LESSON 1 DEFINITION, FUNCTIONS, TYPES and THEORIES of Management.pptx

ORGANIZATION AND MANAGEMENT LESSON 1

1. DEFINITION, FUNCTIONS, TYPES and THEORIES of Management LESSON 1

2. DEFINITIONS OF MANAGEMENT 01 FUNCTIONS OF MANAGEMENT 05 Table of contents 02 TYPES OF MANAGEMENT 1 ST QUIZ THEORIES OF MANAGEMENT 04 03

3. NAME IT

4. Management 4

5. LEADING 5

6. Organization 6

7. Authority 7

8. DEFINITIONS OF MANAGEMENT 01

9. MANAGEMENT Management is a process of planning, decision making, organizing, leading, motivating, and controlling the human resources, financial, physical, and information resources of an organization to reach its goals efficiently and effectively. ( iEduNote , n.d.) Management is a non-stop process of ensuring continuity and growth within an organization.

10. FUNCTIONS OF MANAGEMENT 02

11. a. Planning Involves determining the organization’s goals or performance objectives, defining strategic actions that must be done to accomplish them, and developing coordination and integration activities. FUNCTIONS OF MANAGEMENT

12. b. Organizing Demands assigning tasks, setting aside funds, and bringing harmonious relations among the individual and workgroup or teams in the organization. FUNCTIONS OF MANAGEMENT C. Staffing Indicates filling in the different job positions in the organization’s structure; the factors that influence this function include the size of the organization, types of jobs, number of individuals to be recruited, and some internal or external pressures.

13. d. Leading/Directing Entails influencing or motivating subordinates to do their best so that they would be able to help the organization’s endeavor to attain their set goals. FUNCTIONS OF MANAGEMENT e. Controlling Involves evaluating and, if necessary, correcting the performance of the individuals or workgroups or teams to ensure that they are all working toward the previously set goals and plans of the organization.

14. TYPES OF MANAGEMENT 03

15. TYPES OF MANAGEMENT This management type is a one-way leadership where there is a single authority. Team members are only there to follow orders. The employees are given rewards for a job well done but are given punishment if they fail. This management style is beneficial in times of crisis that need immediate attention. On the other hand, it causes the staff to fear. They need to be closely supervised and a poor relationship would be evident among the team. 1. Autocratic

16. TYPES OF MANAGEMENT The manager has a strong and centralized controlling business decisions like the autocratic type of management. What differs is that in a persuasive type, the manager convenes with his colleagues before he decides. Employees are motivated not anymore by rewards and punishment but by persuasive techniques. 2. Persuasive

17. TYPES OF MANAGEMENT In a consultative style, leaders and workers have two-way communication. Team members share their opinion in solving issues of the company. Consequently, the practice is costly, slow in decision making and important changes are delayed. 3. Consultative

18. TYPES OF MANAGEMENT There is a distribution of authority and power in participative management. The company’s project is a shared responsibility and each member has self-direction. 4. Participative

19. THEORIES OF MANAGEMENT 04

20. — Someone Famous “This is a quote, words full of wisdom that someone important said and can make the reader get inspired.”

21. A. Scientific Management Theory` This management theory makes use of the step-by-step, scientific methods for finding the single best way for doing a job. Frederic W. Taylor , the Father of Scientific Management, is the proponent of this theory.

22. Taylor’s Scientific Management Principles are as follows ` 1. Develop a science for each element of an individual’s work to replace the old rule of thumb method. 2. Scientifically select then train, teach and develop the workers. 3. Heartily cooperate with the workers to ensure that all work is done following the principles of the science that has been developed; and 4. Divide work and responsibility almost equally between management and workers.

23. B. Henri Fayol’s General Administrative Theory This theory concentrates on the manager’s functions and what makes up good practice or implementation. Henri Fayol is the contributor of this theory who believes that management is an activity that all organizations must practice and view it as separate from all other organizational activities such as marketing, finance, research and development, and others.

24. Principles of Fayol’s Management Theory 1. Work division or specialization - according to this principle, the whole work is divided into small tasks. 2. Authority and Responsibility - This refers to the issue of commands followed by responsibility for their consequences. 3. Discipline - Refers to obedience, proper conduct in relation to others, respect of authority etc.

25. Principles of Fayol’s Management Theory 4. Unity of command - States that each subordinate should receive orders and be accountable to one superior. 5. Unity of Direction - All those working in the same line of activity must understand and pursue the same objectives. 6. Subordination of individual interest to general interest - The management must put aside personal considerations and put company objectives first.

26. Principles of Fayol’s Management Theory 7. Remuneration/Pay – Workers must be paid sufficiently as this is a chief motivation of employees and therefore greatly influence productivity. 8. Centralization - The amount of power wielded with the central management depends on company size. 9. Scalar chain of authority - Refers to the chain of superiors ranging from top management to the lowest rank.

27. Principles of Fayol’s Management Theory 10. Maintenance of order- Social order ensures the fluid operation of a company through authoritative procedure. 11. Equity/Fairness- employees must be treated kindly, and justice must be enacted to ensure a just workplace. 12. Stability/security of tenure of workers - The period of service should not be too short and employees should not be moved from positions frequently.

28. Principles of Fayol’s Management Theory 13. Employee Initiative - Using the initiative of employees can add strength and new ideas to an organization. 14. Promotion of team spirit or esprit de corps - Refers to the need of mangers to ensure and develop morale in the workplace individually and as a group.

29. C. Weber’s Bureaucracy Max Weber , A German Sociologist wrote in the early 1900s that ideal organizations specially the large ones, must have authority structures and coordination with others based on what he referred to as bureaucracy.

30. C. Weber’s Bureaucracy According to Weber, bureaucracy is an organizational form distinguished by the following components: 1. Division of labor 2. Hierarchical identification of job positions 3. Detailed rules and regulations 4. Impersonal connections with one another

31. D. Organizational Behavior (OB) Approach This involves the study of the conduct, demeanor, or action of people at work. Research on behavior helps managers carry out their functions- leading, team building, resolving conflict, and others. Robert Owen, Mary Parker Follett, Hugo Munsterberg, and Chester Barnard were the early supporters of the OB Approach. During the late 1700s, Owen noticed lamentable conditions in workplaces and proposed ideal ways to improve the said conditions. Follett, in the early 1900s, introduced the idea that individual or group behavior must be considered in organization management. Likewise, in the early 1900s, Munsterberg proposed the administration of psychological tests for the selection of would be employee in companies. Barnard, in the 1930s, suggested that cooperation is required in organizations since it is, mainly, a social system.