Administration and Supervision of Educational Institutions

the Global Perspectives (312)/

Seminar in Governance and Management of Educational
Institution (317)
Christy Agnas
Coirse Facilitator

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TREY 1
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Nature and Concept of
Management
CHRISTY B. AGNAS
 LEARNING
OUTCOMES
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Nature and Concept of Management

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Learning Outcomes
At the end of the lesson, the students should be able to:
• 1. Understand management as a system;
• 2. Differentiate the management functions;
• 3. Recognize the manager roles and skills needed to
perform the managerial position;
• 4. Appreciate the management theories and
principles; and
• 5. Differentiate managers and leaders roles.

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Management :
Its Functional Definition

MANAGEMENT – is the
attainment of organizational
goals in an efficient manner
using functions of
PLANNING, ORGANIZING,
DIRECTING, and
CONTROLLING
organizational resources.

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Figure 1. The Process of Management

Plannin
g
Performanc
e:

Attain goals; Resources

efficiency;
Controlli Organizi Men, money,
effectiveness ng ng machines

Directin
g/
Leading
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 Management refers to
the processes, techniques
in coordinating activities
of people, the directions
towards common goals.
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 What do MANAGERS do?

1. MAKE DECISION 2. ORGANIZING & STAFF THE

POSITION
• They develop a process of • They determine the
choosing, from available structure and allocation of
alternatives, actions, that jobs, and they place
will achieve desired people in them,
results.

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 What do MANAGERS do?

3. PLAN 4. CONTROL ACTIVITIES

• They anticipate the future, • They measure actual
discover alternative performance and guide it
courses of action, and set toward some
guides for future decisions. predetermined goals.

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 What do MANAGERS do?

5. LEAD THE GROUP TOWARD

ITS OBJECTIVES
• They motivate
subordinates in their
performance to achieve
common objectives. This
function includes
supervision in situations
where the managers are in
direct, visual contact with TREY
subordinates.
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10
 The
Management
Functions POD-C

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MANAGEMENT FUNCTIONS

PLANNING ORGANIZING
• PLANNING. Defining goals for • ORGANIZING. Involves the
future organizational assignment of tasks into
performance and deciding on departments, and the
the tasks and use of resources allocation of resources to
needed to attain them. departments.
Staffing can be integrated as part
of organizing; putting the right men
to the right jobs.
Preparation of resources : men,
money, machines

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MANAGEMENT FUNCTIONS

DIRECTING CONTROLLING
• DIRECTING/LEADING. the use • CONTROLLING. Is the
of influence to motivate monitoring of employees
employees to achieve activities, determining whether
organizational goals; the organization is in line with
communicating objectives to goals and ,making corrections
employees throughout the as necessary, from deviations.
organization, and motivating
themTools:
to perform atcommunication,
Leadership, high level.
and motivation • Use information system and
• reward systemTREY
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Manager Roles

Interpersonal

Informational

Decisional
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TREY 14
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Historical Forces of Management

Societal Forces

Political Forces

Economic Forces
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Management Theories

Pre-Classical Classical Behavioral Quantitative Contempora

Contributors Viewpoint Viewpoint Viewpoint ry Viewpoint

Scientific
Early Managemen System
managemen
Bahaviorists t Science Theory
t

Administrati
Operations
ve Hawthorme Contingency
Managemen
Managemen Studies Theory
t
t

Bureaucratic Managemen
Human
Managemen t Emerging
Relations
t Information Theory
Movement
System

Behavioral
Science
Approach

CBAgnas
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Management Theories

Pre-Classical Contributors Pre-Classical Contributors

Theory Theory
• Rowen Owen. Advocated concern for the
working and living conditions of workers.
• Charles Babbage. Predicted the
specialization of mental work; and suggested
profit sharing.
• Henry Towne. Outlined the importance of
management as a science and called for the
development of management principles.

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Management Theories
Classical Perspective Theory

Classical Perspective Theory

• A management perspective that
emerged during the 19th and 20th
Centuries that emphasized a rational,
scientific approach to the study of
management and sought to make
organizations as efficient operating
machines.
• Frederick Taylor developed the subfield
of classical theory which is scientific
management, where he suggested that
decisions based on ‘rules of thumb’ be
replaced with precise procedures
developed after careful study TREY
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Management Theories
Classical Perspective Theory
Classical Perspective Theory

• Taylor’s four principles of scientific management

1. Scientifically study each part of a task and develop
the best method for performing the task.
2. Carefully select workers and train them to perform
the task by using the scientifically developed
method.
3. Cooperate fully with workers to ensure that they
use the proper method.
4. Divide work and responsibility so that management
is responsible for planning work methods using
scientific principles and workers are responsible for
executing the work accordingly.
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Management Theories
Classical Perspective Theory
Classical Perspective Theory

• Administrative Management– focus on the

total organization rather than individual worker
(Gilbreth).
1. Division of work
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interest to general
interest
7. Remuneration
8. Centralization

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Management Theories
Classical Perspective Theory
Classical Perspective Theory

• Administrative Management– focus on the

total organization rather than individual worker
(Gilbreth).
9. Scalar Chain
10. Order
11. Equity
12. Stability of personnel tenure
13.Initiative
14. Esprit de Corps

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Management Theories
Behavioral Viewpoints

• Behavioral viewpoints include

theories of early behaviorist;
Hawthorme studies and human relation
movement.
• Hugo Munsterberg pioneered in the
field of industrial psychology.
• He was interested in identifying the
conditions that would promote an
individual’s best work and in finding
ways to influence workers to act in
accord with management interest.
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Management Theories
Behavioral Viewpoints

• Behavioral viewpoints
Hawthorme studies. There is a
possibility for individuals singled-out
for a study to improve their
performance because of the added
attention they received from the
researchers, rather than because of
any specific factor being tested
(1920’s-1930’s).

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Management Theories
Behavioral Viewpoints

• Human Relations Movement

Maslow’s Theory of Motivation. Human
needs go beyond the basic ones, for food
and shelter, self-actualization.
Douglas McGregor- influence how managers
think about and deal with the employees.
Managers who expect the worst from their
employees respond in ways that reinforce
these assumptions. Managers who assume
the best about their employees and give
them wide latitude to perform are generally
rewarded with committed and satisfiedTREY
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Management Theories
Behavioral Viewpoints

• Behavioral Science Approach

Behavioral Science Approach. Emphasizes
that scientific research is the basis for
developing theories about human behavior
in organizations that can be used to
establish practical guidelines for managers.

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Management Theories
Behavioral Viewpoints

• Behavioral Science Approach

Theory X and Theory Y: Managerial Assumptions
Theory X
• The average person dislikes work and will try
to avoid it.
• Most people need to be coerced, directed,
controlled and threatened with punishment to
get them to work toward organizational goals.
• The average person wants to be directed,
avoids responsibility, has little ambition, and
seek security above all.
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Management Theories
Behavioral Viewpoints

• Behavioral Science Approach

Theory X and Theory Y: Managerial Assumptions
Theory Y
• Most people do not inherently dislike work;
the physical and mental efforts involved is as
natural as play or rest.
• People will exercise self-direction, self-control
to reach goals,
• Commitment of goals is a function of rewards
available that satisfy self-esteem and self-
actualization needs.
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Management Theories
Behavioral Viewpoints

• Behavioral Science Approach

Theory X and Theory Y: Managerial Assumptions
Theory Y
• When conditions are favorable, the average
person learns not only to accept but also to
seek responsibility.
• Many people have the capacity to exercise
high degree of creativity.
• The intellectual potential of most individuals is
only partially utilized in most organizations.

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Management Theories
Quantitative Management
Theory

• Quantitative Management Theory

• This focuses on the use of mathematics,
statistics and information technology to
support managerial decision making and
organizational effectiveness.
• First element: Management Science-
sophisticated mathematical models for
decision effectiveness
• Second element: Operation Management-
primarily responsible for managing the
production and delivery of an organization’s
products and services.
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Management Theories
System View

• Contemporary Theories
• System Theory. Perceives organization as a
system with set of unrelated parts, consisting
of inputs, transformation processes, outputs
and feedback.
• Contingency theory. Is a viewpoint that argues
in a condition that managerial action depends
on the particular parameter of the situation.
• Emerging Theory. This includes innovative
approaches that are constantly needed to
help advance the knowledge base.

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TREY 30
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Functional
and General
Managers
Nature and Concepts of Management

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Large image

FUNCTIONAL
MANAGEMENT

* A horizontal division
of management which
is based on expertise
and specialization

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MANAGERIAL SKILLS (Katz)

Conceptual Skills

Human Relation Skills

Technical Skills

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MANAGERIAL SKILLS

CONCEPTUAL SKILLS HUMAN RELATION SKILLS

• Ability to solve long-term • Ability to work effectively , lead
problems and view the total and assure harmonious
organization as an inter-active interpersonal relations.
system. • Theses skills includes the ability
• Management ultimately to motivate and influence others
spends much of their time to achieve organizational
objectives.
communicating with others
and , making decisions and
solving problems.
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MANAGERIAL SKILLS

TECHNICAL SKILLS
• Ability to use tools, apply
specialized knowledge, and
manage processes and
techniques.

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 The
Management
Styles

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Management
Styles
Autocratic
Style

Democratic

Free-rein
Style
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 REFERENCES
Mutya, R. (20190). Fundamentals of
Management, Functions, Practices and Cases;
Unlimited Books Library Services & Publishing
Inc.

Revano, T. (2019). Management Concepts and

Organization. Mindshaper Co., Inc.

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 Thank
You
Christy Agnas
09759970414
Titay Basco
CapSU Pontevedra

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