CONCEPTUAL FOUNDATION

OF
MANAGEMENT
THEORY AND PRACTICES

Presented by: Nanette G. Alido

 DEFINE MANAGEMENT:
ITS NATURE AND PURPOSE

Management is the process of creating and

maintaining an environment where people work
together effectively to achieve goals.
 • 1. Managers perform functions like
planning, organizing, staffing, leading,
and controlling.
• 2. Management applies to all types of
organizations.
MANAGEMENT • 3. It is relevant at all levels of
management.

Key Points: • 4. The main goal is to create a surplus

(value or profit).
• 5. Management focuses on
productivity, balancing efficiency
(doing things right) and effectiveness
(achieving the right goals)
 FUNCTIONS OF MANAGEMENT

Planning Organizing Staffing

Leading Controlling
 EVOLUTION OF MANAGEMENT
THEORIES

Theories are frameworks that help people understand and

explain their experiences by organizing scattered facts into
meaningful information. In management, theories guide
managers in understanding relationships between variables
and predicting outcomes, helping them make information,
decisions and solve problems.
 1. Classical Management Theories
EVOLUTION OF
MANAGEMENT
THEORIES 2. Behavioral Management
Theories

3. Modern Management Theories

 CLASSICAL MANAGEMENT
THEORIES

• Scientific Management (Fredrick Taylor):

Focus on efficiency and task standardization.

• Administrative Theory (Henri Fayol):

Emphasis on management principles such planning,
organizing, and controlling.

• Bureaucratic Management (Max Weber):

Structured organizations with defined hierarchies and rules.
 BEHAVIORAL MANAGEMENT
THEORIES

• Hawthorne Studies (Elton Mayo):

Importance of social and employment motivation.

• Maslow's Hierarchy of Needs:

Linking motivation to employee performance.

• McGregor's Theory X and Theory Y:

Contrasting views on employee behavior.
 MODERN MANAGEMENT
THEORIES
• System Theory:
Organizations as interconnected subsystems.

• Contingency Theory:
Adapting management practice to situational variables.

• Total Quality Management (TQM):

Continues improvement in quality and customer satisfaction.
 Management is both an art and a science. It
requires practice know-how (art) and the
use of organized knowledge (science) to
address complex situations. Effective
managers combine conceptual skills (seeing
CORE CONCEPTS IN relationships and applying theories), technical
MANAGEMENT PRACTICE skills (acting professionally within rules), and
human skills (understanding and motivating
people) to enhance organizational
performance.
 RELEVANCE OF MANAGEMENT THEORY
IN PRACTICE

Management Theory is essential in practice as it provides a

framework for understanding organizational challenges,
predicting outcomes, and guiding decision-making. By
applying theories, managers can operate, improve
productivity, and address problems systematically rather than
relying on intuition or trial and error.
 Key Trends:
EMERGING TRENDS IN
MANAGEMENT PRACTICE
• Digital Transformation
Emerging trends in management • Sustainability
practice reflects the evolving
business landscape and focus on • Agile Management
innovation, adaptability, and • Employee Well-being
inclusivity.
• Remote Work
 CONCLUSION

Management involves creating and maintaining an environment where

goals are achieved efficiently through planning, organizing, staffing, leading
and controlling. It is both an art and science. Managers aim to improve
productivity by balancing effectiveness and efficiency. Management
theories, while varied, contribute to understanding managerial tasks, and
the system approaches highlights how organizations interact with their
environment. Applying theory to practice helps managers achieve better
results than relying solely on trial and error.
THANK YOU
 THE EVOLUTION
OF
MANAGEMENT THOUGHT

CHRISTINE P. BAYQUIN
CLASSICAL APPROACH

the oldest formal school of thought which began around

1900 and continued into the 1920s.
it is mainly concerned with increasing the efficiency of
workers and organizations based on management practices,
which were an outcome of careful observation.
mainly looks for the universal principle of operation in the
striving for economic efficiency.
it includes scientific, administrative & bureaucratic management.
Scientific Management

A management approach that sought to determine

scientifically the best methods for performing any task,

and for selecting training and motivating workers.

Administrative & Bureaucratic Management

Emphasis on the principles and

skills that underlie effective management.

NEO CLASSICAL SCHOOL OF THOUGHT

Also known as the “Behavioural science

approach to modifying and improving the classical
theory”.

It gives importance to human and social

aspects and its relations in the organization.
The Human Relations Approach & Behavioral
Science

Concentrations were in the field of

sociology, psychology and other related
fields to propose more effective ways to
manage people in the organization.
MODERN/CONTEMPORARY SCHOOL
OF THOUGHT

Organizations function as open systems, emphasizing

interconnectedness within and with external environments.

Management strategies are tailored to fit specific situations.

and contexts.

Highlights the role of behavioral sciences in fostering

effective leadership and employee engagement.
The Management Science School &
Quantitative Approach
Approaching management

problems through the use of

mathematical techniques for modeling

analysis and solution.

System Approach

View of the organization as a

unified directed system of
interrelated parts.
Contingency Approach

Attainment of organizational
goals might vary in different
types of situations or circumstances.
Contingency Approach
Dynamic Engagement Era

The view that time and human

relationship are forcing management
to rethink traditional approaches in
the face of constant, rapid change.
Dynamic Engagement Era
Quality Era

This era underscored that quality

was not just a function of production
but an organizational philosophy central
to achieving competitive advantage.
Quality Era
“Concerns and Criticisms of
each school of thought”
 Scientific Management School

Concerns Criticisms
• Improvement of employee selection
& training processes. • Speed up conditions exhaust whatever

• Seeking one best way to perform work available – cause for layoffs;

each task. placed undue pressures to employees

• Emphasis on productivity and • More workers joined unions,

reinforced pattern of suspicion &
profitability.
mistrust.
• However, Lillian Gilbreth’s work
• Failed to recognize worker’s social needs
emphasized on the human aspects
placing emphasis on working conditions
of work & understanding of
& job satisfaction
worker’s personality needs
Administrative Management School

Concerns Criticisms

• Different managers seldom apply the

14 principles in exactly the same

• Managers still use Fayol’s 14
way
Principles of Administrative
• Situations vary & so does the
Management.
application of the 14 principles.
 Bureaucratic Management

Concerns Criticisms
• Rigid rules and red tape - little room for
• Ideal organization is one wherein activities &
freedom & creativity, foster low
objectives are rationally thought out & divisions motivation, entrenched ‘career’
employees, high turnover of best
of labor explicitly spelled out. employees, shoddy work
• Emphasis on efficiency & consistency • Protection of authority – managers
ignore issues of employee productivity
& effective when- while protecting & expanding their own
• large amounts of standard information authority
• Slow decision making – formality &
have to be processed & efficient processing ritual delay decisions
method has been found. ex. credit card,
• Incompatibility with changing technology –
jobs based on rules & regulations generate
insurance companies, Internal Revenue little trust & sharing of information.
Service (IRS) & trafficcourts.

• customer needs are known & not likely to

Behavioral Science School

Concerns Criticisms
• Stressed importance of group dynamics, • Assumptions don’t hold true in practice;
complex human motivations & manager’s improved work conditions & manager’s
human relations skills doesn’t always
leadership style. increase productivity
• Economic aspects of work still important
• Emphasized employee’s social & economic
to employee ex. major union contracts
needs, influence of organization’s social focus on job security & wage incentives
• Low salaries lead to absenteeism &
setting on quantity & quality of work produced turnover
• Employees motivated by social needs & get • Negative effects: clumsy organizational
structure, poor communication,
sense of identity thru associations w/one routine/boring tasks cannot be overcome
by presence of pleasant workers
another

• Employees respond more to social forces

Management Science School

Concerns Criticisms

• Not all management problems can be

• Use of quantitative mathematical measured by mathematical data
techniques/data for modeling, • Variables representing behavioral

analysis and solution. considerations & human values are

difficult to build into a mathematical

model
Systems Approach

Concerns Criticisms

• View organization as a unified,

• Not every management phenomena
directed system of interrelated parts. can be reduced to system especially
• Managers way of looking at the rational decisions.
organization as a whole. • Systems & quantitative approaches

• Key concepts: synergy,organizational have not reached stage where they can

terms, open & closed system, system be used effectively in dealing with

boundary, flows & feedback. human aspects of management.

• Impact of systems analysis on

Contingency Approach

Concerns Criticisms

• Management technique that best • Merely a meshing of techniques from

contributes to attainment of other viewpoints of management .

organizational goals might vary in • Draws heavily from other approaches

different types of • Results differ because situations differ;

a technique that works in one case and

situations /circumstances .
not necessarily works in all cases
• Managers tasks is to identify which
.
techniques will, in a particular

situation, under particular

DYNAMIC Engagement

Concerns Criticisms
• Focus on time and human
relationships forcing management to
rethink traditional approaches in the
face of constant, rapid change • Not all projection of human
• 6 Principles: engagement is permanent except
1.new organizational & natural
environments, change.
2. ethics & social responsibility,
3. globalization,
4.inventing & reinventing
organizations,
5. culture & multiculturalism &
6. quality
 Conclusion
Each school of thought has significantly influenced modern

management, contributing unique perspectives and tools for

addressing organizational challenges. Managers today often

integrate elements from multiple schools to develop effective,

and adaptive strategies.

Images of
Organization
By: Caesar Ian C. Cabayao
 Underlying Principle:
“All management theory and
practice are based on images or metaphors
that lead us to understand situations in
powerful, yet partial ways.” (Gareth Morgan)

Source: Morgan, G. (1998). Images of Organization. Thousand Oaks,

CA: Sage Publications.
 Metaphor

It is “a primal force through

which humans create meaning by
using one element of experience to
understand another.”
(Gareth Morgan)

Source: Morgan, G. (1998). Images of Organization. Thousand Oaks,

CA: Sage Publications.
Morgan (1986) distinguishes
eight (8) Metaphors/Images for
Organizations.

Each metaphor highlights

other aspects of
organizational
Life.
Organization
as a Machine
Highlights:

efficiency, quality, and

timeliness of
production processes in a
machine made
up of interlocking parts
Machine Metaphor
 Organizations as
Organisms
In this view, the organization is seen as a complex,
adaptive system, much like a biological entity, with
different parts working together to ensure survival,
growth, and reproduction.
Organizations as
Organisms
Highlights:

Just as an organism can face challenges like

disease, injury, or environmental threats,
organizations can face crises, competition, or
disruptions that threaten their health. Leaders
play a crucial role in diagnosing problems,
providing direction, and ensuring that the
organization remains "healthy" and capable of
thriving in a dynamic world.
Organismic Metaphor:
Tech Startup Company
 Organization as
Flux and
Transformation
Highlights:

the logic of change of organizations that

dynamically and proactively adapt to an
ecological environment.
 Strengths and Limitations of
the Flux and Transformation
Metaphor
Strengths:
1) Offers new understandings of the nature and source of
change.
2) Offers new horizons of thought that can be used to enrich
our understanding of management.
3) Leaders and managers gain a powerful new perspective
on their role in facilitating emergent change.

Limitations:
1) Overemphasis on change
Flux and Transformation
Metaphor

Philippine Education
System during the
COVID-19 Pandemic
 Organizations as
Brains
Highlights:

effectiveness of information processing,

problem solving and learning based on
cognitive characteristics of people in the
organization
 Organizations as Brains

The "organization as brain" metaphor draws a parallel

between an organization and the functioning of the human
brain, emphasizing the way that organizations process
information, make decisions, and adapt to their
environment. Just as the brain is responsible for cognitive
processes such as learning, memory, and decision-making,
organizations are seen as systems that collect, process, and
act on information to achieve their goals.
Brain Metaphor
Philippine Disaster Risk Reduction and Management
(DRRM) System
 Organizations as
Cultures
Highlights:

organizations as socially constructed

realities based on communication and
cognition of people in the organization
Culture Metaphor
 Organizations as
Psychic Prisons
Highlights:

-Views organizations as systems shaped and

constrained by human thought processes,
beliefs, and unconscious patterns.
-Individuals and groups within organizations
may become trapped by their mental models,
assumptions , and cultural norms, which may
limit creativity, flexibility and overall growth.
Psychic Prison Metaphor

Telecom
Sector
 Organizations as
Political Systems
Viewing an organization as a political system highlights the
complexities of governance, power distribution, and
relationships that shape its functioning. Much like a nation-
state, an organization requires careful management of
power, communication, and decision-making to ensure
stability and progress.
Political Metaphor

LGU
 Organizations as
Instruments of
Domination
HIGHLIGHTS:

The metaphor of "organization as instruments of domination"

emphasizes how organizations can serve as tools for
maintaining social, political, and economic power. They shape
and enforce hierarchies, norms, and values that contribute to
the domination of certain groups over others.
Instruments of Domination
Metaphor
 Conclusion
The eight images of organization provide a comprehensive
framewor k for under st andi ng t he var i ous ways i n whi ch
organizations can be structured and function. Each image
highlights different perspectives on power, control, and interaction
within an organization. By examining these diverse models, we
gain valuable insights into how organizations can adapt to
changing environments, foster innovation, and manage internal
and external dynamics. Ultimately, these images offer a multi-
faceted view that can help leaders and managers navigate the
complexities of organizational life.
Thank You
ORGANIZATION IN THE
NEW ECONOMY

BY: MARY LOVE M. DECHAVEZ

New economy
- a term used to describe the shift from a manufacturing-based economy to a
service-based economy. It's characterized by the use of new technologies and
innovations to create new products and services.
• A manufacturing-based economy is an economy where the main driving force is
the mass production of goods.
* Benefits: 1) International trade
2) Major consumer
3) Basis for other industries
* Examples: 1) The Asian Tigers (Hong Kong, South Korea, Taiwan, and Singapore)
2) China
• A service-based economy is an economic system that focuses on providing
services instead of producing goods.
* Characteristics: 1) Customer relationships
2) Emotional connections
3) Ongoing service revenue
4) Intangible services
* Examples of services
- education, health care, entertainment, tourism, finance, consulting,
transportation, utilities, information services, and waste services.
* Examples of service-based careers
- doctors, lawyers, baristas, entertainers, bankers, teachers, housekeeping,
nursing, acting, and cooking.
New economy
- is a buzzword to describe new, high-growth industries that are on the cutting edge
of technology and are believed to be the driving force of economic growth and
productivity.
- The term was coined during the late-1990s tech bubble (which was sparked by the
emergence of the Internet and computers) that resulted in the stock market crash.

How New Economy Works?

- The adoption of artificial intelligence, robotics, decentralization of services, etc.,
marks the emergence and evolution of the new economy. Its fundamental components
include the globalization of corporate operations and connecting value chains using
innovative communication and management technologies. It, thus, results in better
production for businesses and instant delivery to customers.
Characteristics of the New Economy
1. Technology
2. Globalization
3. Productivity
4. Work

What are some impacts of the New Economy?

1. Economic growth
2. Income and wealth inequality
3. Environmental concerns
New Economy Factors
- The new economy theory places a greater emphasis on corporate social responsibility,
community benefits, and distribution of asset ownership.
1) Knowledge or Intellectual Capital
2) Change
3) Globalization
Features Of New Economy
Organizations in the new economy
- are businesses and other entities that adapt to new economic conditions,
management techniques, and competitive conditions. The new economy is
characterized by the use of information technology to create new organizational
structures and business models.
Examples of organizations in the new economy
- The Centre for the New Economy and Society: A World Economic Forum
initiative that works to create prosperous, equitable, and resilient economies and
societies
- New Economy Group: A ser vice of Axis Capital Limited that helps new
companies secure funding
- Online brokerages: Companies like Charles Schwab and E*Trade that use online
trading to increase efficiency and reduce costs
Challenges in the New Economy
1) Gender inequality
2) Job insecurity

Solutions in the new economy

1) Investing in talent
2) Promoting equity and inclusion
3) Networking
THANK YOU
 ORGANIZATION STRUCTURE and
DESIGN

by: Gemma E. Gaje

An organization structure is a framework that
allots a particular space for a particular What is
department or an individual and shows its organization
relationship to the other. An organization structure?
structure shows the authority and
responsibility relationships between the
various positions in the organization by
showing who reports to whom. It is an
established pattern of relationship among the
components of the organization.
• Ensures that there is an eficient operation
of a business and it clearly defines its Importance of
workers and their functions organizational
structure?
• Helps define the heirarchy and the chain of
command.
• The process by which managers create a specific type of Organizational
organization structure and culture so that a company can operate Design
in the most efficient and effective way
 FACTORS AFFECTING ORGANIZATIONAL STRUCTURE

Organizational Technology
environment

Determine the design of

Orgnizational Structure

Strategy Human
Resource
 FACTORS AFFECTING ORGANIZATIONAL STRUCTURE

1. The Organizational Environment

• The quicker the environment changes, the more problems face managers
• Structure must be more flexible (i.e. decentralized authority) when environment change is rapid

2. Strategy
• Different strategies require the use of different structures

3. Technology
• The combination of skills, knowledge, tools, equipment and machines used in the organization
• More complex technology makes it harder for mangers to regulate the organization

4. The Human Resource

• Highly skilled workers whose jobs require working in teams usually need a more flexible structure
• Higher skilled workers (e.g. CPA’s and doctors) often have internalized professional norms and values
a)Line and Staff Relationships:
Line authority refers to the scalar chain, or
to the superior-subordinate linkages, that PRINCIPLES
extend throughout the hierarchy (Koontz, OF
O'Donnell and Weihrich). Line employees are ORGANIZATION
responsible for achieving the basic or STRUCTURE
strategic objectives of the organization,
while staff plays a supporting role to line
employees and provides services. The
relationship between line and staff is
crucial in organizational structure, design
and efficiency. It is also an important aid
to information processing and coordination.
c) Span of Control:

This refers to the number of specialized activities or individuals

supervised by one person. Deciding the span of control is
PRINCIPLES
important for coordinating different types of activities effectively. OF
ORGANIZATION
d)De-centralization and Centralization: STRUCTURE

De-centralization refers to decision making at lower levels in

the hierarchy of authority. In contrast, decision making in a
centralized type of organizational structure is at higher levels.
The degree of centralization and de-centralization depends on
the number of levels of hierarchy, degree of coordination,
specialization and span of control.
 STRATEGIES IN ORGANIZATIONAL STRUCTURE

DEPARTMENTATION refers to the process of grouping activities into departments.

Departmentation is the process of grouping of work activities into departments, divisions, and
other homogenous units.

Key Factors in Departmentation

•It should facilitate control.
•It should ensure proper coordination.
•It should take into consideration the benefits of specialization.
•It should not result in excess cost.
•It should give due consideration to Human Aspects.
 PROCESS OF DEPARTMENTATIONS

Process of grouping activities by functions performed. Activities can be

grouped according to function (work being done) to pursue economies of
scale by placing employees with shared skills and knowledge into
1. FUNCTIONAL
departments for example human resources, finance, production, and DEPARTMENTATIONS

marketing.
Advantages:
•Advantage of specialization
•Easy control over functions
2. FUNCTIONAL
•Pinpointing training needs of manager DEPARTMENTATIONS

•It is very simple process of grouping activities.

Disadvantages:
•Lack of responsibility for the end result
•Overspecialization or lack of general management
•It leads to increase conflicts and coordination problems among
departments.
Product departmentation is the process of grouping activities by product
line. Tasks can also be grouped according to a specific product or service,
thus placing all activities related to the product or the service under one
b)PRODUCT
manager. Each major product area in the corporation is under the authority DEPARTMENTATION

of a senior manager who is specialist in, and is responsible for, everything

related to the product line
Advantages
•It ensures better customer service
•Unprofitable products may be easily determined
b)PRODUCT
•It assists in development of all around managerial talent DEPARTMENTATION

•Makes control effective

•It is flexible and new product line can be added easily.
Disadvantages
•It is expensive as duplication of service functions occurs in various
product divisions
Customers and dealers have to deal with different persons for complaint
and information of different products
 STRATEGIES OF DEPARTMENTATIONS

Customer departmentation is the process of grouping activities on the

basis of common customers or types of customers. Jobs may be grouped
according to the type of customer served by the organization. The 3. CUSTOMER
DEPARTMENTATION
assumption is that customers in each department have a common set of
problems and needs that can best be met by specialists.
Advantages
•It focused on customers who are ultimate suppliers of money
•Better service to customer having different needs and tastes
CUSTOMER
•Development in general managerial skills DEPARTMENTATION

Disadvantages
•Sales being the exclusive field of its application, co-ordination may appear
difficult between sales function and other enterprise functions.
•Specialized sales staff may become idle with the downward movement of
sales to any specified group of customers.
 STRATEGIES OF DEPARTMENTATIONS

Geographic departmentation is the process of grouping activities on the

basis of territory. If an organization's customers are geographically
dispersed, it can group jobs based on geography. For example, the
organization structure of Coca-Cola Ltd has reflected the company‘s 3. GEOGRAPHIC
DEPARTMENTATION
operation in various geographic areas such as Central North American
group, Western North American group, Eastern North American group and
European group
Advantages
•Help to cater to the needs of local people more satisfactorily.
•It facilitates effective control
•Assists in development of all-round managerial skills GEOGRAPHIC
DEPARTMENTATION
Disadvantages
•Communication problem between head office and regional office due to
lack of means of communication at some location
•Coordination between various divisions may become difficult.
•Distance between policy framers and executors
•It leads to duplication of activities which may cost higher.
 STRATEGIES OF DEPARTMENTATIONS
Geographic departmentation is the process of grouping activities on the
basis of product or service or customer flow. Because each process
requires different skills, process departmentation allows homogenous
activities to be categorized. 4. PROCESS
DEPARTMENTATION
Advantages
•Oriented towards end result.
•Professional identification is maintained.
•Pinpoints product-profit responsibility. PROCESS
DEPARTMENTATION
Disadvantage
•Conflict in organization authority exists.
•Possibility of disunity of command.
•Requires managers effective in human relation
Span of Control means the number of subordinates that can be managed
efficiently and effectively by a superior in an organization. It suggests how the SPAN
OF
relations are designed between a superior and a subordinate in an organization. CONTROL
Factors Affecting Span of control:
a)Capacity of Superior:
Different ability and capacity of leadership, communication affect management of
subordinates. SPAN
OF
b)Capacity of Subordinates: CONTROL

Efficient and trained subordinates affects the degree of span of management.

c)Nature of Work:
Different types of work require different patterns of management.
d)Degree of Centralization or Decentralization:
Degree of centralization or decentralization affects the span of management by
affecting the degree of involvement of the superior in decision making.
Factors Affecting Span of control:
e)Degree of Planning:
Plans which can provide rules, procedures in doing the work higher would be the degree of span of
management.
f)Communication Techniques: SPAN
OF
Pattern of communication, its means, and media affect the time requirement in managing CONTROL

subordinates and consequently span of management.

g)Use of Staff Assistance:
Use of Staff assistance in reducing the work load of managers enables them to manage more
number of subordinates.
h)Supervision of others:
If subordinate receives supervision form several other personnel besides his direct supervisor. In
such a case, the work load of direct superior is reduced and he can supervise more number of
persons.
Span of control is of two types:
1.Narrow span of control: Narrow Span of control means a single manager or supervisor oversees
few subordinates. This gives rise to a tall organizational structure.

SPAN
OF
CONTROL
Advantages:
•Close supervision
•Close control of subordinates
•Fast communication
SPAN
OF
Disadvantages: CONTROL

•Too much control

•Many levels of management
•High costs
•Excessive distance between lowest level and highest level
2.Wide span of control: Wide span of control means a single manager or supervisor oversees a
large number of subordinates. This gives rise to a flat organizational structure.

SPAN
OF
CONTROL
Advantages:
•Close supervision
•Close control of subordinates
•Fast communication
Disadvantages: SPAN
OF
•Too much control CONTROL

•Many levels of management

•High costs
•Excessive distance between lowest level and highest level
 CENTRALIZATION AND DECENTRALIZATION

CENTRALIZATION
It is the process of transferring and assigning decision-making authority to higher levels of an
organizational hierarchy. The span of control of top managers is relatively broad, and there are
relatively many tiers in the organization.

Characteristics
•Philosophy / emphasis on: top-down control, leadership, vision, strategy.
•Decision-making: strong, authoritarian, visionary, charismatic.
•Organizational change: shaped by top, vision of leader.
•Execution: decisive, fast, coordinated. Able to respond quickly to major issues and changes.
•Uniformity. Low risk of dissent or conflicts between parts of the organization.
 CENTRALIZATION AND DECENTRALIZATION

CENTRALIZATION
Advantages of Centralization
•Provide Power and prestige for manager
•Promote uniformity of policies, practices and decisions
•Minimal extensive controlling procedures and practices
•Minimize duplication of function

Disadvantages of Centralization
•Neglected functions for mid. Level, and less motivated beside personnel.
Nursing supervisor functions as a link officer between nursing director and first-line management.
 CENTRALIZATION AND DECENTRALIZATION

DECENTRALIZATION:
It is the process of transferring and assigning decision-making authority to lower levels of an
organizational hierarchy. The span of control of top managers is relatively small, and there are
relatively few tiers in the organization, because there is more autonomy in the lower ranks.
 CENTRALIZATION AND DECENTRALIZATION

Three Forms of decentralization

•De-concentration. The weakest form of decentralization. Decision making authority is
redistributed to lower or regional levels of the same central organization.
•Delegation. A more extensive form of decentralization. Through delegation the responsibility for
decision-making are transferred to semi-autonomous organizations not wholly controlled by the
central organization, but ultimately accountable to it.
•Devolution. The authority for decision- making is transferred completely to autonomous
organizational units.
 CENTRALIZATION AND DECENTRALIZATION

Advantages of Decentralization
•Raise morale and promote interpersonal relationships
•Relieve from the daily administration
•Bring decision-making close to action
•Develop Second-line managers
•Promote employee‘s enthusiasm and coordination
•Facilitate actions by lower-level managers

Disadvantages of Decentralization
•Top-level administration may feel it would decrease their status
•Managers may not permit full and maximum utilization of highly qualified personnel
•Increased costs. It requires more managers and large staff
•It may lead to overlapping and duplication of effort
Centralization and Decentralization are two opposite ways to transfer
decision-making power and to change the organizational structure of
organizations accordingly.

THANK YOU
COMMUNICATION

Deca P. Hugo
“Communication is transfer of information
from the sender to the receiver with the
reference with the information being
understood by the receiver.”

Harold Koontz and Heinz Weihrich

“Communication is the sum of all things one
person does when he wants to create
understanding in the mind of another. It
involves a systematic and continuous process
of telling, listening, and understanding.”

Louis Allen
The Importance of
Communication
Effective communication is crucial for the success of individuals as well as organizations.
Communication is a complex two-way process, involving the encoding, translation and
decoding of messages.
Creating and delivering an effective message requires a basic understanding of the
communication process.
It is human nature to assume that when we communicate we are doing so effectively, and
that if anything goes wrong consequently the responsibility for that must rest with the
recipient.
Communication is a skill and like any skill it requires practice. It is improvement through
practice that differentiates a skill from other forms of knowledge.
The most important thing to remember is that the message that you intend to communicate
is likely to be misunderstood. Therefore, in addition to carefully preparing and presenting
your message, stay alert for any signs that your audience are mis-interpreting it. It is up to
you, the presenter, to continually check that your message has been received, understood,
correctly interpreted and filed in the receiver’s mind.
The Basic Forms of
Communication
Non-verbal communication
Verbal communication
Speaking and Writing

Listening
The Process of Communication
Sender
Message
main subject of the communication. It contains -
Encoding
Putting the targeted message into an
appropriate medium is called encoding
Channel
It refers to the mode the message flows or is
transmitted through
Message can be oral or written
Receiver
Decoding
Feedback
7 C’s in Communication
Barriers to
Communication
Psychological Barriers

There are many types of psychological and mental

problems that may affect our communication
Language Barriers
Language barrier is one of the main barriers that
limit effective communication
Physical Barriers
Physical barriers are the most obvious barriers to
effective communication
Emotional Barriers
Attitude Barriers
Technological Barriers
 Dealing with Communication Barriers

Though most communication barriers require situation specific

handling, a few basic methods for dealing with them are available.
These methods such as know your subject, focus on the purpose,
know your audience, and be organized.

 Summary
• Communication is the process of transmitting messages.
• Communication can be verbal, non-verbal or both. Non-verbal communication
involves the use of gestures and facial expressions to convey a message.
• Verbal communication involves the written and spoken forms.
• The process of communication comprises the sender, message, channel, receiver,
and feedback.
• There are many barriers to effective communication.
• These barriers can arise at the level of the sender, receiver, in the channel of
communication, the medium or at the stage of message comprehension.
• The barriers to effective communication can be overcome by a thorough
knowledge of the subject, by focusing on the purpose, by knowing or
understanding the audience (their background, experience, what are they here
for, etc) and by organizing the content of your briefing or mission.
Thank You
 MANAGEMENT
PROCESS AND
FUNCTIONS

DANNEL P. SUBONG
MANAGEMENT
• Art or Science of achieving goals through people
• “looking over”
• process of designing and maintaining an environment in
which individuals, working together in groups, efficiently
accomplish selected aims
MANAGEMENT PROCESS
• System of coordinating work activities, and actions so
that they are completed efficiently and effectively.
• Helps ensure that an organization’s goals are met.
MANAGEMENT FUNCTIONS

1. PLANNING
2. ORGANIZING
3. STAFFING
4. LEADING
5. CONTROLLING
1. PLANNING
• involves selecting missions and objectives and
the actions to achieve them
•plans range from overall purposes and
objectives to the most detailed actions to be
taken
Planning helps the organization:
• Reduce risk
• Improve efficiency
• Promote innovation
• Improve decision-making
• Improve collaboration
• Gain a competitive edge
• Adapt to change
2. ORGANIZING

• part of management that involves establishing

an intentional structure of roles for people to fill
in an organization
Organizing helps the organization:

• Establish structure
• Delegate authority
• Coordinate effort
• Use resources efficiently
• Improve communication
3. STAFFING
• involves filling, and keeping filled, the positions
in the organizational structure
• It's a crucial function that helps ensure an
organization's success and competitiveness
Staffing in Management involves:
• Recruitment
• Selection
• Training
• Development
• Promotion
• Compensation
• Performance Appraisal
• Transfer
4. LEADING
• influencing of people so that they will contribute
to organization and group goals
• Leading involves motivation, leadership styles
and approaches and communication
Effective leaders must:
• Set goals
• Provide direction
• Communicate
• Inspire
• Create a positive environment
5. CONTROLLING
• It measures performance against goals and
plans, shows where negative deviations exist,
and, by putting in motion actions to correct
deviations, helps ensure accomplishment of
plans.
• Ensures that an organization’s actions are in line
with its plans and to achieve its goals
Benefits of Controlling:
• Efficient resource use
• Order and discipline
• Employee motivation
• Improved efficiency and effectiveness
• Coordination
• Better use of time and energy
CONCLUSION:
• Management functions are essential in creating
a structured approach to achieving
organizational goals while adapting to changes
and challenges. Effective management requires
balancing these functions in a way that
m a x i m i z e s e f f i c i e n c y, p r o d u c t i v i t y, a n d
employee satisfaction.
THANK YOU!