Saint Joseph College

Senior High School Department

Tunga- Tunga, Maasin City,
Southern Leyte 6600
Philippines

Organizational and Management

First Semester SY: 2020- 2021

Social Science Area

Submitted by: CAROLINA L. BULING, MBA

Submitted to: Ms. JHOANNE L. COSTILLAS, MAEd

Senior High School Principal
Subject Title: Organizational and Management
Course Description
This course is design to familiarize the student with the basic concepts, principles,
and process related to business organization, and the functions areas of management.
Particular emphasis will be given to the study of management functions like planning,
organizing, leading, controlling and orient the students on the importance of these and the
role of each in entrepreneurship.

Course Content:
Unit 1
Nature and Concept of Management
1-1 Definition and functions of management
1-2 Evolution of management theories
1-3 Functions, roles, and skills of a manager

Module 1 CONTENT
Module Title: OGANIZATIONAL AND MANGEMENT
No. of Hours: 80 hours / semester

This unit covers the knowledge, skills and attitudes required in understanding the
nature of basic concepts and theories of management functions.

LEARNING OUTCOMES:
Upon completion of this module, you MUST be able to:
1. Apply management theories and concepts in solving business cases.
2. Discuss the importance of various types of management theories.
3. Explain the meaning and functions of management.
4. Identify the functions, roles, and skills, of a manager.
 UNIT 1
Nature Concept of Management

Lesson 1.
1-1 Definition and functions of management
1-2 Evolution of management theories
1-3 Functions, roles, and skills of a manager
Learning Objectives:
At the end of this module to learner shall be able to….
1. Apply the management theories and concept in solving cases
2. Describe the function of management theories
3. Understand the critical role of a manager and his/her duties and responsibilities.
1-1Defination and functions of management /Evolution of management theories
Management is a function that direct and coordinates the efforts of the people to
accomplish goals and objectives by using available resources efficiently and effective.

It Is also a process of accomplishing the organization’s goals by working with and through
people. Its task includes planning, organizing, stuffing, leading or directing and controlling.
The industrial Revolution in light of business concern was to improved employees’
productivity and efficiency triggered in the developing of management theories.

Beginning in the late 19th century after the industrial Revolution but saw more definitive from
in the 20th century. Industrial Revolution refers to the transition from hand production
methods to the use of different, new chemical manufacturing processes, iron production
processes, increasing use steam power and the development. of machine tools.

Despite the aforementioned differences, all managers deal certain features some of the
recent definitions of management as given by the authorities in this field.
Terry and Rue define management as “A process of from of work that involved the guidance
and direction of a group of people towards organizational goals or objectives.

Stoner states that “Management is a process of planning, organizing, leading and controlling
the effort of organization members and of using all other organizational resources to achieve
stated organizational goals or objectives.

By: KoontZ, O’Donnell and Weihrich point out that “management is the establishment of an
environment for group effort in such as way individuals will contribute to a group objective
with the least amount of such inputs as money, time, effort, discomforts and materials.

Johnson and Stinson say that” Management is the process of working with and though
other people to accomplish organizational goals.

From the above definition of management, certain features emerge:

1. Management is a process (a systematic way of doing things
2. It utilizes resources efficiently.
3. It gets things done through and with others.
4. It achieves a stated goal.
Discussion: Considering all these variables, we can therefore define management as the
process by which a Managers of an Organizational efficiently utilizes resources to achieve
over all goals at minimum cost and maximum profit… Management refers to the group of
people who are responsible and accountable for directing the workforce and seeing to it that
organization meet its goal or objectives.
Management Functions and Process (An Overview)
 1. Planning -The process of setting the objective to be accomplish by an organization
during a future time period and deciding on the methods of reaching them.
2. Organizing – the process of grouping and assigning activities and providing the
necessary authority to carry out the activities.
3. Staffing – the process of filling positions in the organizational structure with the most
qualified people available.
4. Motivating – the process of getting people to contribute their maximum effort toward
the attainment of organizational objectives.
5. Controlling – the process of ensuring the achievement of an organization’s
objectives.
1910 -1940s: Management as Science and arts was developed in the early 20th century
And focused on increasing productivity and efficiency through standardization, division of
labor, centralization, and Hierarchy ways. A very top down: management with strict control
over people and process dominated across industries.

Management is science. Knowledge about it has been organized and systematized

through the application of the scientific method. causal relationships between management
variables have been ascertained and underlying principles have been discovering. As a
Science, however, it is not as exact as the physical science likes physics
And chemistry, for management deals with the complex phenomena about which little
Is known-the structure and behavior of groups pf people.

Management is an art because manager use judgment based on common sense and
experience rather than merely following a prescribed set of management rules.
Management is an art because the skills and experiential character of the manager will
always be major factors in their performance of their organization.
Because managers use judgmental based on common sense and experience rather than
merely a prescribe set of management rules.

Principles of Management the Functions, rules, and skills, critical rule of a manager and
his/her duties and responsibilities.
It was a French management theorist, Henry Fayol’s (1841-1925) who developed
the fundamentals notion of principles of management. Fayol’s 14 Principles of Management.
1. Division of work -this principle, the whole work is divided into small task.
The specialization of the workforce according to the skills of a persons, creating specific
personal and professional development within the labor forces, and therefore increasing
productivity, lead’s to specialization which increases the efficiency of labor. This principle is
applicable to both technical as well as management work.
2. Authority and responsibility- This refers to the issues of commands follow by
responsibility for their consequences. Authority means the right of a give enhanced order to
his subordinated; responsibility means obligation for performance. This principle suggests
that there must be parity between authority and responsibility.
3. Discipline -refers to obedience, proper conduct in relation to others, respect
of authority, etc. It is essential for the smooth functioning of all organizations.
4. Unity of command – This principle states that each subordinate should receive
orders and be accountable to one superior. if an employee receives orders
from more than one superior, it is like to create confusion and conflict. Also makes it easier
to fix responsibility for mistakes.
5. Unity of Direction – all those working in the same line of activity must understand
and pursue the same objectives. All related activities should be put under one group, there
should be one plan of action for them, and they should be under the control of one manager.
6. Subordination of individuals interest- The management must put aside
personal considerations and put company objectives first. Therefore, the interest of goal of
the organization must prevail over the personal interest of individuals.
 7. Remuneration – Worker must be paid sufficiently as this a chief motivation of
employees and therefore greatly influence productivity. The quantum and methods of
remuneration payable should be fair, reasonable, and rewarding of effort. Remuneration is
paid worker as per their capacity and productivity. For this purpose, the organization has
paid wages, salaries, and benefits to theirs staff properly and scientifically so that
organizational efficiently can be ensured.
8. The Degree of centralization – implies the concentration of decision -making
authority at the top management. Sharing of authority with lower levels is called
decentralization. The organization should strive to achieved a proper balance.
9. Scalar Chain -Refers to the chain of superiors ranging from top management to
the lowest rank. The principle suggests that there should be a clear line of authority from top
bottom linking all managers at all levels. “in which a subordinate may contact a superior in
case of an emergency.
10. Order – Social order ensure the fluid operation of a company of though
authoritative procedure. Material order ensures safety and efficiency in the workplace.
11. Equity- Employee must be treated kindly, and just must be enacted to ensure
a just workplace. Managers should be fair and important when dealing with employees,
giving equal attention toward all employees.
12. Stability of Tenure of Personnel- The period of service should not be too
short and employees should not be moved from position frequently. An employee cannot
render useful service if he/she is removed before he/ she become accustomed to the work
assign to him /her.
13. Initiative- using the initiative of employees can add strength and new ideas to
an organization. Initiative on the part of employees is a source of strength for an organization
because it provides new and better ideas.
14. Esprit de Corps – This refers to the need of managers to ensure and develop.
morale in the workplace; individually and communally. Team spirit helps developed
atmosphere of mutual trust and understanding. Team spirits helps to finish the task on time.
The Roles Fayol also divided the management function into five key roles:
1. To organize
2. To plan and forecast
3. To command
4. To control
5. To coordinate
Bateman and Snell 2008 deal the functions and rolls of managers as follows.
1. Planning, or delivering strategic value
2. Organizing, or building a dynamic organization;
3. Leading, or mobilizing people, and
4. Controlling, or leading and changing
Deep and Sussman 2000 suggest solution for management challenge in their book ACT
acronym: Analyze your situation, choose your best strategy, Track your choice

Selected planning tools for managers and commanding officers, also listed in the CDS toolkit
for Philippe Cities are:
1. Simple Frequency Count, which allows prioritization of problem that need to be
addressed. The simple frequency count may be likened to on election tally, where
the candidates with the Hight votes gets chosen by the voting public.
2. Flowchart the symbols represent relationship sequence between and among
different task.
3. Gantt chart useful for scheduling and planning project. The chart may be
considered a visual tool for the action plan. GANTT chart, with emphasis on the
“What and When”.
4. Activity Network Diagram (AND) is a planning tool used to diagram activities in
sequence from start to finish.
 5. Plan -DO-Check-Act (PDCA)cycle is a problem-solving model. Also called as the
improvement storyboard Model. The PDCA cycle is as follows:
Plan
 Select the problem that will be addressed, and describe the opportunity;
 Describe the current situation surrounding the opportunity;
 Describe all the probable cause of the problem and agree on the root
causes;
 Develop an effective workable solution;
 Do or implement the solution;
 Check or review the result of the change.

The PDC Improvement Storyboard Model (Diagram)

Structures of managers and senior executive in their organizing function are:

1. Customers Relation Management (CRM) -to focus on interactive relationship with
customers
2. Total Quality Management (TQM) -an integrative approach to management that
support the realization of customers satisfactions.
3. Just in Time (JIT)- The process exactly at the time needed.
4. Planning, organizing, leading, and controlling (POLC)
The Qualitative of a GEM
 The word “GEM “commonly refers to a mineral or organic substance, cut and
polished and used as an ornament, as seals (items of assurance) and as talismans
(good-luck charms.) These qualities sought in GEMS are beauty rarity, and durability.
 Gems are generally part of the earths beautiful and valuable composition that come
even in the lightest and smallest forms. Classified as minerals, gem stones are also
regarded as the fundamental building block of the earth. (Arem,Joel)
 Gems of Management, by analogy, stand for the four important management cycles:
Goal, Execution, Management, and Sustenance. It also serves to describe the
management practice itself. The GEMS in this book, just like the precious stone of
the earth, are the fundamental block that contribute to the success of an enterprise.
 Goals, Execution, Measurement, and Sustenance are the four pillars that propel
organization to survive, grow, and reach greater heights. They are tools that leaders
use to galvanize a work force into action. They are solid anchor that ensure the
organizations staying power when crisis looms.
The Management Process
Management is a process, a non-stop process of ensuring continuity and growth within an
organization. It involves Goal-Setting, Executing the plan, measuring results, and sustaining
operations- the fourth GEMS of Management.
Literally, gems are precious stones. Likewise, the GEMS of Management emphasize the
most valuable aspects of the management process- aspect that serve as the gold mine of
management excellence.
In the diagram (Diagram 1) the 4 GEMS stand for each phase of the management process-
Goal-setting, Executing the plan, measuring result, and sustaining operations with sub
function each. These GEMS assure the framework of a wheel, signifying that the entire
management process is a continuous cycle.

Goal
setting

The
Sustaining
Growth Gems Executing
the Plan

Cycle

Measuring
Results

Stage 1. Goal -Setting

The Mangers cycle begins with Goal -Setting, or establishing objective for a company or
organization, Objective and goals are derived from a sound review and understanding of the
purpose, vision and mission of the organization.
To fulfil this function, managers must engage in the flowing activities:
1. ) Synthesizing Information
In this primary stage, the managers engage in Data Gathering. if his /her
company plans to embark on project, he/she gathers information to find out if it will,
indeed, be feasible and beneficial to the company.
If one intends to put a business, data gathering is useful for identifying
crucial business requirement, as well as market needs trends.
by: Analyzing the data, he/she examines the entire scenario carefully.
The nature of business, kind of product or service it will offer, its marketing demand,
completion, etc.
 2.) Formulating Alternatives
Through effective data gathering and synthesis, the managers arrives at
a decision on whether or not to pursue the business. He also comes up with
alternative, or over a Plan B and Plan C, in case Plan A does not work well.
3.) Deciding on Courses of Action
Though effective set of simple criteria, comprising such question as:
Can help do the job? Can he do it every day? Does like the job?

4.) Establishing Goals This refence to input decision in more concrete terms. To set
goals or operating objective. This means setting daily target revenue
from sales, with a certain level of budget for expenses, in order estimate net profit
at the end of the day.

Stage 2: Executing the plan

The next phase involves directing the attainment of project or
business goals, to do this, the manager or business owner engage in
three sub-stages:
5.) Organizing – involves putting together the resources of people, time, money, and
material required to implement the business plan. This include identifying and purchasing
physical requirement.
6.) Communicating – would include the workforce about the business plan, goals,
policies, and system.
7.) Guiding- is done by teaching the workforce to properly relate to customers
especially the difficult ones. Guiding may even go as far as teaching his son or a trusted
member of the family every aspect of the business, so that somebody can fully takeover the
store in the future.

Stage 3: Measure Results

This requires the managers to evaluate how the project or business is progressing toward its
goals. Proper evaluation allows the managers to direct deviations from the plan in time to
take corrective action. This done by comparing actual activities with the planned activities.

Goal -seating and exciting plan

 Inventory
 Purchasing
 Maintenance
 Personnel
 Five M’s of management
The measure success of business through qualitative and quantitative instruments
A. The Quantitative aspect in this case refers to the increase or decrease of sales.
How fast product are moving out.
B. The Qualitative aspect, on the other hand, basically refers to
C. customers satisfaction, Customers complain and feedback through survey forms will
help the managers find out which specific part of the service needs. Improvement -
customers assistance, cashiering, or security.
Stages 4: Sustaining Growth
The management cycle does not end with measures result, for there is a
fourth stage that actually determines the success of a business.
GEMS Framework, referred to as Sustain Operations which includes two important
management function – Developing People and Encouraging change. Only if you are able
to ensure the continuity and growth of your company can you say that you are truly success.
Stage 4. Sustaining Growth
 8.) Promoting Change – is synonymous with improvement. Therefore, in order to
keep improving, you must welcome change in your company. A good manager promotes
creativity and innovation

9.) Developing People- Developing people involves:

 Delegation of important task
 Empowerment
 Continuous guidance;
 Reward. These four tasks are important for you to find out who deserves a
promotion.

Roles and Responsibilities of a Managers -A managers in a workplace is responsible for
a lot of duties -most of them supervisor in nature. Specifically,
the responsibilities of an managers include the following:

1.Staffing – In small business, this includes writing job description, putting ads open
position, reviewing resume and interviewing prospective position, hiring, and firing.
Depending the size of the company, manager may also responsible for the payroll function
including tallying work hours. Calculating pay, processing check, and tracking vacation days
and other time off.

2.Communication -the most important responsibilities of a manager to keep the work place
running efficiently. Employees need to know the mission and goals of the business and what
is expected of them to achieve those result. A manager should also able to resolve confect,
motivate employees, interact with the public on behalf of the company, and preserve
customers relations.

3.Training – He/She schedules orientation of new employees and subsequent training to

perform better in their job. He/She evaluate their progress on a regular basis to determine
whether or not additional is required. Identify candidates for promotion. Or advance position
in the company and should create career goal and plans to attain them.
4.Administrative Investigation and Discipline-Manager job investigate any employee who
violates company rules and discipline theme when proven guilty. May also terminated an
employee, after due process.

5. Employees Relations- The maintenance of good employee -employer

relations are a very important duty of a mangers. Poor relations affect morel
of the employees, productivities, efficiency, and triggers hostility toward management. It
is therefore, bad for the business. Happy employees are
proven to be motivated and more productive in workplace.
6. Business Growth and Sustainability – To complete the GEMS cycle,
it is managers primary responsibility to ensure the success of the company.
He /She actions should all be geared toward business growth and sustainability. Managers
are hired to run daily operations, coach employees, maintain quality standards, and ensure
that its products or services are fulfilling customer’s needs.

End Module One!

Thank you.
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