ORGANIZATION

AND
MANAGEMENT
Meaning, Function,
and Theories of
Management
•The human hand is the most
symbolized part of the human
body. It is often used to depict
skill, action, and purpose.

•Through our hands we may

learn, create and accomplish.
 Identify whether the statement tells the truth
about the meaning and functions of management by
saying the word TRUE; otherwise, say the word FALSE.

• 1. Management is broken down into five major functions.

• 2. Planning involves assigning tasks that would ensure harmonious
working relationships among members of the organization.
• 3. The organization may hire as many individuals as possible to
ensure that organizational goals are achieved.
• 4. Monitoring and evaluation will ensure that the individuals or
work groups continue to work towards the achievement of set
goals and targets of the organization.
• 5. Organizing involves giving rewards for good accomplishments
and giving sanctions to non-performing employees.
• 6. Leading takes form in influencing or motivating
subordinates to perform at their best which will
enable them to help the organization attain its set
goals.
• 7. Managers should see to it that activities are well
coordinated to ensure the achievement of
organizational goals.
• 8. Effectiveness is being able to produce maximum
output with minimum input.
• 9. Being effective also means being able to produce
the desired end.
• 10. Effectiveness is doing the right things and
efficiency is doing things right.
Match the terms listed under column B with the
Management Function found
under column A. Use a separate sheet of paper
for your answers. Write the letter which
corresponds to your answer.
A. Management Functions B. Related Terms

1. Planning a. Assigning of task

2. Organizing b. Monitoring and evaluation

3. Staffing c. Hiring of workers

4. Leading d. Goal-setting

5. Controlling e. Motivating employees

 Management
• According to Cabrera, et.al, management
is the process of coordinating and
overseeing the work performance of
individuals working together in
organizations so that they could
efficiently accomplish their chosen aims
or goals.
Management
•Mother of Modern
Management, Mary Parker
Follett, management is the art
of getting things done through
other people.
 Management
•Frederick W. Taylor, on the other
hand, defined it as the art of being
able to know what needs to be
done and that making sure that it
will be achieved in the most
economical way.
Management
•Harold Koontz, an American
organizational theorist, viewed
it as an art wherein things get
done by people in formally
organized groups.
• The manager has to successfully
coordinate and oversee the work
performance of individuals and
groups he is in charge with. In doing
so, effectiveness and efficiency are
expected from every individual in
the organization as these will
assure the economical use of
resources such as money, time,
manpower, and materials.
• Effectiveness is being able to yield or generate
the desired result or intended purpose.

• Efficiencyis being able to produce maximum

output with the use of minimum input or doing
things in the best manner without wasting
resources.

• AsPeter Drucker would state, “Efficiency is

doing things right; effectiveness is doing
the right things.”
•A manager has to perform five
major managerial duties otherwise
known as management functions. It
includes the following:
 PLANNING
• setting the organization’s goals or
performance objectives. Strategic
actions necessary in accomplishing the
goals are being defined at this stage
while making sure that these are well
coordinated and integration of activities
are in place.
ORGANIZING
• Inorder for the set goals to be put into
action, necessary tasks must be
identified. It is in this stage that funds
are made sure to be available. Since
there will be several individuals and
teams who will work alongside each
other, harmonious relations must be
promoted in the organization.
STAFFING
- Different job positions are identified
with consideration to the size of the
organization. The type of jobs that will be
undertaken and the number of
employees that needs to be hired to do
the job must coincide. A manager has to
make sure that he/she hires the right
person for the right job.
 LEADING
• The organization exists for the
attainment of its goals. With this in mind,
employees must be well-motivated and
influenced to give their best as guided by
the organization’s endeavour to achieve
its set objectives. Incentives should be in
place to encourage employee
performance.
CONTROLLING
-It is necessary to evaluate whether the
organization’s performance is on track
and whether its members are
continuously working towards the
achievement of the set goals of the
organization. Corrections and adjustment
are done to ensure that the plans of the
organization will be well implemented.
 Evolution of Management
Theories
Evolution is defined as slow stages of growth
and development, starting from simple forms
to more complex forms.

Studying the evolution of management

theories will help you understand the
beginnings of present-day management
practices.
Scientific Management Theory

Use step by step, scientific method for finding the single

best way for doing the job.

Frederick W. Taylor (1856-1915), Father of Scientific

Management.
- he noticed the workers’ mistakes and inefficiencies
in doing their job routine, lack of enthusiasm, and the
discrepancy between their abilities and aptitudes in
doing their job assignment; thus resulting to low output.
 Taylor’s Scientific Management
(Robbins and Coulter 2009):
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 the work is done in accordance with the
principles of the science that has been developed.
4.Divide work and responsibility almost equally
 General Administrative Theory

- Concentrates on the manager’s functions

and what makes up good management
practices or implementation.

- HenriFayol (1841-1925) and Max Weber

(1864-1920)
 General Administrative Theory
- Henri Fayol believes that management is an
activity that all organization must practice and
viewed as it as separate from all other
organizational activities.

- Weber, German Sociologist, wrote in the

1900s that ideal organizations, especially
large ones, must have authority structures
and coordination with others based on what
 Total Quality Management (TQM)
- Focuses on the satisfaction of the customers,
their needs, and expectations.

- Qualityexperts W. Edwads Deming(1900-

1993) and Joseph M. Juran (1904-2008)
introduced the consumer oriented idea in the
1950’s.
 Organizational Behavior (OB)
Approach
- Study of conduct, demeanor, or action of
people at work.

- Follet,1900s, introduced the idea that

individual or group behavior must be
considered in organizational management.
 Organizational Behavior (OB)
Approach
- In the early 1900s, Munsterberg proposed
the administering of psychological test in the
selection of would-be employees in the
companies.

- 1930s, Barnard, suggested that cooperation

is required in organizations since it is mainly,
a social system.
 Functions, Roles and Skills of a
Manager
• Manager
•- individuals who are engaged in management
activities.
• Supervise,sustain, uphold, and assume responsibility
for the work of others in his/her work group, team,
department, or the organization, in general.
Managerial Roles and Functions
Managerial Roles and Functions
• Top-level Management
• - general or strategic managers who focus on long-term
organizational concerns and emphasize the
organization’s stability, development, progress, and
overall efficiency and effectiveness.
• Chief executive officer, chief operating officer,
president, and vice president.
Managerial Roles and Functions
• Middle-level Management
• - tactical managers in charge of the organization’s middle
levels or departments. They formulate specific objectives
and activities based on the strategic or general goals and
objectives developed by the top-level managers. They act
as go-betweens between higher and lower levels of
organizations.
• Ideal middle-level manager one must be creative so that
they could provide sound ideas regarding operational
skills as well as problem-solving skills that will help to
keep the organization afloat.
 Managerial Roles and Functions
• Frontline or Lower-level Management
• Also known as operational managers and are responsible
for supervising the organization’s day-to-day activities; they
are the bridges between the management and non-
management employees.
• Nowadays, their role has been expanded in some large
companies, as they are now encouraged to be more creative
and intuitive in the exercise of their function so that they
can contribute to the company’s progress and development
of new projects.
 Managerial Roles
• Henry Mintzberg, a professor at McGill University,
conducted research on what real managers do.
 Managerial Skills
• Conceptual skills – enable managers to think of
possible solutions to complex problems. Ability to
visualize abstract situations, they have holistic view of
the organization and its relation to the wider external
environment.
• Human skills – enable managers in all levels to relate well
with people. Communicating, leading, inspiring, and
motivating them become easy with the help of human skills.
 Managerial Skills

• Technical Skills- important for managers to perform their

task with proficiency with the use of their expertise. Lower-
level managers find these skills very important because they
are the ones who manage the nonmanagement workers who
employ varied techniques and tools to be able to yield good
quality products and services for the company
 Identify whether the statement tells the truth
about the meaning and functions of management by
saying the word TRUE; otherwise, say the word FALSE.

• 1. Management is broken down into five major functions.

• 2. Planning involves assigning tasks that would ensure harmonious
working relationships among members of the organization.
• 3. The organization may hire as many individuals as possible to
ensure that organizational goals are achieved.
• 4. Communicating, leading, inspiring, and motivating them become
easy with the help of conceptual skills.
• 5. Organizing involves giving rewards for good accomplishments
and giving sanctions to non-performing employees.
• 6. Leading takes form in influencing or motivating
subordinates to perform at their best which will
enable them to help the organization attain its set
goals.
• 7. Managers supervise, sustain, uphold, and assume
responsibility for the work of others in his/her work group, team,
department, or the organization, in general.
• 8. Effectiveness is being able to produce maximum
output with minimum input.
• 9. Being effective also means being able to produce
the desired end.
• 10. Effectiveness is doing the right things and
efficiency is doing things right.
Match the terms listed under column B with the
Management Function found
under column A. Use a separate sheet of paper
for your answers. Write the letter which
corresponds to your answer.
A. Management Functions B. Related Terms

1. Planning a. Assigning of task

2. Organizing b. Monitoring and evaluation

3. Staffing c. Hiring of workers

4. Leading d. Goal-setting

5. Controlling e. Motivating employees

• GROUP ACTIVITY:
• 1. Interview two department chairpersons in your
community and ask if they use all five management
functions. Compare their answers and try to explain
why there are similarities and differences.
• 2. Select 2 organizations (one big and one small).
Describe how they are structured and explain why a
study of management functions is necessary for
their managers.