
Theory
Henri Fayol Industrial
Revolution
Frank and Lilian
Gilbreth
Division of Work Adam Smith Scientific
management
Therblig Authority

6. POST TEST
1. This are the 18 kinds of elemental motions used in the study of motion economy in the
workplace, it was devised by the Gilbreths
2. This management theory focused on the entire organization, develop more general
theories of what managers do and what constitute good managements practice.
3. He focused on activities common to all managers, described the practice of
management as distinct from other typical business functions, and stated the 14
principles of management.
4. It means that work should be divided among individuals and groups to ensure that effort
and attention are focused on special portions of the task.
5. Was defined by Fayol as the right to give orders and the power to exact obedience.
F.W Taylor General
Administrative
Theory
Henri Fayol Industrial
Revolution
Frank and Lilian
Gilbreth
Division of Work Adam Smith Scientific
management
Therblig Authority

7. Brisk walking
Running/Jogging
Bicycling
Aerobic Dancing
Swimming
Aero-King Boxing
Ballroom Dancing
Badminton, Basketball,
Softball
Skating/Roller Blading
Tennis
Piko, Sipa, Patintero
Stretching
Yoga
Tai Chi
Resistance Training
Go mall-strolling
Play Golf
Go Bowling
Sit around
Be a couch potato
Watch TV
Play cards/Mahjong
Sit and do needle work
Indulge in computer
games and surfing
Taking the stairs
instead of elevator
Taking longer routes
Walking to the store,
church, banks or
mailbox
Parking your car farther
awayMANAGE YOUR ACTIVITY
USING THE PYRAMID

8. MINIMALLY
(a few times a month)
OFTEN
(2-3 times a week at least
30-45 minutes or longer
REGULARLY
3-5 times a week; at least
30-45 minutes longer
HABITUALLY
(as often as possible)

10. 2–10
HOW WAS IT POSSIBLE FOR THESE PROJECTS
TO BE COMPLETED?

11. 2–11
HISTORICAL BACKGROUND OF MANAGEMENT
•Ancient Management
• There are many examples from past history that illustrate
how management has been practiced for thousands of
years.
• A. The Egyptian pyramids and the Great Wall of China
are good examples of projects of tremendous scope and
magnitude that employed tens of thousands of people.
How was it possible for these projects to be completed?
The answer is management.

12. Adam Smith
Published “The
Wealth of Nations” in
1776
Advocated the
division of labor (job
specialization, the
breakdown of jobs
into narrow, repetitive
tasks.) to increase the

13. Industrial
Revolution
Substituted
machine power for
human labor
Created large
organizations in
need of

14. © 2007 Prentice Hall, Inc. All
rights reserved.
2–14
DEVELOPMENT OF MAJOR MANAGEMENT THEORIES

15. © 2007 Prentice Hall, Inc. All
rights reserved.
2–15
MAJOR APPROACHES/THEORY TO
MANAGEMENT
•Scientific Management
•General Administrative Theory
•Quantitative Management
•Organizational Behavior
•Systems Approach
•Contingency Approach

18. •Fredrick Winslow Taylor
–The “father” of scientific
management
–Published Principles of
Scientific Management (1911)
1. SCIENTIFIC MANAGEMENT

20. The theory of scientific management
Using scientific methods to define the “one
best way” for a job to be done:
1. Putting the right person on the job
with the correct tools and equipment.
2. Having a standardized method of
doing the job.
3. Providing an economic incentive to
the worker.

21. His “pig iron”
experiment is
probably the most
widely cited
example of
scientific
management.

23. Taylor sought to create a mental
revolution among both workers and
managers by defining clear
guidelines for improving production
efficiency. He
defined four principles of
management

24. 2–24
E TAYLOR’S FOUR PRINCIPLES OF MANAGEMENT
1. Develop a science for each element of an individual’s work, which will replace
the old rule-of-thumb method.

25. © 2007 Prentice Hall, Inc. All
rights reserved.
2–25
E TAYLOR’S FOUR PRINCIPLES OF MANAGEMENT
1.Scientifically select and then train, teach, and develop the
worker.

26. © 2007 Prentice Hall, Inc. All
rights reserved.
2–26
E TAYLOR’S FOUR PRINCIPLES OF MANAGEMENT
1. 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.

27. © 2007 Prentice Hall, Inc. All
rights reserved.
2–27
E TAYLOR’S FOUR PRINCIPLES OF MANAGEMENT
1.Divide work and
responsibility almost
equally between
management and workers.
Management takes over all
work for which it is better
fitted than the workers.

28. Scientific
Management
Frank and Lillian Gilbreth
were inspired by Taylor’s
work and went on to study
and develop their own
methods of scientific
management.

29. Scientific Management
a. Frank Gilbreth is probably best known for
his experiments in reducing the number of
motions in bricklaying.

30. Scientific
Management
b. The Gilbreths were
among the first to use
motion
picture films to study hand
and body motions in order
to eliminate the wasteful
ones.

31. Scientific Management
c. They also devised a
classification scheme to
label
17/18 basic hand motions
called therbligs.Therbligs are 18 kinds of
elemental motions used in the
study of motion economy in the
workplace. A workplace task is
analyzed by recording each of
the therblig units for a process,
with the results used for
optimization of manual labour by

33. Guidelines devised by Taylor and others to
improve production efficiency are still used in
today’s organizations. However, current
management practice is not restricted to scientific
management practices alone. Elements of
scientific management still used include:
1. Using time and motion studies
2. Hiring best qualified workers
3. Designing incentive systems based on output

34. 2. GENERAL ADMINISTRATIVE
THEORISTS
This group of writers, who focused on the
entire organization, developed more
general theories of what managers do
and what constitutes good management
practice.

35. Henri Fayol and Max
Weber were the two
most prominent
proponents of the
general administrative
approach.
GENERAL ADMINISTRATIVE THEORISTS

36. Fayol focused on
activities common to
all managers. He
described the practice
of management as
distinct from other
typical business
GENERAL ADMINISTRATIVE THEORISTS

37. Fayol stated 14 principles of management which are as
follows:
1. Division of Work
2. Authority
3. Discipline
4. Unity of Command
5. Unity of Direction
6. Subordination of individual interest to group interest
7. Remuneration
8. Centralization
9. Scalar Chain
10. Order
11. Equity
12. Stability
13. Initiative
14. Espirit de corps

38. 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.

39. 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.

40. DISCIPLINE: A
successful organization
requires the common
effort of workers.
Penalties should be
applied judiciously to
encourage this
common effort.

41. UNITY OF COMMAND:
Workers should receive
orders from only one
manager.

42. UNITY OF
DIRECTION: The
entire organization
should be moving
towards a common
objective in a
common
direction.

43. 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

44. 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

45. 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.

46. 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.

47. 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.

48. EQUITY: All employees should be
treated as equally as possible.

49. 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

50. INITIATIVE:
Management should
take steps to
encourage worker
initiative, which is
defined as new or
additional work
activity undertaken
through self
direction.

51. ESPIRIT DE
CORPS:
Management
should encourage
harmony and
general good
feelings among
employees.

52. Max Weber was a German sociologist
who developed a theory of authority
structures and described
organizational activity based on
authority relations.

53. He described the ideal form of organization as a
bureaucracy marked by division of labor, a clearly
defined hierarchy, detailed rules and regulations,
and impersonal relationships

55. 3) QUANTITATIVE APPROACH TO
MANAGEMENT
The quantitative approach to management,
sometimes known as operations research or
management science, uses quantitative techniques
to improve decision making.

56. Operations research,
or operational research in
British usage, is a
discipline that deals with
the application of
advanced analytical
methods to help make
better decisions.
management science. management
science. The study of statistical
methods, such as linear programming
and simulation, in order to analyze
and solve organizational problems.
Same as operations research.

57. This approach includes
a. applications of statistics
b. optimization models
c. computer simulations of
management activities.
Linear programming - improves
resource allocation
decisions
Critical-path scheduling analysis -
improves work
scheduling

58. The field of study concerned with the
actions (behaviors) of people at work
is organizational behavior.
Organizational behavior (OB)
research has contributed much of
what we know about human
resources management and
contemporary views of motivation,
leadership, trust, teamwork, and
4) ORGANIZATIONAL BEHAVIOR

59. Early Advocates of OB
Four people stand out as early
advocates of the OB approach.
These include Robert Owen,
Hugo Munsterberg, Mary Parker
Follett, and Chester
Barnard.

60. 1. Robert Owen, a successful
Scottish businessman, proposed a
utopian workplace.
Early Advocates of OB

61. 2. Hugo Munsterberg -created the field of
industrial psychology—the scientific study of
individuals at work to maximize their
productivity and 2 – 16 adjustment.

62. 3. Mary Parker Follett -was a social
philosopher who thought the manager’s job
was to harmonize and coordinate group
efforts.

63. 4. Chester Barnard, president of New Jersey Bell Telephone
Company, saw organizations as social systems that required
human cooperation.
a. He believed that managers’ major roles were to communicate
and stimulate subordinates to high levels of effort.
b. He also introduced the idea that managers have to examine the
environment and then adjust the organization to maintain a state of
equilibrium.

64. This series of experiments conducted from 1924 to the
early 1930s at Western Electric Company’s Hawthorne
Works in Cicero, Illinois, were initially devised as a
scientific management experiment to assess the impact of
changes in various physical environment variables on
employee productivity.
The Hawthorne Studies were the most important
contribution to the development of organizational
behavior.

65. After Harvard professor
Elton Mayo and his
associates joined the study
as consultants, other
experiments were included
to look at redesigning jobs,
make changes in workday
and workweek length,
introduce rest periods, and
introduce individual versus

66. The researchers concluded that social norms or group
standards were key determinants of individual work
behavior.
Although not without criticism (concerning procedures,
analyses of findings, and the conclusions), the Hawthorne
Studies stimulated interest in human behavior in
organizational settings.
In the present day context behavioral approach assists
managers in designing jobs that motivate workers, in
working with employee teams, and in facilitating the flow
of communication within organizations. The behavioral
approach
provides the foundation for current theories of motivation,

67. 5) THE SYSTEMS APPROACH
During the 1960s researchers
began to analyze organizations
from a systems perspective
based on the physical sciences.
A system is a set of interrelated
and interdependent parts
arranged in a manner that
produces a unified whole. The
two basic types of systems are
open and closed. A closed
system is not
influenced by and does not
interact with its environment. An
open system interacts with its

69. 6) THE CONTINGENCY APPROACH
The contingency approach recognizes that
different organizations require different ways of
managing. The contingency approach to
management is a view that the organization
recognizes and responds to situational variables
as they arise

70. Globalization:
Organizational operations
are no longer limited by
national borders.
Managers throughout the
world must deal with new
opportunities and challenges
inherent in the globalization
of business.
CURRENT TRENDS AND ISSUES
The following are the current concepts and practices are
changing the way managers do their jobs today.

71. Ethics: Cases of corporate lying, misrepresentations, and financial
manipulations have been widespread in recent years. Managers of firms
such as Enron, ImClone, Global Crossing, and Tyco International have
placed their own self-interest ahead of other stakeholders’ welfare. While
most managers continue to behave in a highly ethical manner, abuses
suggest a need to “upgrade” ethical standards. Ethics education is
increasingly emphasized in college curricula today. Organizations are taking
a more active role in creating and using codes of ethics, ethics training
programs, and ethical hiring procedures.

72. Workforce diversity: It refers to a workforce that is
heterogeneous in terms of gender, race, ethnicity, age, and
other characteristics that reflect differences.
Accommodating diverse groups of people by addressing
different lifestyles, family needs, and work styles is a major
challenge for today’s managers.

73. Entrepreneurship: It is the process whereby an
individual or group of individuals use organized efforts to
pursue opportunities to create value and grow by fulfilling
wants and needs through innovation and uniqueness, no
matter what resources the entrepreneur currently has.

74. Managing in an E-Business World: E-business
(electronic business) is a comprehensive term describing
the way an organization does its work by using
electronic (Internet-based) linkages with its key
constituencies in order to efficiently and effectively
achieve its goals.

75. Knowledge Management and Learning Organizations:
Change is occurring at an unprecedented rate. To be
successful, today’s organization must become a learning
organization—one that has developed the capacity to
continuously learn, adapt, and change.
Knowledge management involves cultivating a learning
culture where organizational members systematically
gather knowledge and share it with others in the
organization so as to achieve better performance.

76. Quality Management: Quality management is a
philosophy of management that is driven by
continual improvement and response to customer
needs and expectations. The objective of quality
management is to create an organization
committed to continuous improvement in work.