The document outlines the key principles and founders of modern management, including Henri Fayol's 14 principles of management and the classical, behavioral, and scientific perspectives. It also discusses important management gurus like Peter Drucker, Chris Argyris, and W. Edwards Deming who contributed to quality management and emphasized customer focus, motivation, and anticipating future needs. The implications are that while classical management remains prevalent, newer approaches emphasize empowerment, quality customer care, and adapting to technological change.

1. MANAGEMENT
PRINCIPLES &
FOUNDATION
Jessica james c. paiso, mba, lpt

2. OBJECTIVES
Identify Identify the founding principles of management
Understand Understand the importance of good management
Analyze Analyze and understand the management principles
Define Define Management

3. Topics
Management: what is and what it does
The founding principles of modern management
The Management of people
Management gurus
Implications for management today
Quality management

4. Management: what is and what it does
In the dictionary, Management is defined as ‘the application of skill or care in
the manipulation, use, treatment, or control of things or persons, or in the
conduct of an enterprise, operation, etc.’ according to Drucker (1965),
“The job of management is never to be concerned with restoring or
maintaining normality because normality is the condition of yesterday. The
major concern of management, if they are to make their business effective,
must be in the direction of systematically trying to understand the condition of
the future so that they can decide on the changes that can take their
business from today into tomorrow.”

5. The Founding Principles of Modern Management
Henri Fayol's Principles of Management
Henri Fayol was born in Istanbul in 1841. When he was 19, he began working
as an engineer at a large mining company in France. He eventually became
the director, at a time when the mining company employed more than 1,000
people. Through the years, Fayol began to develop what he considered to be
the 14 most important principles of management.
.Fayol created six functions of management, which are now taught as the
following four essential functions of management: planning, organizing, leading,
and controlling.

6. The Founding Principles of Modern
Management
Classical perspective
The classical perspective of management emerged from the Industrial Revolution
and focuses on the efficiency, productivity, and output of employees as well as of
the organization as a whole. It generally does not focus on human or behavioral
attributes or variation among employees.
Behavioral perspective
The behavioral perspective of management (sometimes called the “human
relations perspective”) takes a much different approach from the classical
perspective: it is generally more concerned with employee well-being and
encourages management approaches that consider the employee as a motivated
worker who genuinely wants to work.

7. The Founding Principles of Modern
Management
Scientific management
Scientific management, or Taylorism, is a management theory that analyzes work
flows to improve economic efficiency, especially labor productivity. This management
theory, developed by Frederick Winslow Taylor, was dominant in manufacturing
industries in the 1880s and 1890s.
Bureaucracy
Max Weber was a member of the classical school of management, and his writing
contributed to the field’s scientific school of thought. He wrote about the importance
of bureaucracy in society.
Weberian bureaucracy is characterized by hierarchical organization, action taken on
the basis of (and recorded in) written rules, and bureaucratic officials requiring
expert training. Career advancement depends on technical qualifications judged by an
organization, not individuals.

8. The Management of People
Management is more about people than about organizations and systems if
these are to be effective. The 'human relations movement' The long-held
theories of 'scientific' management and bureaucracy were challenged by writers
such as Chester Barnard and Elton Mayo.
Barnard recognized that large organizations were made up of smaller groups,
which were made up of individuals with personal motivations. Ahead of his time,
in The Functions Of the Executive (Barnard, 1 938), he saw the distinction
between efficiency and effectiveness, To be effective, the aims of an
organization must be accepted by those contributing to its success; In other
words, authority in an organization only exists while employees are willing to
accept it.

9. The management gurus
The modern 'guru' status owes much to one of the founders of modern
management, Peter Drucker.
Drucker's basic principles of management have been sustained over time:
setting objectives; organizing; motivating and communicating; measuring
performance; and developing staff. One of his most influential books is
Concept of the Corporation (Drucker, 1946), in which he sought to discover
what made large companies successful.
The Canadian professor of management Henry Mintzberg (1983) takes a
different viewpoint.. He believes that chief executives favour intuitive
thinking, creative strategies, 'right-brain thinking'.

10. The management gurus
American psychologist Chris Argyris is best known for his work In developing
individual potential within organizations. Each individual has potential which
can be enhanced or stunted depending on the way in which an organization is
managed Managers have to deal with conflicts
Adair is best known for his concept of action-centered leadership, and the
overlap between the task, the team and the Individual. In Understanding
Motivation Adair (1990) lists the functions of leadership as planning,
initiating, controlling, supporting, informing and evaluating, Ile suggests that
50 per cent of success depends on the team and 50 per cent on the Individual,
'the ultimate cure of the "us" and "them" '. His latest work is refened to m
Chapter 19, Leadership (Adair and Reed, 1997).

11. The management gurus
In The Peter Pyramid, Laurence Peter (1986) demonstrates the Ways
bureaucracies sap human resources; major organizations are constructed
upside down, With the point of the operation all but invisible beneath the bulk of
a top-heavy administration. The bureaucrat is so busy keeping his job that he
has no time to do it! Peter suggests that we simplify meaningless complexity
and stop the procession of the 'blind leading the blind’
The world of management has changed in recent times as a number of current
management thinkers have sought to revolutionize management practice.
Charles Handy has a concern with how companies reach goals far beyond
financial profit levels. He believes that organizations are more than structures
and systems. He sees the need to move to a process Of 'upside-down thinking',
a process similar to the psychologist Edward de Bono's lateral thinking, which
he described as generating new ideas and Escaping from old ones.

12. The management gurus
Clichés now abound in management literature and current jargon. Warren Bennis, an
industrial psychologist, is remembered for his: 'Managers do things right. Leaders do the
right thing.' Strongly influenced by the motivational theories, he sees the need to move
from 'bureaucracy' to 'adhocracy', the opposite of bureaucracy, describing small,
flexible groups that operate freely across departmental boundaries.

13. The management gurus
Yet the 'quality movement' had been instilled into Japanese management thinking in
the post-war years by management consultants such as Americans W.Edwards
Deming and Joseph Juran. Later, the Americans were anxious to copy the
successes of Japanese industry. Deming's management philosophy was perceiving
the customer as 'the most Important part of the production line' Profit m business
comes from repeat customers. Hence, management must stay ahead of the
customers, anticipating needs in the years to come (Denung, 1986).
A leading American management consultant and author, Kenneth Blanchard, has
become best known for a series of popular texts including The One Minute
Manager, (Blanchard and Johnson, 1983), Leadership and the One Minute Manager
(Blanchard et al., 1986) and The One Minute Sales Person

14. Quality Management
In wikipedia, quality management ensures that an organization, product or
service is consistent. During recent years, three ‘movements’ in modern
business have gained ground and these are:
 the computer-technology revolution worldwide
 quality customer care, and,
 empowerment.
Quality management is a process which sees the organization from top to
bottom, bottom to top which sees every person in an organization in order to
ensure quality.

15. Implications for management today
The management of most businesses and public leisure services In the UK
appears to be based on classical management theory. Many writers have
revised Fayol's original model but generally the framework and logic have
remained Intact:
• planning (policies, forecasting, objectives)
• execution (systematic implementation of policies, co-ordination) and
• control (monitoring performance).
More recent writers have added to Fayol's model with additional functions such as
motivation, communication, budgeting, and staff development.

16. End of
presentation
thank you!

17. references
Leisure and recreation Management (5th Edition, 2005) by George Toldkilsen -
Routledge 2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN
https://books.google.com.ph/books?id=fzC1PC9YCTgC&printsec=frontcover&s
ource=gbs_ge_summary_r&cad=0#v=onepage&q&f=false