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Module 1

The document discusses different perspectives on management from various theorists and schools of thought. It provides definitions of management from Follett, Terry, and Taylor, focusing on getting work done through people. It also discusses management functions including planning, organizing, leading, controlling, and staffing. The evolution of management theories is explored, from scientific management to behavioral and modern theories, and how they each contributed new insights into motivating workers and organizational effectiveness. Finally, different management styles such as autocratic, democratic, and laissez-faire are defined.

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35 views35 pages

Module 1

The document discusses different perspectives on management from various theorists and schools of thought. It provides definitions of management from Follett, Terry, and Taylor, focusing on getting work done through people. It also discusses management functions including planning, organizing, leading, controlling, and staffing. The evolution of management theories is explored, from scientific management to behavioral and modern theories, and how they each contributed new insights into motivating workers and organizational effectiveness. Finally, different management styles such as autocratic, democratic, and laissez-faire are defined.

Uploaded by

CHAPEL JUN PACIENTE
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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What is the meaning of

management from
different perspectives?

???????????????????
Management is the art of
getting things done through
people.
– Mary Parker Follet
Management is a distinct process
consisting of planning, organizing,
actuating and controlling; utilizing
in each both science and art, and
followed in order to accomplish pre-
determined objectives.
--George R. Terry
Management is the art of
knowing what you want to do
and then seeing that they do it
in the best and the cheapest
way.
-- F.W. Taylor
Management is the art of getting
things done through others and
with formally organized groups.
-- Harold Koontz
Nowadays, different organizations can
start from small, medium or large size,
public or private owned, and it’s either
profit or nonprofit.

And all of them need a certain type of


organizational management that would
be effective to reach and carry out
their goals.
Management functions are needed in order
to accomplish the management process of
coordinating and overseeing the work
performance of individuals working together
in organizations.

1. PLANNING
2. LEADING/DIRECTING
3. ORGANIZING
4. CONTROLLING
5. STAFFING
1. Planning involves determining the
organization’s goals, listing down
action plan that must be done and the
resources to be used to accomplish
them.
Organizing includes assigning tasks,
setting aside funds for future use, and
developing harmonious relationship
among them for the achievement of
organizational goal.
Staffing indicates filling in the different job
positions in the organization’s structure
which includes recruiting individuals
depending on the type of jobs and number of
manpower needed. Its purpose is to put the
right person on the right job.
Leading/directing involves
influencing, supervising, training,
guiding and motivating subordinates to
do their best so that they would be
able to help the organization’s
endeavor to attain their set goals.
Controlling involves evaluating and,
if necessary, correcting the
performance of the individuals or
teams to ensure that they are all
working toward the previously set
goals and plans of the organization.
Management functions will all go to
waste if coordination, efficiency,
and effectiveness are not practiced
by an organization’s managers.
Coordination ensures that all
individuals or teams are
harmoniously working together to
achieve their goal
efficiency refers to the optimal use of
scarce resources (human, financial,
physical, and mechanical) in order to
bring maximum productivity
effectiveness means “doing things
correctly” when engaged in activities
that will help the organization attain
its aim.
Evolution of Management Theories:
It began in the late 19 century after the
th

Industrial Revolution but saw more definitive


form in the 20 century.
th
1. Scientific Management Theory

Frederick W. Taylor (1856-1915) known as the


“Father of Scientific Management” is the most
significant contributor of this approach.

He defines management as “the one best way” for a


job to be done. He made a study of his worker why
they have a low output. The result came out that
the workers have lack of enthusiasm, and
discrepancy in their job assignments with their
skills. And so he came up with the Scientific
Management Principles.
Four Principles of Scientific Management:

1. Develop a new method in performing a job


base in science to replace the old one.

2. Teach, train and develop the workers.

3. Interest of employer & employees should be


fully harmonized

4. Establish fair division of work and


responsibility between management and workers.
2. Administrative Management Theory

This theory focused on manager’s role and what


management practices are best to apply. The most
famous personalities in this approach are Henri Fayol
(1841-1925) known as the “Father of Principles of
Management” and Max Weber (1864-1920). Fayol believed
that management activities should be practiced and
viewed separately from other organization activities
such as marketing, finance and research. While Weber
wrote that organizations must have authority structures
and coordination with others based on what he referred
to as bureaucracy.
Henri Fayol’s Management Principles:

1. Work division or specialization


2. Authority and Responsibility
3. Discipline
4. Unity of Command
5. Unity of Direction
6. Subordination of individual interest to
general interest
7. Remuneration/pay
8. Centralization
9. Scalar chain of authority
10. Maintenance of Order
11. Equity/fairness
12. Stability of tenure of workers
13. Employee Initiative
14. Esprit de corps/Promotion of team spirit
Bureaucratic Characteristic:

1. Division of Labor
2. Formal Hierarchical Structure
3. Selection based on Technical Expertise
4. Management by Rules
5. Written Documents
6. Only Legal Power is Important
7. Formal and Impersonal relations
3. Behavioral Management Theory

This is also known as Human Relations


Management Theory. This theory focused
on the human aspect of work. Elton
Mayo (1880-1949) and Abraham Maslow
(1908-1970) are the most commonly
associated personalities in this era.
Mayo did a study known as the “Hawthorne”, the
lighting experiment and the bank wiring room
supervision experiment to know what affects the
productivity of a worker. From this experiment, he
concluded that the supervisory tasks given to the
worker (giving privileges and special attention)
boost their productivity and the lighting has
nothing to do with it. In addition, he emphasized
that the human relations and social needs of
workers are important aspects of management.
On the other hand, Maslow created a theory based
on his assumption of the human needs known as
Maslow’s Hierarchy of Needs. Needs are classified
according to hierarchical structure of importance
from lowest to highest.
(a) Physiological needs include food, clothing, shelter, air,
sex, and all other physical needs necessary for a human
being to live well.

(b) Safety needs includes the basic security, stability and


protection such as body, employment, resources, family,
property, and health security.

(c) Belonging and Love needs includes friendship, family


and sexual intimacy.

(d) Esteem needs includes self-esteem, confidence,


achievement, respect, fame, and glory.

(e) Self-actualization needs is the last need to be satisfied


where in an individual feels the need of finding himself. This
may include acceptance of facts, morality, spontaneity, and
others.
4. Management Science Theory

This is also known as the Quantitative approach to


management. This theory originated during World
War II as mathematical and statistical solutions
to military problems were developed for war time
used.
5. Organizational Environment Theory

This theory focused on understanding the external factors


in the environment that might have an effect on achieving
organization’s goal.

They’ve recognized that human factor alone is not the only


reason to achieve their aim. Factors such as social,
technical and economic can be in the form of system (Open
or Closed) might as well affect their organization.

Open system interacts with its environment (trends and


interest of people, etc.) while Closed system has no
interaction with its environment (machines and materials,
etc.).
Different Types of Management Styles

1. AUTOCRATIC

2. CONSULTATIVE

3. PERSUASIVE

4. DEMOCRATIC

5. LAISSEZ FAIRE
1. Autocratic

An autocratic style of management, is


when, a manager makes a decision
unilaterally. The manager conveys the
decision to staff, and they have to work,
within the scope of that decision.
2. Consultative

In consultative style, the manager engages


the subordinates efficaciously, in the
decision making and problem solving
process.

Consultative style endorses the concept of


empowerment. Communication is
generally downward, but feedback to the
management, is encouraged to maintain
morale.
3. Persuasive

Persuasive style of management is somewhat


similar to the autocratic style of management.

The major difference is that, despite holding the


entire power of decision making, the persuasive
manager spends more time, working with his
subordinates, in order to try to convince them,
of the benefits of the decision that have been
made.
4. Democratic

Democratic style is a multilateral


approach, where the manager allows
the employees, to take part in
decision-making, and therefore
everything is agreed upon by the
majority.

This type of management style is mostly


found in businesses, where efficiency is
a joint operation.
5. Laissez Faire

Laissez Faire by definition means refusal to


interfere.
In Laissez Faire style, the role of the
manager is more like a mentor and
stimulator, and the employees manage
their respective areas of business. This type
of management works only, if the people
involved are self-motivated and task
oriented.

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