Lesson 1 Org and Management.pdf.pdfpfdpd
- 1. ORGANIZATION AND MANAGEMENT Arianne Grace I. Maliwat SHS - Teacher 1 Dolores National High School
- 2. Chapter 1. Nature and Concept of Management Chapter 2. The Firm and its Environment Chapter 3. Planning Chapter 4. Organizing Chapter 5. Staffing Chapter 6. Leading Chapter 7. Controlling Chapter 8. Introduction to the Different Functional Areas of Management Chapter 9.Special Topics in Management Organization and Management
- 3. Definition of Management Refers to the act or bringing together the work activities to achieve the organization's goals and objectives. Basically, it means teamwork. It is essentials in any organization, leader-manager must realize the important of people working harmoniously with the aim of effectively reaching the target goals of the company. Lesson 1: The Nature and Concept of Management
- 4. Characteristics and Nature of Management The salient features which highlight the nature of management are as follows: A. Management is goal oriented: management is not an end in itself. It is a means to achieve certain goals. Management has no justification to exist without goals. Management goals are called group goals or organizational goals. The basic goal of management is to ensure efficiency and economy in the utilization of human, physical and financial resources. The success of management is measured by the extent to which the established goals are achieved. Thus, the management is purposeful. The Nature and Concept of Management
- 5. B. Management is universal: Management is an essential element of every organized activity irrespective of the size or the type of the activity. C. Management is continuous process: The cycle of the management continues to operate as long as there is organized action for the achievement of group goals. Management is 5 an ongoing process and is also a never-ending process. Management is dynamic and the cycle is continues. D. Management is multi-disciplinary: Management techniques, principles and theories are drawn from other disciplines such as engineering, anthropology. sociology and psychology. It depends on wide knowledge and practice derived from various discipline. The Nature and Concept of Management
- 6. B. Management is universal: Management is an essential element of every organized activity irrespective of the size or the type of the activity. C. Management is continuous process: The cycle of the management continues to operate as long as there is organized action for the achievement of group goals. Management is 5 an ongoing process and is also a never-ending process. Management is dynamic and the cycle is continues. D. Management is multi-disciplinary: Management techniques, principles and theories are drawn from other disciplines such as engineering, anthropology. sociology and psychology. It depends on wide knowledge and practice derived from various discipline. The Nature and Concept of Management
- 8. 1. Frederick Taylor's Theory of Scientific Management: Taylor's theory of scientific management aimed at, improving economic efficiency, especially labor productivity. Taylor had a simple view about, what motivated people at work, - money. He felt that workers should get a fair day's pay for a fair day's work, and that pay should be linked to the amount produced. Therefore he introduced the differential piece rate system, of paying wages to the workers.
- 9. 2. Henri Fayol's Administrative Management Theory: Henri Fayol known as the Father of Management laid down the 14 principles of Management. These 14 principles of management are used to manage an organization and are beneficial for prediction, planning, decision-making, organization and process management, control, and coordination.
- 10. • Division of Work: Improves productivity, efficiency, accuracy, and speed Equity: Employees should be treated equally and respectfully Discipline: Makes the management job easy and make progress Initiative: support and encourage employees taking initiatives
- 11. Initiative: support and encourage employees taking initiatives Authority and Responsibility: Efficient delivery of work with defined responsibility Esprit de Corps: Develop trust and mutual understanding Subordination of Individual Interest: Company over personal interest and respect the chain of command Stability: offer job security to their employees Remuneration: motivating factor linked to the individual's efforts Unity of Direction: Unified goals and motives for all personnel working in a company Centralization: Balance between the hierarchy and division of power
- 12. Initiative: support and encourage employees taking initiatives Authority and Responsibility: Efficient delivery of work with defined responsibility Esprit de Corps: Develop trust and mutual understanding Subordination of Individual Interest: Company over personal interest and respect the chain of command Stability: offer job security to their employees Remuneration: motivating factor linked to the individual's efforts Unity of Direction: Unified goals and motives for all personnel working in a company Centralization: Balance between the hierarchy and division of power
- 13. Scalar Chain: Hierarchy steps should be from top to the lowest Unity of Command: More than one boss brings a conflict of interest and confusion Order: the positive atmosphere in the workplace boosts productivity
- 14. 3. Max Weber's Bureaucratic Theory of Management: Weber made a distinction between authority and power. Weber believed that power educes obedience through force or the threat of force which induces individuals to adhere to regulations. According to Max Weber, there are three types of power in an organization: Traditional Power Charismatic Power Bureaucratic Power or Legal Power.
- 15. Features of Bureaucracy: Division of Labor. Formal Hierarchical Structure. Selection based on Technical Expertise. Management by Rules. Written Documents. Only Legal Power is Important. Formal and Impersonal relations.
- 16. 4. Elton Mayo's Behavioral Theory of Management: Elton Mayo's experiments showed an increase in worker productivity was produced by the psychological stimulus of being singled out, involved, and made to feel important. Hawthorne Effect can be summarized as "Employees will respond positively to any novel change in a work environment like better illumination, clean work stations, relocating workstations, etc. Employees are more productive because they know they are being studied.
- 17. The managerial functions may vary according to level of managerial positions. First-line Managers. Flores (2016) stated that they are the lowest level of management and are often called supervisors. They are managers who supervise the work of the employees who are directly involved in the production of products and delivery of services of the company or organization. 1. Middle Managers. According to Flores (2016), middle managers are those who look into the work of the supervisors or other employees/ members of the organization. They maybe the branch heads,division heads, or department heads, depending on the size and nature of the organization. 2. FUNCTIONS OF A MANAGER
- 18. 3. Top Managers. They are at the top level of the organization who, aside from managing the middle managers, they are positioned to have larger responsibilities and accountabilities. Flores (2016) stated that top managers are responsible for "wide decisions, establishing policies and strategies that affect the entire organization." They are the Organization's President, Chief Executive Officer or Chief Operating Officer, Vice President, Chief Financial Officer, Board of Directors. The following are some of the successful managers that we are familiar with: Steve Jobs of Apple Computer; Bill Gates of Microsoft; Socorro Ramos of National Bookstore; the late Henry Sy of SM; Cecilio Pedro of Lamoiyan Corporation (maker of Hapee toothpaste); Tony Caktiong of Jollibee. FUNCTIONS OF A MANAGER
- 19. Most of the time a manager is like an actor who can perform any appropriate role, at any specific situation. 1. Interpersonal Role - As a leader of the organization, the manager shall provide direction to the activities and outputs of his/her subordinates. Having this role, the manager acts as liason who coordinates the activities of his/her members with the activities of the other groups within their organization. The interpersonal role is subdivided into the following: a. Figurehead role - this is assumed by managers when they represent their organizations or groups as a person in authority in ceremonies, and in legal and social gatherings. b. Leadership role - this done when coordinating and initiating activities in their group or organization. c. Liaison role - this is what is assumed when the manager communicates with internal and external contacts or networks in behalf of his group. ROLES OF A MANAGER
- 20. 2. Informational Role - The manager shall monitor the gathering of relevant information and tracking of what is happening inside and outside the organization (monitor role). He/She also disseminates information that will help the improvement of their team or the entire organization (disseminator role). This role also calls for being the spokeperson who acts as the official communicator for the organization (spokesperson role). ROLES OF A MANAGER
- 21. 3. Decisional Roles- As a leader, the manager is also an entrepreneur, developing new opportunities for the business/organization (entrepreneurial role). He/She is also the disturbance handler (or problem solver) who resolves conflicts among members; a resource allocator who allocates funds and distribute resources for effective use; and a negotiator who makes effective agreements with various parties. ROLES OF A MANAGER
- 22. Skills are abilities, expertise to do something. Being a manager, we must wlling to learn different skills for us to be effective leaders. The following are necessary skills of a manager. Technical Skills. It is the ability of a manager to do the job required. For example, a human resource manager has to know how to evaluate the job applicants, who will be the right employee for the job and the trainings to be supplied for them. 1. Human Skills. It has something to do with interpersonal skills or the ability to work well with other people. It is essential in handling and addressing individual differences in the organization, making them perform their best as one, despite their differences. 2. SKILLS OF A MANAGER
- 23. 3. Conceptual Skills. Managers must have the ability to think critically and analytically. He/She sees the big picture of what is happening, understand the interrelationship of things, and analyze the causes and implications of actions or situations. SKILLS OF A MANAGER
- 24. All the skills needed by the manager should relate with his/her different roles. As such, let's discuss the detailed various skills required of a manager. Interpersonal Roles are also social skills such as: a. knowing how to gain the cooperation of others b. learning to adjust to different personalities c. communicating clear messages and intentions d.being appreciative and respectful of people coming from different backgrounds e. motivating employees to do their best f. guding people in their work to achieve a common purpose SKILLS OF A MANAGER
- 25. All the skills needed by the manager should relate with his/her different roles. As such, let's discuss the detailed various skills required of a manager. Interpersonal Roles are also social skills such as: a. knowing how to gain the cooperation of others b. learning to adjust to different personalities c. communicating clear messages and intentions d.being appreciative and respectful of people coming from different backgrounds e. motivating employees to do their best f. guding people in their work to achieve a common purpose SKILLS OF A MANAGER
- 26. While the decisional roles of a manager will require the following skills: a. identifying the main problem, its causes, symptoms, effects, and impacts b. providing alternative solution to the problem c. determining the specific criteria to weigh the advantages and disadvantages of the alternative solutions d. committing to a decision to choose the best alternative or course of action e. knowing how to translate a solution to a problem into a concrete plan f. being firm to implement a well-designed plan SKILLS OF A MANAGER