A. Definition of Management: Harold Koontz Frederick W. Taylor Henry Fayol
A. Definition of Management: Harold Koontz Frederick W. Taylor Henry Fayol
A. Definition of Management: Harold Koontz Frederick W. Taylor Henry Fayol
A. DEFINITION OF MANAGEMENT
HAROLD KOONTZ
Management is an art of getting things done through and with people in formally organized group.
FREDERICK W. TAYLOR
• An art of knowing what to do, when to do and to see that it is done in the best and the cheapest way
HENRY FAYOL
• To manage is to forecast and plan, to organized, to command and control.
B. MANAGEMENT FUNCTIONS
1. PLANNING
Is deciding in advance, what to do, whent to do and how to do it. It is the determination of courses of action
to achieve desired goals.
2. ORGANIZING
It is the process of bringing together physical, financial and human resources and develoing productive
relationships amongst them for achievement of organizational goals.
To organize a business is to provide it with everything useful or its functioning ex. Raw materials, tools,,
capital and personnel.
3. STAFFING
It is the function of manning the organization structure and keeping it manned.
The main purpose of staffing is to put the right man on the right job.
It is the managerial function of staffing involves manning the organization structure through proper and
effective selection, appraisal and development of personnel to fill the roles designed in the structure.
4. DIRECTING
It is the managerial function which actuates the organizational methods to work efficiently for achievement
of organizational purposes.
5. CONTROLLING
It is measurement and correction of performance activities of subordinates in order to make sure that the
enterprise objectives and plans desired to obtain them as being accomplished.
3. What is a manager
A manager achieves objectives through efficient and effective use of resources.
• Efficient – doing things right
• Effective – doing the right thing
Functions of managers
1. Planning
2. Organizing
3. Leading
4. Controlling
Planning
1. Setting objectives
2. Determining how they’ll be met
Organizing
1. Delegating and coordinating tasks
2. Allocating resources
Leading
1. Influencing employees to achieve objectives
Controlling
1. Establishing mechanisms to make sure objectives are met.
2. Implementing mechanisms to make sure objectives are met
Roles
1. Interpersonal 2. Informational 3. Decisional
The “figurehead” The monitor The entrepreneur
The leader The disseminator The disturbance handler
The liaison The spokesperson The resource allocator
The negotiator
SKILLS
1. TECHNICAL SKILLS
This is the knowledge of and proficiency in activities involving methods, procedures, and processes techniques to
achieve the desired results.
a. “Business skills”
b. Using methods and techniques to perform a task.
c. Keeping up with the latest technology in your job.
2. Human(Interpersonal )
This is the ability to work with people;
• it is cooperative effort.
• It is the creation of work environment in which people feel secure and free to express their opinions.
a. “People skills”
b. Your relationship with all individuals and groups
c. Understanding
d. Communicating
e. Motivating
f. Resolving conflict
g. Working as a team member
h. Ethics
i. “It’s not what you know, it’s who you know.”
3. Design (Decision-making)
a. Select alternatives to solve problems
b. Take advantage of opportunities
c. Be able to conceptualize, diagnose and analyze
d. Use math skills
e. Manage time
4. Conceptual
This is the ability to see the over-all picture, to identify important elements in a situation and to
understand the relationships among the elements.
1. Top managers
CEO, president, or vice president
Manage the entire organization or major parts
Develop the purpose, the goals, strategies, long-term plans
Report to board of directors or other executives
Supervise middle managers
Develops and reviews long-range plans and strategies
Evaluates overall performance of various departments and ensures cooperation.
Consults subordinates, manages on subjects or problems of general scope.
2. Middle Managers
Sales manager, branch manager, or department head
Implement top manager’s strategies by developing short-term plans
Report to executives
Supervise first-line managers
Makes plans of intermediate range and prepare long-range plans for review by top management.
Analyzes managerial performance to determine capability and readiness for promotion.
Theories of management
A. Classical approach
• It emphasized rationality and making organizations and workers as efficient as possible.
1. Scientific Management Theory
• Started the era of modern management during the late 19th and early 20th centuries.
a. Developed by Frederick W. Taylor-Father of Scientific Management
He advocated the systematic training of workers in “the one best” practice rather than allowing them
personal discretion in their tasks.
He believed that the workload would be evenly shared between the workers and management with
performing the science and instruction and the workers performing the labor, each group doing “the work
for which it was best suited”
His strongest positive legacywas the concept of breaking a complex task down into a number of
subtasks, and optimizing the performance of the subtasks.
It espoused careful specification and measurement of all organizational tasks.
Tasks were standardized as much as possible.
Workers were rewarded and punished.
This approach appeared to work well for organizations with assembly lines and other mechanistic,
routinized activities.
Taylor developed the guidelines for improving production efficiency.
To find the one best way to do those jobs.
How Today’s Managers use scientific management
• When managers analyze the basic work tasks that must be performed
• Use time-and-motion study to eliminate wasted motions
• Hire the best qualified workers for a job
• Design incentive systems based on output