SAN ISISDRO ACADEMY OF TUDELA, INC.
Upper Centro, Tudela, Mis. Occ.
COVERAGE FOR FIRST MONTHLY EXAM
Organization and Management
Definition of Management
• Refers to the act or bringing together the work activities to achieve the
organization’s goals and objectives. Basically, it means teamwork. It is essentials in
any organization; leader-manager must realize the important of people working
harmoniously with the aim of effectively reaching the target goals of the company.
Management defined by Management Guru’s:
• "Management is a multi-purpose organ that manages business and manages
managers and manages workers and work." Peter Drucker.
• According to Mary Parker Follet, "Management is the art of getting things
done through people." Mary Parker Follet.
• According to Harold Koontz, “Management is an art of getting things done
through and with the people in formally organized groups. It is an art of creating an
environment in which people can perform and individuals and can co-operate
towards attainment of group goals”.
Characteristics and Nature of Management
A. Management is goal oriented:. The basic goal of management is to ensure
efficiency and economy in the utilization of human, physical and financial resources.
The success of management is measured by the extent to which the established
goals are achieved. Thus, the management is purposeful.
B. Management is universal: Management is an essential element of every
organized activity irrespective of the size or the type of the activity.
C. Management is continuous process: The cycle of the management
continues to operate as long as there is organized action for the achievement of
group goals. Management is an ongoing process and is also a never- ending
process. Management is dynamic and the cycle is continues.
D. Management is multi-disciplinary: Management techniques, principles and
theories are drawn from other disciplines such as engineering, anthropology,
sociology and psychology. It depends on wide knowledge and practice derived from
various discipline.
E. Management is intangible force: Management is evidenced by the results
of its efforts through others. Management is unseen and invisible force. It cannot be
seen, but its presence can be felt in the form of results in very type of organization.
F. Management is situational: Management provides the direction of every
activity of an organization. Management forms system of authority or a hierarchy of
command to control the activities and give smooth direction.
G. Management is both a science and an art: Science is a systematized body
of knowledge based on certain principles that are generally applied. Scientific
knowledge is observed through the process of critical and continuous observation
and intelligent speculation. Accordingly, management as a science is based on
principles instead of a traditional.
Pre-scientific Management Period
.
Employees went to their work instead of receiving it, and so, the factory system, as it is
known today, become a dominant feature of the economy. Under this system, land and
buildings, hired labor, and capital are made available to the entrepreneur, who strives to
combine these factors in the efficient achievement of a particular goal. All these
changes, in turn, brought about changes in the field of management.
Classical Theory
During this period, stalwarts like F.W. Taylor, H.L. Gantt, Emerson, Frank and Lillian
Gilberth etc., laid the foundation of management, which in due course, came to be
known as scientific management. This epoch in the history of management will be
remembered as an era in which traditional ways of managing were challenged, past
management experience was scientifically systematized, and principles of
management were distilled and propagated.
F.W. Taylor and Henry Fayol are generally regarded as the founders of scientific
management and administrative management and both provided the bases for
science and art of management.
Features of Management in the Classical Period:
1. It was closely associated with the industrial revolution and the rise of large-
scale enterprise.
2. Classical organization and management theory is based on contributions from
a number of sources. They are scientific management, Administrative
management theory, bureaucratic model, and micro-economics and public
administration.
3. Management thought focused on job content division of labor, standardization,
simplification and specialization and scientific approach towards organization.
Neoclassical Theory: Neo-classical Theory is built on the base of classical theory. It
modified, improved and extended the classical theory. Classical theory concentrated
on job content and management of physical resources whereas, neoclassical theory
gave greater emphasis to individual and group relationship in the workplace. The
neo-classical theory pointed out the role of psychology and sociology in the
understanding of individual and group Behaviour in an organization.
Modern Theory (System Approach): The systems approach to management
indicates the fourth major theory of management thought called modern theory.
Modern theory considers an organization as an adaptive system which has to adjust
to changes in its environment. An organization is now defined as a structured
process in which individuals interact for attaining objectives.
Meaning of "System": The word system is derived from the Greek word meaning to
bring together or to combine. A system is a set of interconnected and inter-related
elements or component parts to achieve certain goals.
Systems Approach Applied to an Organization: When systems approach is
applied to organization, we have the following features of an organization as an open
adaptive system:-
1. It is a sub-system of its broader environment.
2. It is a goal-oriented – people with a purpose.
3. It is a technical subsystem – using knowledge, techniques, equipment and
facilities.
4. It is a structural subsystem – people working together on interrelated activities.
5. It is a psychosocial system – people in social relationships.
6. It is co-ordinate by a managerial sub system, creating, planning, organizing,
motivating, communicating and controlling the overall efforts directed towards
set goals.
Characteristics of Modern Management Thought:
1. The Systems Approach: An organization as a system has five basic parts -
1. Input
2. Process
3. Output
4. Feedback and
5. Environment.
Contingency Theory: Systems approach emphasizes that all sub- systems of an
organization along with the super system of environment are interconnected and
interrelated. Contingency approach analysis and understands these inter relationship
so that managerial actions can be adjusted to demands of specific situations or
circumstances.
Lesson 2: Functions, Roles and Skills of a Manager
5 Functions of Management:
1. Planning is future-oriented and determines an organization’s direction. It is a
rational and systematic way of making decisions today that will affect the
future of the company. It is a kind of organized foresight as well as corrective
hindsight. It involves predicting of the future as well as attempting to control
the events. It involves the ability to foresee the effects of current actions in the
long run in the future.
2. Organizing requires a formal structure of authority and the direction and flow
of such authority through which work subdivisions are defined, arranged and
coordinated so that each part relates to the other part in a united and coherent
manner to attain the prescribed objectives. According to Henry Fayol, “To
organize a business is to provide it with everything useful or its functioning i.e.
raw material, tools, capital and personnel’s”.
3. Staffing is the function of hiring and retaining a suitable workforce for the
enterprise both at managerial as well as non-managerial levels. It involves the
process of recruiting, training, developing, compensating and evaluating
employees and maintaining this workforce with proper incentives and
motivations. Since the human element is the most vital factor in the process of
management, it is important to recruit the right personnel.
4. The directing function is concerned with leadership, communication,
motivation, and supervision so that the employees perform their activities in
the most efficient manner possible, in order to achieve the desired goals.
5. Controlling - The function of control consists of those activities that are
undertaken to ensure that the events do not deviate from the pre-arranged
plans. The activities consist of establishing standards for work performance,
measuring performance and comparing it to these set standards and taking
corrective actions as and when needed, to correct any deviations.
ROLES OF MANAGER
Interpersonal Category
The managerial roles in this category involve providing information and ideas.
1. Figurehead – As a manager, you have social, ceremonial and legal
responsibilities. You're expected to be a source of inspiration. People look up
to you as a person with authority, and as a figurehead.
2. Leader – This is where you provide leadership for your team, your
department or perhaps your entire organization; and it's where you manage
the performance and responsibilities of everyone in the group.
3. Liaison – Managers must communicate with internal and external contacts.
You need to be able to network effectively on behalf of your organization.
Informational Category
The managerial roles in this category involve processing information.
4. Monitor – In this role, you regularly seek out information related to your
organization and industry, looking for relevant changes in the environment. You
also monitor your team, in terms of both their productivity, and their well-being.
5. Disseminator – This is where you communicate potentially useful information
to your colleagues and your team.
6. Spokesperson – Managers represent and speak for their organization. In this
role, you're responsible for transmitting information about your organization
and its goals to the people outside it.
Decisional Category
The managerial roles in this category involve using information.
7. Entrepreneur – As a manager, you create and control change within the
organization. This means solving problems, generating new ideas, and
implementing them.
8. Disturbance Handler – When an organization or team hits an unexpected
roadblock, it's the manager who must take charge. You also need to help
mediate disputes within it.
9. Resource Allocator – You'll also need to determine where organizational
resources are best applied. This involves allocating funding, as well as
assigning staff and other organizational resources.
10. Negotiator – You may be needed to take part in, and direct, important
negotiations within your team, department, or organization.
GOODLUCK and GOD BLESS
