ORG & MANAGEMENT employees’ job performance.

The varied
MODULE 1-2 work of management is extremely
difficult to master. Yet mastery of
Organization An organization, or management is vital to organization
organisation, is an entity – such as a success.
company, an institution, or an
association – comprising one or more Kreitner (2010) states that “
people and having a particular purpose . management is the process of working
A collection of people together to with and through other to achieve
achieve a common purpose. organizational objectives in a changing
environment.”
Management is a function that directs
and coordinates the efforts of the people Functions of Manager
to accomplish goals and objectives by The task of management involves the
using available resources efficiently and use of resources to achieve set goals.
effectively. Managers help accomplish this by
performing a number of managerial
Management is the process of functions.
coordinating and overseeing the work
performance of individuals working Planning. This is the process of setting
together in organizations, so that they the objectives to be accomplished by an
could efficiently and effectively organization during a future time period
accomplish their chosen aims or goals. and deciding on the methods.
It is also defined as the process of
designing and maintaining an Involves determining the organization’s
environment for efficiently accomplishing goals or performance objectives,
selected aims. defining strategic actions that must be
done to accomplish them, and
Ghillyer (2014) defined “ management developing coordination and integration
as the process of deciding the best way activities.
to use an organization’s resources to
produce goods or provide services.” An Organizing. This is the process of
organization’s resources include its identifying, subdividing, grouping,
employees, equipment, and money. assigning and coordinating activities and
Although the definition is simple, the job providing the necessary authority to
of management is quite complex. carry out the activities. Demands
Management must good decisions, assigning tasks, setting aside funds and
communicate well with people, make bringing harmonious relations among
work assignments, delegate, plan, train the individuals or work groups or teams
people, motivate people, and appraise in the organization.
Staffing. This is the process of roles are many. We are going to take
recruitment, selection, assignment, each of these roles one after the other
training towards the achievement of
organizational goals. Indicates filling in Figurehead Role. Managers head the
the different job position in the different positions created in the process
organization’s structure; the factors that of organizing: they head the
influence this function include size of the organization as the Managing Director
organization, types of jobs, number of or General manager.
individuals to be recruited, and some
internal and external pressures. Liason Role. Managers do not associate
only with their superiors subordinates
Directing. The process of but also with peers and people outside
communicating with and influencing the organization. There is horizontal
subordinate towards the achievement of communication in organization involving
organizational goals. communication with others of the same
level in the same organization
Controlling. The function of monitoring
performance and undertaking corrective Monitoring Role. The monitoring role is
actions to ensure the attainment of related to the liaison role of the
predetermined goals and objectives of manager. As a result, through his liaison
the organization. Involves evaluating contacts with his superiors, peers,
and, if necessary, correcting the outsiders, customers among others he
performance of the individuals or work collects vital information through
groups or teams to ensure that they are hearsay, gossips, grapevines among
all working toward the previously set other sources. But the monitoring is
goals and plans of the organization. specific to some issue pending in the
organization.
Leading. Entails influencing or
motivating subordinates to do their best Dissemination Role. Through the liaison
so that they would be able to help the role and monitoring role of the manager
organization’s endeavor to attain their he collects information. The manager
set goals. uses some of the information while
others are passed to the superior
Roles of the Manager managers, to peer managers and to the
subordinate as the case maybe
The manager performs many roles in
the process of managing. These roles Spokeman Role. Depending on the level
arise because of his position as a of the manager, he speaks and he
manager in an organization. And the should speak well. As the managing
director he speaks for the whole
organization; as a manager in a Negotiator Role. The manager spends
department he speaks on behalf of the much time in negotiation. This
department, and as the manager for a occurs in several ways with different
unit or section he is responsible for, he dimensions. The idea is to get the best
speaks for that unit. bargain as well as ensuring that what is
to be supplied meet the technical
Resource Allocation Role. This is specification of the organization.
another role that the manager has to
perform. He is to decide who gets what Managerial Skills
in the organization or in the department
or in the unit. Exercising this role For a manager to perform well and be
confers on the manager some form of seen to be performing creditably, he
power popularly called economic power needs some skills which must be
or to resource power. brought to bear in his functions. These
skills are Technical skills.
Entrepreneurial Role. To perform, the
manager on the monitoring and liaison. I Technical Skills is the knowledge of and
the performance of this role, the proficiency in activities involving
manager has to be constantly on the methods, procedure and processes.
lookout for ways to improve his
organization of the department of the
unit as the case may be. He has to Human Skills. These are the abilities on
adapt it to changing condition around how to work with people. They involve
and within. He searches for fresh ideas cooperating with one another as a team
which he brings to the organizations. by creating an environment where
people feels secured and free to
express their opinions.
Disturbance Handler Role. Managers
spend a lot of time in disturbance Conceptual Skills. This is the ability to
handling role, reacting to day to day see the big picture with the end in view
crises involving suppliers, strike, plant of where you are going . It also
inspection among other. Conflict to arise demands that you should be clear,
too between the workers. It is the capable of excitement.
responsibility of the manager to
reconcile these conflicting interests so Design skills. This is the ability to solve
that the members of the group or problems in ways that will benefit the
organization can work in harmony and in organization. This is done by working
the same direction. Crises, as much as our practical solutions to identified
possible, should be nipped in the bud. problems.
How to be a Successful Manager 6. The manager should be respected. It
is important for the manager to be
1. Keep abreast of developments- The respected especially for his decisions
manager in order to ensure that his and manner of carrying out of his job.
competitors do not take advantage of
him must keep abreast with the change Evolution of Management Theories
occurring everywhere. This he can do
through education, training and Evolution is usually defined as slow
retraining: kept abreast of the stages of growth and development,
development especially in his chosen starting from simple forms to more
field. complex forms

2. Seeking for higher responsibilities- A The industrial Revolution in light of

manager who contends on doing one business concern was to improve
things repeatedly and does not want employees productivity and efficiency
additional responsibility should go for triggered in the development of
counseling. It is not enough to wait for management theories. Beginning in the
responsibilities, the manager must late 19th century after the Industrial
meaningfully look for responsibilities. Revolution but saw more definitive form
in the 20th century. Industrial Revolution
3. The need to make sound and timely refers to the transition from hand
decisions. A manager makes a decision: production methods to the use of
that is his job and the art of making different machines, new chemicals
decision is a point of the manager’s job. manufacturing processes, iron
production processes, increasing use of
4. Avoid waiting time on the work that steam power and the development of
belongs to subordinates. A successful machine tools.
managers will not waste time in order to
see very detail that only bothers the 1910s-1940s: Management as Science
work of his subordinates that is why a Management as Science was developed
manger must select the appropriate in the early 20th century and focused on
candidate for delegation. increasing productivity and efficiency
through standardization, division of
5. Assess your own performance. It is labor, centralization and hierarchy. A
every time that the manager assesses very ‘top down’ management with strict
that work of his subordinates. control over people and processes
Periodically too he has carry out a dominated across industries.
realistic assessment of his own effort.
1950s-1960s: Functional Organizations
Due to growing and more complex
organizations, the 1950’s and 1960’s 1990’s, and by the middle of the decade,
saw the emergence of functional 60% of Fortune 500 companies claimed
organizations and the Human Resource to have plans for or have already
(HR) movement. Managers began to initiated such projects. TQM, remained
understand the human factor in popular and a more holistic,
production and productivity and tools organization-wide approach and
such as goal setting, performance strategy implementation took the stage
reviews and job descriptions were born with tools such as Strategy Maps and
Balance Score cards.
1970s: Strategic Planning
2000s: Big Data Largely driven by the
In the 1970’s we changed our focus consulting industry under the banner of
from measuring function to resource Big Data, organizations in the 2000’s
allocation and tools like Strategic started to focus on using technology for
Planning , Growth Share Matrix and growth and value creation.
(SWOT) Strengths, Weaknesses, (GUMAGAMIT NA TAYO NG
Opportunities and Threats were used to TECHNOLOGY)
formalize strategic planning processes.
After several decades of ‘best practice’ Scientific Management Theory
and ‘one size fits all’ solutions, Frederick W. Taylor (1856-1915) Father
academics began to developing of Scientific Management. Frederick
contingency theories. Winslow Taylor published his work, “The
Principles of Scientific Management” in
1980s: Competitive Advantage As the 1911, in it, Taylor described the
business environment grew increasingly application of the scientific method to
competitive and connected, and with a the management of workers, and how it
blooming management consultancy could improve productivity.
industry, Competitive Advantage
became a priority for organizations in TAYLOR’S 4 PRINCIPLES OF
the 1980’s. Tools like Total Quality SCIENTIFIC MANAGEMENT
Management (TQM), used to measure
processes and improve productivity. - WORK METHODS SHOULD BE
Employees were more involved by BASED ON SCIENTIFIC
collecting data, but decisions were still OBSERVATION- NOT RULES
made at the top, and goals were used to OF THUMB
manage people and maintain control. - Scientifically select , train, and
develop each worker
1990s: Process Optimization - Cooperate with workers to ensure
Benchmarking and business process that scientifically developed
reengineering became popular in the methods are being followed.
 - Managers analyze and plan work; coal-mining business. In the year 1916
workers actually perform the task. Fayol wrote a book entitled "Industrial
Advantages of Scientific Method and General Administration". In this
book, he gave the 14 Principles of
Scientific selection and training of Management. He applied administrative
employees leads to better workforce management theory principles to
which ensure increase in efficiency. government.

Harmonious relationship between the Principles of Management It was French

workers and the management management theorist, Henri Fayol
(1841-1925) who developed the
Opportunity for scientific training and fundamental notion of principles of
development to increase skills, management.
knowledge and competency.
In the year 1916 Fayol wrote a book
Application of Scientific methods and entitled "Industrial and General
techniques in better working conditions Administration". In this book, he gave
to reduce fatigue. the 14 Principles of Management. He
applied administrative management
Higher wages to the workers for higher theory principles to government
productivity.
Fayol’s 14 Principles of Management
General Administrative Theory are the following.
The General Administrative Theory
concentrates on the manager’s 1. Division of Work. Managers should
functions and what makes up good divide work among individuals and
management practice or groups. This ensures that effort and
implementation. Henri Fayol (1841- attention will be focused on special
1925) and Max Weber (1864-1920) are portions of the work. Output can
the personalities most commonly increase if employees are specialized.
associated with it. Fayol’s 19th century This is because they become
writing were concerned with managerial increasingly skilled and efficient in their
activities which be based on his actual fields
experience as a managing director in a
big coal mining company. 2. Authority and Responsibility Fayol
defined authority as “the right to give
Henri Fayol (1841-1925): Fayol was orders and the power to exact
born in France Father of Administrative obedience.” The managers should have
Management theory A French the power to give orders. But they
industrialist where he worked for a should also remember that with
authority comes responsibility. This
refers to the issue of commands 6. Subordinates of Individual Interests to
followed by responsibility for their the General Interest. The management
consequences. Authority means right of must put aside personal considerations
a superior to give enhanced order to his and put company objectives first.
subordinates; responsibility means Therefore the interests of goals of the
obligation for performance. This organization must prevail over the
principle suggests that there must be personal interest of individual. The
parity between authority and interests of any one employee should
responsibility . They are co-existent and never be given more importance than
go together. the interest of the group. Even the
manager’s interest comes after the
3. Discipline refers to obedience, proper group.
conduct in relation to others, respect of
authority. It is essential for the smooth 7. Remuneration. Workers must be paid
functioning all organizations. This will sufficiently as this is a chief motivation of
also help shape the culture inside the employees and therefore greatly
organization. Discipline is absolutely influences productivity. The quantum
necessary for enterprises to function and methods of remuneration payable
well should be fair, reasonable and
rewarding of effort. Remuneration is
4. Unity of Command. This principle paid to worker as per their capacity and
states that each subordinate should productivity. Fair remuneration should
receive orders and be accountable to be given to everyone. This ensures
one superior. If an employee receives employee satisfaction. Remuneration
orders from more than one superior, It is includes both financial and non-financial
likely to create confusion and conflict. compensation. There are many
Unity of Command also makes it easier variables which should be considered
to fix responsibility for mistakes before deciding a worker’s rate of pay.
Some of the variables are:
5. Unity of Direction. All those working in Cost of living
the same line of activity must Supply of qualified personnel
understand and pursue the same General business conditions
objectives. All related activities should Success of the business
be put under on group, there should be
one plan of action for them, and they 8. Centralization. Centralization refers to
should be under the control of one how involved employees are in the
manager. It seeks to ensure unity of decisionmaking process. Managers
action, focusing of effort and should aim for a suitable balance. Fayol
coordination of strength. defined this as “lowering the importance
of the subordinate role.” make and conduct plans. Management
Decentralization means to increase the should encourage worker initiative. New
importance. The degree of centralization or extra work activity undertaken
or decentralization a firm should adopt through self-direction is an example.
depends on the specific organization.
14. Spirit de Corps. Organizations
9. Scalar chain. Scalar Chain refers to should always attempt to promote team
the chain of superiors ranging from top spirit and unity. Management should
management to the lowest rank. The inspire harmony and general good
principle suggest that there should be a feelings among the workers.
clear line of authority from top to bottom Team spirit help develop an atmosphere
linking all managers at all levels. It is of mutual trust and understanding.
considered a chain of command. Team spirit helps to finish the task on
time.
10. Order. The workplace should be
clean and safe for all employees. Joseph Moses Juran (December 24,
Everything should be in its place. All the 1904 – February 28, 2008) was a
people related to a specific type of work Romanian-born American engineer and
should be treated as equally as management consultant. He was an
possible. This is good for efficiency and evangelist for quality and quality
coordination. management, having written several
books on those subjects.
11. Equity. Managers must always be
fair to staff. They are expected to Fitness of Quality According to Juran
maintain discipline when needed and Juran defines quality as fitness for use
act with kindness when it seems right. in terms of design, conformance,
availability, safety, and field use. Thus,
12. Stability of Tenure of Personnel his concept more closely incorporates
Managers must make an effort to reduce the viewpoint of customer. He is
employee turnover. They should give prepared to measure everything and
priority to Personnel planning. relies on systems and problem-solving
Recruitment and Selection Costs are techniques. Unlike Deming, he focuses
usually related to hiring new workers. on top-down management and technical
Increased product reject rates also cost methods rather than worker pride and
a lot. Retaining productive employees satisfaction.
should be a high priority of
management. Juran’s 10 steps to quality improvement
are:
13. Initiative Employees should have the 1. Build awareness of opportunity to
necessary level of freedom they need to improve.
2. Set-goals for improvement.
3. Organize to reach goals.
4. Provide training
5. Carryout projects to solve problems.
6. Report progress.
7. Give recognition.
8. Communicate results.
9. Keep score.
10.Maintain momentum by making
annual improvement part of the regular
systems and processes of the company