Foundations in

Management
Report ： Ms. Krisheil C.
Angulo and Ms. Jillian 2024.2.3
Rae M. Rallon
 1 Definition of Terms
Management, Managers,
Administration and Administrator

2 Reasons to study
Management
3 The Management
CONTENTS History
Early Management
Classical Approach

Behavioral Approach
Contemporary Approach

4 Importance
of Managers
 Definition of Terms
Management
- is the coordination and administration of tasks
to achieve a goal.

Managers
- is a professional who takes a leadership role in
an organization and manages a team of
employees
-are responsible for managing a specific
department in their company

Administration
-the range of activities connected with organizing
and supervising the way that an organization or
institution functions

Administrator
- is a person
whose job involves helping to organize and super
Why Study Management?
- Studying management teaches how to effectively lead and
manage others to help individuals, teams and organizations meet
their full potential.
-teach students the art of analyzing information, weighing the pros
and cons, and making sound decisions
- learn about different leadership styles, how to communicate
effectively, and how to motivate and inspire teams
The Management
History
 Early Management

The Great Pyramids of Giza The Great Wall of China Venetian Arsenal
- located on a rocky plateau on one of the most impressive one of the earliest large-scale
the west bank of the Nile River architectural feats in history. industrial enterprises in history
in northern Egypt
 Early Management History
Adam Smith
-Scottish economist and philosopher
-“The Wealth of Nations”
-Division of Labor (Job Specialization)
Industrial
-Revolution
factories were built to manufacture goods, and
these factories needed someone to forecast
demand and ensure that enough material was
on hand to make products, assign tasks to
people, direct daily activities and so forth which
is the manager.
Early 1900s- is where the first steps of
different theories on management developed.
 Major Approaches to Management History

Classical Approach

Contemporary approach
Behavioral Approach
 Major Approaches to Management History

Classical Approach

-emphasized rationality and making

organizations and workers as efficient as
possible
2 Major Theories

-Scientific Management
Theory
-General Administrative
Theory
 Scientific Management
Frederick W. Taylor
Principles of Scientific These concerns led
Management
-the use of scientific methods Taylor to define clear
to define the “one best way” guidelines for
for a job to be done
improving production
Observation that urge him to
compose the theory efficiency.
- Employees used vastly different
techniques to do the same job.
-often “took it easy” on the job
-workers were placed in jobs with 4 principles of
little or no concern for matching
management
their abilities and aptitudes with
the tasks they were required to
do.
 4 Principles of Management

Heartily cooperate with

Develop a science for
the workers to ensure
each element of an
that all work is done in
individual’s work to
accordance with the
replace the old rule-of-
principles of the science
thumb method.
that has been
Scientifically select Divide work and
developed.
and then train, teach, responsibility almost

and develop the equally between

worker. management and

workers. Management
does all work for which it
is better suited than the
 How did these scientific principles came
about or really work?
Pig Iron Experiment
-workers loaded “pigs” of iron (each
weighing 92. lbs) onto rail cars; daily
average output was 12.5 tons; he
believed that by analyzing the job to
determine the “one best way” to
load pig iron, output would
increased to 47 to 48 tons per day

-what he did was he put the right

person on the job with the correct
tools and equipment, having the
worker follow his instructions
exactly, and motivating the worker
with an economic incentive of a
significantly higher daily wage
 Frank and Lillian Gilbreth

studied to eliminate invented a

inefficient hand-and-body microchronometer: recorded
motions a worker’s hand-and-body
motions and the amount of
time spent doing each
motion.
devised a classification scheme to
as parents of 12 children, they
label 17 basic hand motions; gave
run their household using the
them a more precise way of
scientific management
analyzing a worker’s exact hand
principles and techniques
movements
 How today’s Managers use Scientific
Management?

When managers analyze the basic work tasks

that must be performed, use time-and-motion
study to eliminate wasted motions, hire the
best-qualified workers for the job, or design
incentive systems based on output
 General
Administrative
theory
focused more on what managers do and
what constituted good management
practice.
 Henri Fayol

Father of Modern
Management theory

-identified five
functions of
management:
-Planning
- Organizing
- Commanding
- Coordinating
- Controlling

- developed the
14 principles of
management
 The 14 Principles of
Management
1.Division of work
2.Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interests to
the general interest
7. Remuneration
8. Centralization
9. Scalar chain
10. Order.
11. Equity
12. Stability of tenure of personnel
13. Initiative
14. Esprit de corps
 Max Weber

German sociologist who

studied organizations
- developed a theory
of authority
structures and
relations based on an
ideal type of
organization called
Bureaucracy
- his theory became
the structural design
of many of today’s
large organizations
How today’s managers use general
administrative theory

Fayol- his 14 principles serve as a

frame of reference form which many current
management concepts have evolved.

Weber’s bureacracy are evident in

large organizations but many managers feel
that a bureacratic structure hinders individual
employees’ creativity and limits an
organization’s ability to respond quickly to an
increasingly dynamic environment. However
in a flexible organization with creative
professional, bureaucratic mechanisms are
necessary to ensure that resources are used
efficiently and effectively
 Behavioral Approach
Organizational Behavior (OB)- the field of study
that researches the action (behavior) of people at work
.

Among these are the result of the OB

research and also what managers do
today:

Motivation Leading Building Trust Working with a Managing conflict

team
 Early Advocates of the OB Approach

Robert Owen

Mary Parker Follett

Hugo Munsterberg
Chester Barnard
 Robert Owen
Father of Personnel Management
-concerned about deplorable
(poor) working conditions fewer hours of his workers, paid
higher wages, and focused on
creating a work environment
that was encouraging of
collaboration and creativity in
- proposed idealistic
workplace: instead of dictating order to enhance productivity
orders or trying to control his
employees, it was much better
to manage them and create a
happy work environment
 Hugo Munsterberg
Father of Industrial Psychology

suggests that hiring workers Suggested using psychological

with personalities and mental tests for employee selection,
abilities that are best suited to learning theory concepts for
certain types of work would be
the best way to increase employee training, and study of
motivation, performance, and human behavior for employee
retention in the workplace. motivation
 Mary Parker Follett
Mother of Conflict Resolution

one of the first to integrate the

idea of organizational conflict
stressed the importance of
into management theory, and is
the personal interactions
sometimes referred to as the
between management and
workers "mother of conflict resolution."

identified a leader as
conflict, rather than
"someone who sees the whole presenting a need
rather than the particular." to compromise,
could actually be an
opportunity for
promoted the idea of people to develop
reciprocity within innovative solutions
organizational structures. that they would not
have been able to
devise on their own
 Chester Barnard
Theory of Formal Organization

Theory of Formal Organization According to Barnard existence

a system of consciously of organisation depends upon
coordinated activities offered three elements:
of two or more persons.
-The willingness of persons
Formal organization helps: to contribute efforts to the
co-operative system
-Maintenance of organization and
inner equilibrium (balance). -There should be an
-Examining external forces objective of co-operation
(surroundings) and determining the -Proper communication
possible need to revise the „open system is necessary.
system“
approach. Believed manager’s job
-Analyzing the executive’s functions was to communicate and
stimulate employees’ high
levels of effort
 Hawthorne Studies

series of studies
conducted at the
They concluded that
Western Electric
group factors
Company Works in
significantly affect
Cicero, Illinois
individual behavior,
that group standards
establish individual
.
worker output, and
that money is less a
factor in determining
output than group
standards, group
attitudes, and
Contemporary Approaches

Two contemporary management perspectives:

-Systems
-Contingency

Systems theory is a basic theory in the

physical sciences, but had never been applied
to organized human efforts

System-a set of interrelated and

interdependent parts arranged in a manner
that produces a unified whole
2 basic type of Systems
-Closed Systems -not
influenced by and do not interact with their
environment
-Open Systems -influenced by
Contingency Approach
-Situational approach
-says that organizations are
different, face
different situations (contingencies),
and require different ways of
managing
 Four Popular Contingency Variables

Organization Size Environmental Uncertainty

As size increases, so do the The degree of uncertainty caused by
problems of coordination. For environmental changes influences the
instance, the type of organization management process. What works
structure appropriate for an best in a stable and predictable
organization of 50,000 employees is environment may be totally
likely to be inefficient for an inappropriate in a rapidly changing
and unpredictable environment.
Routinenessorganization
of Task ofTechnology
50 employees.
Individual Differences
To achieve its purpose, an Individuals differ in terms of their
organization uses technology. desire for growth, autonomy, tolerance
Routine technologies require of ambiguity, and expectations. These
organizational structures, leadership and other individual differences are
styles, and control systems that particularly important when managers
differ from those required by select motivation techniques,
customized or non routine leadership styles, and job designs.
technologies.
Managers are important:

- Ensure Smooth Operation Of Daily

Procedures
-Can Motivate Staff
- Act As The Intermediary Between
Staff And Ownership/ Higher ups
Can Identify Bottlenecks In The
Department
-Delegate Tasks To Ensure Optimal
Efficiency
-Set The Tone Of The Workplace
- Liaise With Other Departments To
Ensure Effective Operations