ORGANIZATION AND MANAGEMENT. SHS-ABM.pptx

ORGANIZATION AND MANAGEMENT. SHS-ABM

1. ORGANIZATION AND MANAGEMENT

2. Meaning, Function, and Theories of Management

3. The human hand is the most symbolized part of the human body. It is often used to depict skill, action, and purpose. Through our hands we may learn, create and accomplish.

4. Identify whether the statement tells the truth about the meaning and functions of management by saying the word TRUE; otherwise, say the word FALSE. 1. Management is broken down into five major functions. 2. Planning involves assigning tasks that would ensure harmonious working relationships among members of the organization. 3. The organization may hire as many individuals as possible to ensure that organizational goals are achieved. 4. Monitoring and evaluation will ensure that the individuals or work groups continue to work towards the achievement of set goals and targets of the organization. 5. Organizing involves giving rewards for good accomplishments and giving sanctions to non-performing employees.

5. 6. Leading takes form in influencing or motivating subordinates to perform at their best which will enable them to help the organization attain its set goals. 7. Managers should see to it that activities are well coordinated to ensure the achievement of organizational goals. 8. Effectiveness is being able to produce maximum output with minimum input. 9. Being effective also means being able to produce the desired end. 10. Effectiveness is doing the right things and efficiency is doing things right.

6. Match the terms listed under column B with the Management Function found under column A. Use a separate sheet of paper for your answers. Write the letter which corresponds to your answer. A. Management Functions B. Related Terms Planning a. Assigning of task 2. Organizing b. Monitoring and evaluation 3. Staffing c. Hiring of workers 4. Leading d. Goal-setting 5. Controlling e. Motivating employees

7. Management According to Cabrera, et.al, management is the process of coordinating and overseeing the work performance of individuals working together in organizations so that they could efficiently accomplish their chosen aims or goals.

8. Management Mother of Modern Management, Mary Parker Follett, management is the art of getting things done through other people.

9. Management Frederick W. Taylor, on the other hand, defined it as the art of being able to know what needs to be done and that making sure that it will be achieved in the most economical way.

10. Management Harold Koontz, an American organizational theorist, viewed it as an art wherein things get done by people in formally organized groups.

11. The manager has to successfully coordinate and oversee the work performance of individuals and groups he is in charge with. In doing so, effectiveness and efficiency are expected from every individual in the organization as these will assure the economical use of resources such as money, time, manpower, and materials.

12. Effectiveness is being able to yield or generate the desired result or intended purpose. Efficiency is being able to produce maximum output with the use of minimum input or doing things in the best manner without wasting resources. As Peter Drucker would state, “Efficiency is doing things right; effectiveness is doing the right things.”

13. A manager has to perform five major managerial duties otherwise known as management functions. It includes the following:

14. PLANNING setting the organization’s goals or performance objectives. Strategic actions necessary in accomplishing the goals are being defined at this stage while making sure that these are well coordinated and integration of activities are in place.

15. ORGANIZING In order for the set goals to be put into action, necessary tasks must be identified. It is in this stage that funds are made sure to be available. Since there will be several individuals and teams who will work alongside each other, harmonious relations must be promoted in the organization.

16. STAFFING - Different job positions are identified with consideration to the size of the organization. The type of jobs that will be undertaken and the number of employees that needs to be hired to do the job must coincide. A manager has to make sure that he/she hires the right person for the right job.

17. LEADING The organization exists for the attainment of its goals. With this in mind, employees must be well-motivated and influenced to give their best as guided by the organization’s endeavour to achieve its set objectives. Incentives should be in place to encourage employee performance.

18. CONTROLLING - It is necessary to evaluate whether the organization’s performance is on track and whether its members are continuously working towards the achievement of the set goals of the organization. Corrections and adjustment are done to ensure that the plans of the organization will be well implemented.

19. Evolution of Management Theories Evolution is defined as slow stages of growth and development, starting from simple forms to more complex forms. Studying the evolution of management theories will help you understand the beginnings of present-day management practices.

20. Scientific Management Theory Use step by step, scientific method for finding the single best way for doing the job. Frederick W. Taylor (1856-1915), Father of Scientific Management. - he noticed the workers’ mistakes and inefficiencies in doing their job routine, lack of enthusiasm, and the discrepancy between their abilities and aptitudes in doing their job assignment; thus resulting to low output.

21. Taylor’s Scientific Management (Robbins and Coulter 2009): Develop a science for each element of an individual’s work to replace the old rule of thumb method. Scientifically select and then train, teach, and develop the worker. Heartily cooperate with the workers so as to ensure that all the work is done in accordance with the principles of the science that has been developed. Divide work and responsibility almost equally between management and workers.

22. General Administrative Theory Concentrates on the manager’s functions and what makes up good management practices or implementation. Henri Fayol (1841-1925) and Max Weber (1864-1920)

23. General Administrative Theory Henri Fayol believes that management is an activity that all organization must practice and viewed as it as separate from all other organizational activities. Weber, German Sociologist, wrote in the 1900s that ideal organizations, especially large ones, must have authority structures and coordination with others based on what he referred to as bureaucracy.

24. Total Quality Management (TQM) Focuses on the satisfaction of the customers, their needs, and expectations. Quality experts W. Edwads Deming(1900-1993) and Joseph M. Juran (1904-2008) introduced the consumer oriented idea in the 1950’s.

25. Organizational Behavior (OB) Approach Study of conduct, demeanor, or action of people at work. Follet, 1900s, introduced the idea that individual or group behavior must be considered in organizational management.

26. Organizational Behavior (OB) Approach In the early 1900s, Munsterberg proposed the administering of psychological test in the selection of would-be employees in the companies. 1930s, Barnard, suggested that cooperation is required in organizations since it is mainly, a social system.

27. Functions, Roles and Skills of a Manager Manager - individuals who are engaged in management activities. Supervise, sustain, uphold, and assume responsibility for the work of others in his/her work group, team, department, or the organization, in general.

28. Managerial Roles and Functions

29. Managerial Roles and Functions Top-level Management - general or strategic managers who focus on long-term organizational concerns and emphasize the organization’s stability, development, progress, and overall efficiency and effectiveness. Chief executive officer, chief operating officer, president, and vice president.

30. Managerial Roles and Functions Middle-level Management - tactical managers in charge of the organization’s middle levels or departments. They formulate specific objectives and activities based on the strategic or general goals and objectives developed by the top-level managers. They act as go-betweens between higher and lower levels of organizations. Ideal middle-level manager one must be creative so that they could provide sound ideas regarding operational skills as well as problem-solving skills that will help to keep the organization afloat.

31. Managerial Roles and Functions Frontline or Lower-level Management Also known as operational managers and are responsible for supervising the organization’s day-to-day activities; they are the bridges between the management and non-management employees. Nowadays, their role has been expanded in some large companies, as they are now encouraged to be more creative and intuitive in the exercise of their function so that they can contribute to the company’s progress and development of new projects.

32. Managerial Roles Henry Mintzberg, a professor at McGill University, conducted research on what real managers do.

33. Managerial Skills Conceptual skills – enable managers to think of possible solutions to complex problems. Ability to visualize abstract situations, they have holistic view of the organization and its relation to the wider external environment. Human skills – enable managers in all levels to relate well with people. Communicating, leading, inspiring, and motivating them become easy with the help of human skills.

34. Managerial Skills Technical Skills- important for managers to perform their task with proficiency with the use of their expertise. Lower-level managers find these skills very important because they are the ones who manage the nonmanagement workers who employ varied techniques and tools to be able to yield good quality products and services for the company

35. Identify whether the statement tells the truth about the meaning and functions of management by saying the word TRUE; otherwise, say the word FALSE. 1. Management is broken down into five major functions. 2. Planning involves assigning tasks that would ensure harmonious working relationships among members of the organization. 3. The organization may hire as many individuals as possible to ensure that organizational goals are achieved. 4. Communicating, leading, inspiring, and motivating them become easy with the help of conceptual skills. 5. Organizing involves giving rewards for good accomplishments and giving sanctions to non-performing employees.

36. 6. Leading takes form in influencing or motivating subordinates to perform at their best which will enable them to help the organization attain its set goals. 7. Managers supervise, sustain, uphold, and assume responsibility for the work of others in his/her work group, team, department, or the organization, in general. 8. Effectiveness is being able to produce maximum output with minimum input. 9. Being effective also means being able to produce the desired end. 10. Effectiveness is doing the right things and efficiency is doing things right.

37. Match the terms listed under column B with the Management Function found under column A. Use a separate sheet of paper for your answers. Write the letter which corresponds to your answer. A. Management Functions B. Related Terms Planning a. Assigning of task 2. Organizing b. Monitoring and evaluation 3. Staffing c. Hiring of workers 4. Leading d. Goal-setting 5. Controlling e. Motivating employees

38. GROUP ACTIVITY: 1. Interview two department chairpersons in your community and ask if they use all five management functions. Compare their answers and try to explain why there are similarities and differences. 2. Select 2 organizations (one big and one small). Describe how they are structured and explain why a study of management functions is necessary for their managers.