Organization Ang Management

11 -ABM/GAS
Organization
and
Management
TOPICS TO BE COVERED
Definitions and Functions

of Management
Evolutions of Management
Theories
DepEd Most Essential
Learning Competencies
EXPLAIN THE MEANING, FUNCTIONS, TYPES
AND THEORIES OF MANAGEMENT
LESSON 1
DEFINITION
AND
FUNCTIONS
OF
MANAGEMENT
What is Management?
Management is the process of

coordinating and overseeing the
work performance of individuals
working together in organizations, so
that they could efficiently and
effectively accomplish their chosen
aims or goals.
It is also defined as the process of
designing and maintaining an
environment for efficiently
accomplishing selected aims.
Functions of Management:
Planning
Organizing
Staffing
Leading
Controlling
Management Functions include
the following :
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.
ORGANIZING
Demands assigning tasks, setting aside funds,
and bringing harmonious relations among the
individuals and work groups or teams in the
organization.
STAFFING
Indicates filling in the different job positions in the
organization's stucture; the factors that influence
this function include: size of the organization,
types of jobs, number of individuals to be
recruited, and some internal and external
pressures.
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
goals.
CONTROLLING
Involves evaluating and, if necessary, correcting
the performance of the inviduals or work groups
or teams to ensure that they are all working
toward the previously set goals and plans of the
organization.
Coordination, Efficiency, and
Effectiveness: Intrinsic to the
Nature of Management
Management functions - planning, organizing,
staffing, leading, and controlling - will all go to waste
if coordination, efficiency, and effectiveness are not
practiced by an organization's appointed managers.
In other words, top- level managers, middle
managers, and team leaders or supervisors must all
be conscious of the said practices of successful
organizations as they perform their management
functions.
Definition
Coordination Efficiency Effectiveness
The harmonious, The character of being Being adapted to

integrated action of the efficient or being able to produce an effect, or
various parts and yield the maximum being able to do things
processes of an output from a minimum correctly .
organization amount input.
When applied to management
functions:
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 optimal use of scarce resources - human, financial,
physical and mechanical.- in order to bring about maximim
productivity.
EFFECTIVENESS
Doing things correctly when engaging in activities that will help
the organization attain its aims.
Fast Learning Review: Activity 1
1. In your own words, define management.

Compare your definition with the given definitions
in this lesson and point out the differences and
similarities.
2. Explain why coordination, efficiency, and
effectiveness are intrinsic to the nature of
management.
Fast Learning Review: Activity 1
3. Enumerate the five functions of management and

describe each.
4. What is productivity? Is high productivity possible

if efficiency is low? Explain your answer.
LESSON 2
Evolution of Management
Theories
Evolution is usually defined as slow stages of growth
and development, starting from simple forms to more
complex forms. This, too, could be applied to
management theories which have evolved from simple
improvement of work methods to more complex ones
which focus not only on work method improvement but
also on customer satisfaction and the conduct of people
at work.
Studying the evolution of management theories will help you
understand the beginning of present-day management practices;
why some are still popular and why others are no longer in use;
and why the expansion and development of these theories are
necessary in order to adapt to the changing times.
Management theories include the following:
Scientific Management Theory

General Administrative Theory
Total Quality Management (TQM)
Organizational Behavior (OB) Approach
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. Frederick W. Taylor (1856-1915) is
known as the Father of Scientific Management. While
working in a steel company in Pennsylvania in the
United States (US) as a mechanical engineer, he could
not help but notice the workers mistakes and
inefficiencies in doing their routine jobs, their lack of
enthusiasm, and the discrepancy between their
abilities and aptitudes and their job assignments; thus
resulting in low output. Because of these observations,
he tried to identify clear guidelines for the
improvement of their productivity.
Taylor's Scientific Management Principles (Robbins and Coulter
2009) 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 and then train, teach, and develop the worker.
3. Heartily cooperate with the workers so as to ensure that all work is

done in accordance with the principles of the science that has been
developed.
4. Divide work and responsibility almost equally between management

and workers.
GENERAL ADMINISTRATIVE THEORY
The General Administrative Theory concentrates on
the manager's functions and what makes up good
management practice or implementation. Henri Fayol
(1841-1925) and Max Weber (1864-1920) are the
personalities
DRIVE most commonly
DISCIPLINEassociated with it.
ADAPTABILITY
Fayol's 19th century writings were concerned with
managerial activities which he based on his actual
experience as a managing director in a big coal mining
company. He believed that 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.
GENERAL ADMINISTRATIVE THEORY
Weber, a German sociologist wrote in

the early 1900s that ideal organizations,
especially
DRIVE large ones, must have authority
DISCIPLINE
structures and coordination with others
based on what he referred to as
bureaucracy. Present-day organizations
still make use of Weber's structural
design.
Bureaucracy According
Henri Fayol's Management Principles
to Max Weber
1. Work division or specialization
2. Authority
3. Discipline According to Weber, bureaucracy is
4. Unity of command
an organizational form distinguished
5. Unity of direction
6. Subordination of individual interest to general by the following components:
interest division of labor
7. Remuneration/pay hierarchical identification of job
8. Centralization positions
9. Scalar chain of authority
detailed rules and regulations
10. Maintenance of order
11. Equity/fairness impersonal connections with one
12. Stability/security of tenure of workers another
13. Employee Initiative
14. Promotion of team spirit or esprit de corps
TOTAL QUALITY MANAGEMENT (TQM)
Total Quality Management is a management philosophy
that focuses on the satisfaction of customers, their needs,
and 'expectations. Quality experts W. Edwards Deming
(1900-1993) and Joseph M. Juran (1904-2008) introduced
this customer-oriented idea in the 1950s; however, the
concept had few supporters. The Americans did not
immediately take to the idea since the US was enjoying
supremacy in the global market at the time. Japanese
manufacturers, on the other hand, took notice of it and
enthusiastically experimented on its application. When
Japanese firms began to be recognized for their quality
products, Western managers were forced to give a more
serious consideration of Deming's and Juran's modern
management philosophy that eventually became the
foundation of today's quality management
practices.
Deming's 14 Points for Top Management
1. Create constancy of purpose for 8. Drive out fear.

improvement of products 9. Break down barriers between
2. Adopt the new TQM philosophy staff areas.
3. Cease dependence on mass inspection 10. Eliminate slogans, focus on
by doing things right and doing it right correction of defects in the system.
the first time. 11. Eliminate numerical quota for the
4. End the practice of awarding business work force.
12.Remove barriers that rob people
on the basis of price tag alone.
of "pride of workmanship."
5. Constantly improve the system of
13. encourage education and self-
production and services.
improvement for everyone.
6. Institute training.
14. Take action to accomplish the
7. Adopt and institute leadership.
transformation
Fitness of Quality According to Juran's Quality
Juran Planning Roadmap
1. Identify your customers.
1. Quality of Design - through market
2. Determine their needs.
research, product, and concept 3. Translate them into one language.
2. Quality of Conformance - through 4. Develop a product that can responds
management, manpower, and to needs.
technology 5. Develop processes which are able to
3. Availability- through reliability, produce those product features.
maintainability, and logistic support. 6. Prove that the process can produce
4. Full Service- through promptness, the product.
competence, and integrity 7. Transfer the resulting plans to the

operating forces.
ORGANIZATIONAL BEHAVIOR (OB) APPROACH
The Organizational Behavior (OB) approach 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 organizational management. Likewise,
in the early 1900s, Munsterberg proposed the
administering of psychological tests for the
selection of would-be employees in companies.
Barnard, in the 1930s, suggested that cooperation is
required in organizations since it is, mainly, a social
system.
Assignment
1. Who is considered as the Father of Scientific Management? Briefly
enumerate his contributions to scientific management.
2. What is the main concern of Henri Fayol's Management Theory? How does
his management theory difer from that of Max Weber?
3. What do the acronyms TQM and OB stand for? Discuss these management
theories and give your comments regarding their usefulness to present-day
management practices.
4. In your opinion, who among the management theorists discussed had the
best contribution to management practices Explain your answer.

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11 -ABM/GAS

Definitions and Functions

Management is the process of

Coordination Efficiency Effectiveness

The harmonious, The character of being Being adapted to

1. In your own words, define management.

3. Enumerate the five functions of management and

4. What is productivity? Is high productivity possible

Scientific Management Theory

1. Develop a science for each element of an individual's work to replace

3. Heartily cooperate with the workers so as to ensure that all work is

4. Divide work and responsibility almost equally between management

Weber, a German sociologist wrote in

1. Create constancy of purpose for 8. Drive out fear.

competence, and integrity 7. Transfer the resulting plans to the

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