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PUBLIC ADMINISTRATION-102-GROUP-1-PPT.pptx
- 1. By Group 1 UNDERSTANDINGTHE CONCEPTS AND NATURE OF MANAGEMENT
- 2. THIS REPORT CONTAINS: •Definitions of management • Management: Arts or Science? • Evolution of Management Theories • Manager’s Functions, Roles, and Skills
- 3. OBJECTIVES: • To explainthe various definitions of management and highlight their common elements. • To analyze whether management is considered an art, a science, or both. • To trace the evolution of management theories and their impact on modern practices. • To examine the functions, roles, and skills of managers as essential foundations of effective management practice.
- 4. DEFINITIONS OF MANAGEMENT BYVARIOUS PEOPLE Reported by Patricia Denise Dyseco
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- 6. “Management is theart of getting things done through others and with formally organized groups.” Harold Koontz
- 7. “Management is adistinct process consisting of planning, organising, actuating and controlling; utilising in each both science and arts, and followed in order to accomplish pre-determined objective.” George R.Terry
- 8. Management is amultipurpose organ that manage a business and manages managers and manages workers and work.” Peter Drucker
- 9. “Management is theart of getting things done through people.” Mary Parker Follett
- 10. “Management is definedas the process by which a cooperative group directs action towards common goals.” Joseph Massie
- 11. “Management is asocial and technical process which utilizes, resources, influences, human action and facilitates changes in order to accomplish organizational goals.” Theo Haimann & William Scott
- 12. Thinker Key Ideaof Management Short explanation Harold Koontz Art through organized groups Management achieves goals by working with and through formally organized groups. George R. Terry A process (planning, organizing, directing, controlling) Management is systematic steps to achieve goals. Peter Drucker Multipurpose organ Management manages business, managers, workers, and work. Mary Parker Follett Art of getting things done through people Management achieves results by guiding people. oseph Massie Cooperative group action Management directs group efforts toward common goals. Theo Haimann & William Scott Social + technical process Management uses resources, influences people, and adapts to change for goals.
- 13. MANAGEMENT: ARTS OR SCIENCE? Reportedby Marl Louie Cam
- 14. MANAGEMENT AS ART-ARTS MEANS THE PRACTICAL APPLICATION OF KNOWLEDGE AND SKILLS TO ACHIEVE THE DESIRED RESULTS. IT IS PERSONAL APPLICATION OF KNOWLEDGE TO ACHIEVE RESULTS. IT IS ATTAINED THROUGH STUDY, OBSERVATION AND EXPERIENCE.
- 15. THE ESSENTIAL FEATURESOF ART ARE: PERSONAL SKILLS -EVERY ARTIST HAS HIS WAY OF WORKING. THE USE OF BASIC KNOWLEDGE VARIES FROM INDIVIDUAL TO INDIVIDUAL PERFECTION THROUGH PRACTICE -AS ARTS REQUIRE NONSTOP PRACTICE TO GAIN MASTERY. BY PERFORMING THE TASK AGAIN AND AGAIN, THE ARTISTS GAIN PERFECTION THROUGH PRACTICE.
- 16. MANAGEMENT AS SCIENCE-SCIENCE MEANS A SYSTEMATIZED BODY OF KNOWLEDGE THAT CAN BE ACQUIRED THROUGH OBSERVATION AND EXPERIMENTATION. IT CONSISTS OF UNIVERSALLY ACCEPTED PRINCIPLES THAT ESTABLISH A RELATIONSHIP BETWEEN CAUSES AND THEIR EFFECTS.
- 17. THE ESSENTIAL FEATURESOF SCIENCE ARE: SYSTEMATIZED BODY OF KNOWLEDGE- SCIENCE IS A SYSTEMATIC BODY OF KNOWLEDGE. ITS PRINCIPLES ARE BASED ON A CAUSE-AND-EFFECT RELATIONSHIP OBSERVATION AND EXPERIMENTS - ALL SCIENTIFIC PRINCIPLES ARE FIRST DEVELOPED THROUGH OBSERVATIONS AND THEN TESTED THROUGH REPEATED EXPERIMENTATION UNDER CONTROLLED CONDITIONS.
- 18. EVOLUTION OF MANAGEMENT THEORIES Reportedby Jhon Kean Lee Daliva
- 19. WHAT IS MANAGEMENTTHEORY? Management theories are collections of ideas that influence how an organization, business or team is guided and run. Leaders in business management are primarily responsible for laying out strategies to help their teams meet their goals.
- 20. BENEFITS OF MANAGEMENTTHEORY By studying established management theories managers may be able to find ways to increase productivity and improve their team members’ performance, simplify decision making and increase collaboration. Theories like the ones we’ll discuss in the next section may also help leaders maintain objectivity, and make informed, data-supported changes rather than relying exclusively on their own judgment or preferences.
- 21. EVEN THOUGH MANYMANAGEMENT THEORIES ARE OLD, THEIR PRINCIPLES REMAIN RELEVANT AND USEFUL IN TODAY’S MODERN, TECH-DRIVEN BUSINESS WORLD. HERE ARE 12 KEY THEORIES TO KNOW:
- 22. 1. SCIENTIFIC MANAGEMENT THEORY -FREDERICKTAYLOR, IN THE LATE 1800S, INTRODUCED A SCIENTIFIC APPROACH TO MANAGEMENT. HE BELIEVED THAT USING THE SCIENTIFIC METHOD, SIMPLIFYING TASKS, PROVIDING PROPER TRAINING, AND FOSTERING COOPERATION BETWEEN SUPERVISORS AND WORKERS COULD SIGNIFICANTLY INCREASE PRODUCTIVITY.
- 23. 2. ADMINISTRATIVE MANAGEMENT THEORY -THIS19TH-CENTURY THEORY WAS DEVELOPED BY MINING ENGINEER AND SENIOR EXECUTIVE HENRI FAYOL, WHO BELIEVED THAT MANAGERS SHOULD UTILIZE A SPECIFIC SET OF VALUES TO GET THE MOST OUT OF THEIR WORKFORCE.
- 24. FAYOL OUTLINED 14PRINCIPLES FOR MANAGERS TO USE TO ORGANIZE AND INTERACT WITH THEIR TEAMS: 1. DIVISION OF WORK: DELEGATING TASKS TO TEAM MEMBERS ALLOWS THEM TO FOCUS ON SPECIALIZED TASKS. 2. Authority and responsibility: A balance between authority and responsibility is necessary for effective management. 3. Unity of command: Employees should receive direction from a single supervisor. 4. Unity of direction: Employees working on the same project should work towards the same objectives.
- 25. FAYOL OUTLINED 14PRINCIPLES FOR MANAGERS TO USE TO ORGANIZE AND INTERACT WITH THEIR TEAMS: 5. EQUITY: EVERYONE SHOULD BE TREATED EQUALLY AND WITH KINDNESS. 6. Order: The right person should be paired with the right job to improve productivity. 7. Discipline: Employees should follow rules and managers should lead by example. 8. Initiative: Employees should be encouraged to develop and launch initiatives. 9. Remuneration: Fair payment promotes productivity and loyalty. 10. AGILE MANAGEMENT: EMPHASIZES FLEXIBILITY, COLLABORATION, AND CONTINUOUS IMPROVEMENT, PRIORITIZING CUSTOMER- CENTRIC FOCUS AND ADAPTIVE PLANNING.
- 26. FAYOL OUTLINED 14PRINCIPLES FOR MANAGERS TO USE TO ORGANIZE AND INTERACT WITH THEIR TEAMS: 11. SCALAR CHAIN: A CLEAR HIERARCHY ENSURES EFFECTIVE COMMUNICATION. 12. Subordination of interest: Organizational interests should be prioritized over individual needs. 13. Esprit de corps: Teamwork and enthusiasm should be encouraged and rewarded. 14. Centralization and decentralization: Decision-making authority should be balanced between centralization and decentralization.
- 27. 3. BUREAUCRATIC MANAGEMENT THEORY -INCREATING HIS BUREAUCRATIC MANAGEMENT THEORY, GERMAN SOCIOLOGIST MAX WEBER THOUGHT THAT THE IDEAL BUSINESS STRUCTURE WAS BASED ON A HIERARCHY WITH A CLEAR CHAIN OF COMMAND.
- 28. HE ALSO BELIEVEDTHIS STRUCTURE SHOULD FEATURE: A clear division of labor with specialized employees for each task. A hierarchal structure where clear communication, delegation and responsibility are prioritized. Worker selection based on education, their experience and their technical skill alone. Consistent regulations and rules where everyone knows what is expected of them and their work.
- 29. 4. HUMAN RELATIONS THEORY -GEORGEELTON MAYO’S MANAGEMENT THEORY SUGGESTS THAT EMPLOYEES ARE MORE MOTIVATED BY PERSONAL ATTENTION AND A SENSE OF BELONGING THAN BY GOOD WORKING CONDITIONS OR PAY.
- 30. 5. SYSTEMS MANAGEMENT THEORY -THESYSTEMS MANAGEMENT THEORY EMPHASIZES THAT AN ORGANIZATION FUNCTIONS BEST WHEN ALL ITS PARTS— EMPLOYEES, DEPARTMENTS, AND BUSINESS UNITS—WORK TOGETHER HARMONIOUSLY, WITH COLLABORATION BETWEEN MANAGERS AND UNITS PRIORITIZED FOR SUCCESS.
- 31. 6. CONTINGENCY MANAGEMENT THEORY -DEVELOPEDIN THE 1960S, THE FIEDLER’S CONTINGENCY THEORY IS BASED ON THE BELIEF THAT MANAGERS NEED TO BE FLEXIBLE, AS DIFFERENT SITUATIONS DEMAND DIFFERENT LEADERSHIP TRAITS. RATHER THAN APPLYING A SINGLE THEORY TO EVERY SITUATION IN EVERY ORGANIZATION, VARIABLES LIKE THE ORGANIZATION’S SIZE, TECHNOLOGY USED AND LEADERSHIP AT ALL BUSINESS LEVELS SHOULD BE CONSIDERED.
- 32. 8. CLASSICAL MANAGEMENT THEORY -FOCUSINGEXCLUSIVELY ON THE ECONOMICS OF WORKFORCE MANAGEMENT, CLASSICAL MANAGEMENT THEORY TENDS TO VIEW EMPLOYEES AS PARTS OF A MACHINE. THE RATIONALE BEHIND THIS THEORY IS THAT THE PHYSICAL NEEDS OF WORKERS CAN BE MET WITH COMPENSATION, SO SOCIAL NEEDS OR JOB SATISFACTION ARE NOT PRIORITIZED.
- 33. 9. MODERN MANAGEMENT THEORY -INSHARP CONTRAST TO THE CLASSICAL, THE MODERN MANAGEMENT THEORY IS BUILT ON THE IDEA THAT EMPLOYEES DON’T WORK FOR MONEY ALONE, BUT ARE MOTIVATED BY HAPPINESS, SATISFACTION AND WORK THAT SUPPORTS THEIR LIFESTYLES.
- 34. 10. QUANTITATIVE MANAGEMENT THEORY -ITWAS DEVELOPED POST WORLD WAR II, RESULTING FROM A NEED TO MAKE STRATEGIC AND TACTICAL DECISIONS BACKED BY DATA. -This approach to management prioritizes disciplined thinking, and centers around finding an optimal solution to a problem and focused decision making. Mathematical models may be used to collect data to assist in those decisions, coupled with scientific reasoning strategies.
- 35. 11. HOLISTIC MANAGEMENT THEORY -SOMETIMESCALLED THE INTEGRAL THEORY OR THE ORGANIZATIONS AS LEARNING SYSTEMS THEORY, THE HOLISTIC MANAGEMENT THEORY IS BASED ON THE IDEA THAT BUSINESSES ARE STRONGER WHEN ALL PARTS ARE INTEGRATED AND WORKING TOGETHER. -UNDER THIS THEORY, LEARNING AND CHANGE ARE THE ORDER OF THE DAY, WITH AN EMPHASIS ON TEAMWORK, INFORMATION SHARING AND EMPOWERMENT OF THE INDIVIDUAL.
- 36. 12. KNOWLEDGE WORKER THEORY -DEVELOPEDBY PETER DRUCKER, THE KNOWLEDGE WORKER MANAGEMENT THEORY BECAME POPULAR IN THE LATTER HALF OF THE 20TH CENTURY AS ORGANIZATIONS BEGAN INCORPORATING HIS IDEAS OF BALANCING BUSINESS NEEDS WITH COMMUNITY. -In his theory, the employee is seen as an asset, with skills that must be managed and developed. Management is responsible for training employees or providing learning pathways through outside resources to close skill gaps.
- 37. MANAGER’S FUNCTIONS, ROLES, ANDSKILLS Reported by Marl Louie, Jhon Kean, & Patricia
- 38. WHAT IS A MANAGER? •Coordinates and oversees work of others to achieve organizational goals. • Not just about personal achievement but helping others succeed. • May perform duties beyond coordination.
- 39. LEVELS OF MANAGEMENT 1.First-line managers(supervisors) – lowest level, oversee daily activities. 2.Middle managers – manage between first-line and top managers. 3.Top managers – responsible for organization- wide decisions, plans, and goals.
- 40. CHANGING NATURE OF WORK •Nonmanagerial employees may take on some managerial activities. • Nonmanagerial jobs – work directly on tasks without overseeing others Examples include a variety of roles across different departments, such as sales associates, administrative assistants, accountants, and production line workers.
- 41.
- 42. FOUR FUNCTIONS OFMANAGEMENT 1.Planning – define goals, establish strategies, develop plans. 2.Organizing – arrange and structure work to achieve goals. 3.Leading – work with and through people to accomplish goals. 4.Controlling – monitor, compare, and correct work performance. • Ongoing and continuous process (not strictly sequential).
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- 44. MANAGEMENT ROLES (HENRY MINTZBERG) Managersperform 10 roles grouped into 3 categories: 1.Interpersonal roles – figurehead, leader, liaison. 2.Informational roles – monitor, disseminator, spokesperson. 3.Decisional roles – entrepreneur, disturbance handler, resource allocator, negotiator.
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- 46. MANAGEMENT SKILLS (ROBERTKATZ) Three Essential Skills 1.Technical skills – job-specific knowledge and techniques. 2.Human skills – ability to work well with individuals and groups. 3.Conceptual skills – ability to think abstractly and handle complex situations.
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- 48. REFERENCES Gautam, P. (n.d.).Definitions of management by various author. SlideShare. Lorem ipsum dolor sit amet, consectetur adipiscing elit. Duis vel dolor ante. Nullam feugiat egestas eli t et vehicula. GeeksforGeeks. (2025, July 23). Nature of management as a science, art and profession. GeeksforGeeks. Retrieved August 20, 2025, from Lorem ipsum dolor sit amet, consectetur adipiscing elit. Duis vel dolor ante. Nullam feugiat egestas eli t et vehicula. DeVry University. (24 C.E., May 29). 12 Management theories and how they’re used. devry.edu. Retrieved August 20, 2025, from Lorem ipsum dolor sit amet, consectetur adipiscing elit. Duis vel dolor ante. Nullam feugiat egestas eli t et vehicula. Regala, R. R. (2021). Module in Organization and Management. Scribd. Retrieved August 20, 2025, from Lorem ipsum dolor sit amet, consectetur adipiscing elit. Duis vel dolor ante. Nullam feugiat egestas eli
Editor's Notes
- #6 Emphasized the importance of collaboration of individuals to accomplish desired outcomes and tasks through the manager’s effective directing and motivation. Art → Management requires skill, experience, and creativity. Getting things done through others → A manager achieves goals by guiding and motivating people, not by doing everything alone. Formally organised groups → Management works within an official structure (like departments, teams, or organizations) where roles and responsibilities are clearly defined.
- #7 Management is a step-by-step process of planning, organizing, leading, and controlling work, using both knowledge and skill, to achieve set goals effectively. Management is a process – It is not a one-time activity but a continuous cycle of actions. Steps involved: Planning – deciding what to do in advance. Organising – arranging people, resources, and tasks to carry out the plan. Actuating (leading/ directing) – motivating and guiding people to do the work. Controlling – checking whether things are going as planned and correcting mistakes. Science + Art – Management uses science (facts, rules, and systematic knowledge) but also requires art (creativity, skill, and experience) to handle people and situations. Goal-oriented – The purpose of management is always to achieve specific, pre-decided objectives (like profit, growth, or efficiency).
- #8 Management is responsible for guiding the business, the leaders, the employees, and the work itself so that everything functions together to achieve success. Multipurpose organ → Management has many roles, not just one. Manages the business → It ensures the whole organization runs smoothly toward its goals. Manages managers → It coordinates and guides higher-level people so their decisions are aligned. Manages workers → It leads, motivates, and supports employees. Manages work → It ensures tasks and processes are done efficiently and effectively.
- #9 Management means achieving goals effectively by working with and through people, rather than doing all the work alone. Art → Management requires skill, creativity, and experience. Getting things done → The goal of management is to achieve tasks and objectives. Through people → Managers don’t do everything themselves; they achieve results by guiding, motivating, and coordinating people.
- #10 Management is the process of guiding and coordinating a group of people to work together effectively toward shared goals. Process → Management is continuous, not a one-time activity. Cooperative group → It’s about people working together, not individually. Directs action → Management provides guidance, direction, and coordination. Common goals → The focus is on achieving shared objectives, not personal ones.
- #11 Management is both a people-oriented and technical process that uses resources, guides people, and adapts to change in order to achieve organizational goals. Social process → Management deals with people, relationships, and teamwork. Technical process → It also involves methods, tools, systems, and techniques. Utilizes resources → Uses money, materials, time, and people efficiently. Influences human action → Motivates and guides people to perform. Facilitates change → Helps organizations adapt to new situations and challenges. Organizational goals → The ultimate aim is to achieve the objectives of the organization.
- #39 First-line managers also listen to employee concerns and discuss them with mid-level management, who may take the concerns to top-level management. Many first-line managers perform duties like assigning tasks to their employees, maintaining the quality of production and supervising daily activities. Roles for first-line managers typically involve interacting directly with employees to help them perform their duties successfully and create a work environment committed to following directions from upper management. They are the connection between the administrative level and everyone else, and these managers often take information from top-level managers to discuss or teach to employees. The purpose of midlevel managers is to operate branches of a company to ensure the employees of each branch understand the overall goals they are trying to achieve. Typical duties include executing top-level plans, guiding first-line managers with advice and completing group performance evaluations. These managers confirm that the company is meeting its long-term goals and growing at a steady pace. Their primary goals are typically to create a successful company that maximizes profit and has an excellent reputation. Top-level managers have the highest level of responsibility, authority and control in a company but often take suggestions or listen to concerns from other employees.
- #46 Technical skills are the specialized knowledge and abilities required to perform specific tasks, often related to technology, science, or engineering Conceptual skills are the abilities to understand and work with abstract ideas, complex situations, and the "big picture" of an organization. They involve thinking creatively, analyzing information, and developing strategic solutions. These skills are crucial for managers and leaders, especially at higher levels, as they enable effective planning, decision-making, and problem-solving.