NATURE AND CONCEPT

OF MANAGEMENT
CHAPTER 1
OBJECTIVES:
● Explain the meaning and functions of
management,
● Describe the various types of management
theories,
● Explain the functions, roles, and skills of a manager
and,
● Apply management theories & concepts in solving
business cases.
 OBJECTIVES:
● Define management.
● Describe the functions of management.
● Write an example/scenario wherein
efficiency and effectiveness are applied.
Ready for the activity
by counting 1-4
Let’s play a game…

“DOCTOR QUACK QUACK”

Let’s analyze…

● How did you find the game?

● How were you able to tangle
easily?
● How were you able to untangle
the other group?
 DEFINITION
AND
FUNCTIONS OF
MANAGEMENTCHAPTER 1
LESSON 1
WHAT IS MANAGEMENT?
● Is the process of coordinating and overseeing the work
performance of individuals working together in
organization.
● The process of designing and maintaining an
environment for efficiently accomplishing selected
aims (Heinz, Weirich, and Koontz, 2005)
MANAGEMENT FUNCTIONS
● Functions needed in order to accomplish the
management process of coordinating and
overseeing the work performance of individuals
working together in organization.
● Coordination
● Efficiency
● Effectiveness
 Efficiency is doing things
right, Effectiveness is doing
the right things.
-PETER DRUCKER-
FUNCTIONS of MANAGEMENT

● PLANNING
● ORGANIZING
● STAFFING
● LEADING
● CONTROLLING
PLANNING

● Determining the organization’s goals or performance

objectives.
● Defining strategic actions that must be done to
accomplish them.
● Developing coordination and integration activities.
ORGANIZING
● Demands assigning tasks
● Setting aside funds, and bringing harmonious
relations among individuals and work groups or
teams in the organization.
STAFFING
● Filling in the different job positions in the
organization’s structure
● Factors includes:
○ Size of the organization
○ Types of jobs
○ Number of individuals to be recruited
○ Internal or external pressures
LEADING
● Influencing or motivating subordinates to do their best
● To help the organization’s endeavor to attain their set
goals.
CONTROLLING
● Involves evaluating/correcting
performance of the
individuals or work groups or
teams
● Working toward the
previously set goals and plans
of the organization.
 THINK, PAIR, & SHARE
1. In what situation or part of your life wherein you
encounter management and planning? Share
your experience.
THANK YOU!
https://www.loom.com/share/8bd180bf025d48c2b175f1
14d8658f2a
REVIEW
EVOLUTION OF
MANAGEMENT
THEORIES
CHAPTER 1
LESSON 2
Objective:

● Describe the various type of

management theories;
EVOLUTION
Technology evolution (storage
device)

Human evolution

Examples of evolution
 EVOLUTION OF MANAGEMENT
THEORIES

1. Scientific Management Theory

2. General Administrative Theory
3. Total Quality Management (TQM)
4. Organizational Behavior (OB) Approach
 SCIENTIFIC MANAGEMENT
THEORY
(Frederick W. Taylor 1856-1915)
● This management theory makes use of the step
by step, scientific methods for finding the single
best way for doing a job.
 TAYLOR’S SCIENTIFIC
MANAGEMENT PRINCIPLES
1. Develop a science for each element of an individual’s
work.
2. Select and then train, teach, and develop the workers.
3. Cooperate with the workers so as to ensure that all work
is done in accordance with the principles of the science.
4. Divide work and responsibility.
 GENERAL ADMINISTRATIVE
THEORY
● ( This
Henry Fayol 1841-1925,Max Weber 1864-
theory concentrates on manager’s functions and
1920)
what makes up good management practice or
implementation.
● Fayol believed that management is an activity that all
organization must practice and viewed it as separate
from all other organizational activities.
 Max Weber’s
BUREAUCRACY
● Division of labor
● Hierarchical identification of job positions
● Detailed rules and regulations
● Impersonal connections with one
another
14 FAYOL’S MANAGEMENT
PRINCIPLES
● Work division or specialization
● Authority
● Discipline
● Unity of command
● Unity of direction
● Subordination of individual interest to general interest
● Remuneration/pay
14 FAYOL’S MANAGEMENT
PRINCIPLES
● Centralization
● Scalar chain of authority
● Maintenance of order
● Equity/fairness
● Stability/security of tenure of workers
● Employee initiative
● Promotion of team spirit
 TOTAL QUALITY MANAGEMENT
(TQM)
(Deming
● A management philosophy& Juran)
that focuses on the
satisfaction of customers, their needs, and
expectations.
● Became the foundation of today’s quality management
practices
ORGANIZATIONAL BEHAVIOR (OB)
APPROACH
● Involves the study of conduct, demeanor, or action of
people at work.
● Robert Owen, Mary Parker Follet, Hugo Munsterberg,
and Chester Barnard were the early supporters of the
OB approach.
SELF CHECK
 What is the importance
of management theories
in today’s business
practices?
 THANK YOU!
https://www.loom.com/share/7b2a89fe4c334d91af9977eec47ae66f
REVIEW
 EVOLUTION OF MANAGEMENT
THEORIES

1. Scientific Management Theory

2. General Administrative Theory
3. Total Quality Management (TQM)
4. Organizational Behavior (OB) Approach
FUNCTIONS, ROLES AND
SKILLS OF A MANAGER
CHAPTER 1
LESSON 3
OBJECTIVES:
● Describe a manager; and
● Explain the functions, roles, and skills of a
manager.
● Do you aspire
to be a
MANAGER
someday?
● What qualities
of a manager
do you have?
MANAGER
● An individual engaged in
management activities.
● One who supervise, sustain,
uphold, and assume responsibility
for the work of others in his/her
organization.
MANAGERIAL LEVELS

1. Top-level Managers (Corporate Managers)

2. Middle-level Managers (Tactical Managers)
3. Frontline Managers (Operational Managers)
TOP-LEVEL MANAGERS
● Are general or strategic managers
● Focuses on long-term organizational concerns
● Emphasizes the organization’s stability, development,
progress and overall efficiency and effectiveness.
MIDDLE-LEVEL MANAGERS
● In charge of the organization’s middle levels or
departments.
● They formulate specific objectives and activities based
on general objectives developed by top-level managers
● Act as go-betweens between higher and lower levels of
the organization
FRONTLINE-LEVEL MANAGERS
● Are responsible for supervising the organization’s day
to day activities.
● They are the bridges between management and non-
management employees.
They are controlled
and instructed by
top & middle level
managers
 Managerial Skills

Conceptual Skills
● Enable managers to think of possible solutions to
complex problems.
● Ability to visualize abstract situations.
 Managerial Skills
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

● Performing their tasks with proficiency with the

use of their expertise.
Categories of Managerial Roles
according to Mintzberg
Interpersonal *Leader
*Liaison
*Figurehead

Informational *Spokesperson
*Monitor
*Disseminator

Decisional or Decision- *Disturbance handler

*Resource allocator
making *Negotiator
*Entrepreneur
Click the link below for additional
information.

https://www.mindtools.com/pages/article/management-roles.htm
SELF-CHECK
1. Identify the managerial skills best suited
to the different managerial levels. Justify
your answer.
2. What managerial roles do you usually
performed in school/home? Discuss your
answer.
 THANK YOU!
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00173ed2dd
 END
OF
CHAPTER 1
REFERENCE/S

Organization and Management Textbook

By: Helena Ma. F. Cabrera, PhD

Anthony DC. Altarejos, PhD
Riaz Benjamin