Lesson 1
Definition And Functions Of Management
CHAPTER 1 NATURE AND CONCEPT OF MANAGEMENT
OBJECTIVES
At the end of this lesson, the students will be able to
Discuss the meaning and functions of management,
Explain various types of management theories,
Explain the functions, roles and skills of managers,
Understand the basic concept and theories of management, and
Apply management theories and concepts in solving business
cases.
“ The convenient definition of management
is getting work done through people, but
real management is developing people
through work.”
-Agha Hasan Abedi
What is
Management?
Management is
Planning Leading Organizing Controlling Staffing
5 Functions of Management
PLANNING
COORDINATION AND INTEGRATION
LEADING
ORGANIZING
CONTROLLING
STAFFING
PRACTICES OF SUCCESFUL
BUSINESS ORGANIZATIONS
COORDINATION
ensures that all individuals, groups, or
teams are harmoniously working together
and moving toward the accomplishment of
the organization’s vision, mission, goals and
objectives
PRACTICES OF SUCCESFUL
BUSINESS ORGANIZATIONS
EFFICIENCY
refers to the optimal use of scarce
resources- human, financial, physical and
mechanical in order to bring about
maximum productivity
PRACTICES OF SUCCESFUL
BUSINESS ORGANIZATIONS
EFFECTIVENESS
doing things correctly when
engaged in activities that will help
the organizations to attain its aim.
Lesson 2
Evolution Of
Management
Theories
CH.1 NATURE AND CONCEPT OF
MANAGEMENT
Scientific Management Theory
Frederick Winslow Taylor (1856-1915)
Father of Scientific Management Theory
“One Best Way”
Scientific Management Theory
Time and Motion Study
Frank and Lillian Gilbreth
Scientific Management Theory
Assembly Line
Henry Ford
Scientific Management Theory
Principles:
1. Develop a science for each element of an individual’s
work to replace the rule of thumb method.
2. Scientifically select, train, teach and develop the
worker.
3. Heartily cooperate with the workers so as to ensure
that all work is done in accordance to principles of
the science that has been developed.
4. Divide work and responsibility almost equally
between management and workers
Limitations of SM Theory
General Administrative Theory
Concentrates on managers functions and what makes up good
management practice or implementation.
Bureaucracy
Heri Fayol Max Weber
(1864-1920)
(1841-1925)
Henri Fayol’s Management Principles
1. Work division or specialization
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interest to general interest
7. Remuneration/ pay
8. Centralization
9. Scalar chain of authority
[Link] of order
[Link]/fairness
[Link]/ security of tenure of worker
[Link] initiative
[Link] of team spirit or esprit de corps
Max Weber Components Of Bureaucracy
1. Division of labor
2. Hierarchical identification of job positions
3. Detailed rules and regulations
4. Impersonal connections with one another
Total Quality Management
Management philosophy that focuses on the satisfaction of customers, their
needs and expectations.
W. Edwards Deming (JAPANESE) Joseph M. Juran
(1900-1993) ( 1904-2008)
W. Edwards Deming Top Management Principles
1. Create constancy of purpose for improvements
2. Adopt TQM philosophy
3. Cease dependence on mass inspection by doing things right
4. End the practice of awarding business on the basis of price tag
alone
5. Constantly improve the system of production and services
6. Institute training
7. Adopt institute leadership
8. Drive out fear
9. Break down barriers between staff areas
10. Eliminate slogans, focus on correction of defects in the system.
11. Eliminate numerical quota for the work force
W. Edwards Deming 12. Remove barriers that rob people of pride of workmanship
(1900-1993) 13. Encourage education and self-improvement for everyone.
14. Take action to accomplish the transformation.
Fitness of Quality According to Juran
1. Quality Design
2. Quality conformance
3. Availability
4. Full service
Juran’s Quality Planning Roadmap
1. Identify your customer
2. Determine their needs
3. Translate them into one’s language
4. Develop a product that can respond to needs
5. Develop processes which are able to produce those
product features
Joseph M. Juran 6. Prove that the process can produce the product
1904-2008 7. Transfer the resulting plans to the operating forces
Organizational Behavior Approach
Involves the study of the conduct, demeanor or action of people at work.
Robert Owen Mary Parker Follet Hugo Munsterberg Chester Barnard
Lesson 3
Functions, Roles,
and Skills of a
Manager
CHAPTER 1 NATURE AND CONCEPT OF
Levels of management
Strategic managers that Formulate specific
focus on long-term objectives and activities
organizational concerns… based on strategic or
general goals and
objectives…
Responsible for
supervising day today
activities…
Management Roles
By Henry Mintzberg
Interpersonal
Leader Decisional
Liason Disturbance handler
Informational
figurehead Resource allocator
Spokesperson
Negotiator
Monitor
Entrepreneur
disseminator
Management Skills
Technical Skills
-perform task with
expertise
Human Skills
Conceptual Skills -relate well with
-can think of solutions to
people
problems
End
of
Slide
Management is the process of coordinating and overseeing the work performance of individuals
working together in a organizations, so they could efficiently and effectively accomplish their
chosen aims or goals.
A process of designing and maintaining and environment for efficiently accomplishing selected
aims. By Weihrich and Koontz 2005
It is a process of planning, organizing, leading, staffing and controlling the activities of an
organization to effectively and efficiently achieve their goals. By C.A Zarate
PLANNING
involves determining organization’s goals and performance objectives, defining strategic actions
that must be done to accomplish them, and developing coordination and integration activities.
LEADING
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 of goals.
ORGANIZING
demands assigning task, setting aside funds and bringing harmonious relations among the
individuals and work groups or teams in the organization.
CONTROLLING
involves evaluating and if necessary, correcting the performance of the individuals or work groups
or teams to ensure that they are all working toward the previously set goals and plans of the
organization.
STAFFING
indicates filling in the different job positions in the organization’s structure, the factor that
influence this function include: size of the organization, types of jobs, number of individuals to be
recruited, and some internal or external pressures.
PRACTICES OF SUCCESFUL BUSINESS ORGANIZATIONS:
COORDINATION
ensures that all individuals, groups, or teams are harmoniously working together and moving
toward the accomplishment of the organization’s vision, mission, goals and objectives
EFFICIENCY refers to the optimal use of scarce resources- human, financial, physical and
mechanical in order to bring about maximum productivity
EFFECTIVENESS doing things correctly when engaged in activities that will help the organizations
to attain its aim.
Scientific Management Theory
Makes use of the step by step process, scientific methods for finding the “one best way” for doing a job.
Limitations of SMT
1. Operations became routinary
2. Money became sole incentive for workers
3. Piece rate technique, where they were only paid for the unit produced regardless of time
4. Managers abuse power and exploit them
General Administrative Theory
Concentrates on managers functions and what makes up good management practice or implementation. Henry Fayol (1841-
1925)
Management is an activity that all organizations must practice and viewed it as separate from all other organizational activities
such as marketing, finance, research and development and others.
Max Weber (1864-1920)
Bureaucracy
Organizations must have authority structures and coordination with others.
Total Quality Management
Management philosophy that focuses on the satisfaction of customers, their needs and expectations.
W. Edwards Deming - Joseph M. Juran
(1900-1993) ( 1904-2008)
Organizational Behavior Approach
Involves the study of the conduct, demeanor or action of people at work.
Robert Owen Mary Parker Follet Hugo Munsterberg Chester Barnar
Top-level management
This level is also called “Upper Management” or “Corporate Managers”.
Strategic managers that focus on long-term organizational concerns and emphasize the
organization’s stability, development, progress and overall efficiency aqnd effectiveness.
Middle-level management
This level is also called “Tactical Managers”
Formulate specific objectives and activities based on strategic or general goals and objectives
developed by top level managers.
Traditional role is to act as go-betweens between higher and lower level of the organization,
they announce nad interpret top level priorities to human resources in the middle hierarchical
level of the company.
Low-level Management
Managers in lower-level management are also called “operational managers” or “supervisors.”
Responsible for supervising day today activities; they are bridges between management and
no management employees.
Traditionally they controlled and instructed by top-and middle managers to follow their orders
in support of the organization’s major strategy.
Conceptual Skills
It refers to the ability of the manager to analyze a particular situation,
identify new opportunities and resources, and decide on the best
strategies and courses of action.
Human Skills
This skills include the manager’s capacity to motivate, lead, and control
the behaviour of his or her subordinates. A manager should know how to
effectively communicate, coordinate, and relate with his or her
employees.
Technical Skills
Technical Skills are the specific competencies that a manager should have in relation of
the type of task assigned to him or her. It is also related to the specialization of a
manager needed in a particular department, unit, or area where he or she is assigned.
By: [Link]
