The document discusses the evolution of management theories from the Industrial Revolution to modern times, outlining important contributors like Henry Fayol and their principles of management. It also defines what management is, the roles and responsibilities of managers at different levels, and important concepts like competencies, values, and models of management. The GEMS management wheel is presented as a framework for goal setting, execution, measurement, and sustaining growth.

1. Organization
and
Management(BM101)
Prepared by:
Jona B. Villalas, LPT
NGIS-Annex
motivator1

2. 1.1 Evolution of Management Theories
Management
A function that directs and coordinates the
efforts of the people to accomplish goals
and objectives by using available resources
efficiently and effectively.

3. Management
Includes planning, organizing, staffing,
leading or directing and controlling.
A process of accomplishing the
organization’s goals by working with and
through people.

4. Management according to Harold Koontz
Management is the art of
getting things done through &
with a formally organized
group

5. Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall
1–5
What Is Management?
Managerial Concerns
Efficiency
“Doing things right”
Getting the most output for
the least inputs
Effectiveness
“Doing the right things”
Attaining organizational
goals

6. Copyright © 2010
Pearson
Education, Inc.
Publishing as
Prentice Hall
1–6
Effectiveness and Efficiency in Management

7. Industrial Revolution
The transition from hand production to
methods to the use of different machines.
New chemical manufacturing processes,
iron production processes, increasing use
of steam power and development of
machine tools.

8. Industrial Revolution
1910s-1940s: Management as Science
1950s-1960s: Functional Organization
1970s: Strategic Planning
1980s: Competitive advantage
1990s: Process Optimization
2000s: Big Data

9. Henry Fayol (1841-1925)
Was a French industrialist
 proposed that there were
five (5) primary functions of
management and
fourteen(14) Principles of
Management

10. Functions of Management:
To organize
 To Plan and
forecast(Prevoyance)
 To command
 To control
 To coordinate

11. 1.2 Principles of Management
Division of work
Authority & responsibility
Discipline
Unity of command
Unity of direction
Subordination of individual
interest

12. Principles of Management
Remuneration of personnel
The Degree of Centralization
Scalar Chain
Order
Equity
Stability of Tenure of Personnel
Initiative
Esprit De Corps

13. The 4 GEMS of Management

14. The 4 GEMS OF Management
(Management cycles)
Goal
Execution
Measurement
Sustenance

16. The GEMS Management Wheel
Stage 1: Goal Setting
1. Synthesizing Information
2. Formulating Alternative
3. Deciding on Courses of Action
4. Establishing Goals
Stage 2: Executing the Plan
5. Organizing

17. The GEMS Management Wheel
Stage 2: Executing the Plan
6. Communicating
7. Guiding
Stage 3: Measuring Results
Stage 4: Sustaining Growth
8. Promoting Change
9. Developing People

18. An individual who is in charge of a
certain group of tasks, or a certain
subset of a company.
What is a Manager?
Someone who coordinates and
oversees the work of other
people so that organizational
goals can be accomplished.

19. Copyright © 2010
Pearson
Education, Inc.
Publishing as
Prentice Hall
1–19
Classifying Managers
First-line Managers
manage the work of non-managerial
employees.
Middle Managers
manage the work of first-line managers.
Top Managers
responsible for making organization-wide
decisions and establishing plans and goals
that affect the entire organization.

20. Copyright © 2010
Pearson
Education, Inc.
Publishing as
Prentice Hall
1–20
Exhibit: Managerial Levels

22. Ability to understand
and use techniques,
knowledge and tools
and equipment of a
specific discipline or
department.

24. ability of someone to work
well with others and able to
provide a good customer
relation attitude. This is
usually referred to as
"people skills".
Human Skills

25. Responsibilities of a Manager
A. Staffing
B. Communication
C. Training
D. Administrative Investigation and Discipline
E. Employee Relations
F. Business Growth Sustainability

26. Case #1

27. Requirements of the Job
The Right Person for the Right
Job
Difference between Hard
Skills and Soft Skills

28. Job Competency
- the ability of an individual to
do a job properly.
- measurable or observable
knowledge, skills, abilities,
and behaviors (KSABs)
critical to successful job
performance

29. Some common core competencies:
- adaptability commitment
- creativity motivation
- foresight leadership
- independence
- emotional stability
- analytical reasoning
- communication skills
- customer focus
- teamwork and cooperation
- results orientation

30. The Iceberg Theory or “Theory of Omission”
skills
knowledge
values
Self-image
traits
motives

31. Samples of Levels of Proficiency in Job Competency
Minimal – minimal knowledge/no opportunity to
demonstrate
Basic – limited knowledge overview
Working – can do/has working knowledge
Proficient – can do very well, can guide others, very proficient
Expert – acknowledged expert, extensive and in depth experience
Mastery of competency
Excellence in competency, can be a mentor or coach

32. *PERSONAL VALUES
“VALOR” - STRENGTH
COMPANY’S CORE VALUES:
1.EXCELLENCE
2.CUSTOMER FOCUS
3.INTEGRITY
4.TEAMWORK
5.CREATIVITY AND INNOVATION

33. FILIPINO VALUES
“HIYA” –SENSE OF SHAME
“AMOR PROPIO” – SELF-ESTEEM
“BAHALA NA” – LEAVE IT TO
BATHALA – GOD
“PAKIKIRAMDAM” – SENSITIVE TO
NEEDS AND FEELINGS OF OTHERS
LANDA JOCANO(ANTHROPOLOGIST):
1.EXOGENOUS MODEL- FOREIGN
MODEL(FORMAL & LEGAL Ex. Bribery)
2.INDIGENOUS MODEL- TRADITIONAL
MODEL
(NON-FORMAL Ex., “UTANG NA LOOB”)

34. References:
Organization and Management by Ranulfo Payos
Wikipedia