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Management Theory Joefil C. Jocson,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
Outline,[object Object],Learning Expectations,[object Object],Definition of Management,[object Object],Introduction,[object Object],Pre-Classical Theory,[object Object],The Systematic Approach,[object Object],Classical Theory,[object Object],Scientific Management,[object Object],Administrative Management,[object Object],Bureaucratic Management,[object Object],The Human Relation School,[object Object],The Social System School,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
Expectations,[object Object],Know the why, what, when and how of the Systematic Management and classical approaches to management – the Scientific, Administrative, and Bureaucratic.,[object Object],Describe how the need to increase organizational efficiency and effectiveness has guided the evolution of management theory.,[object Object],Explain the principle of job specialization and division of labour, and tell why the study of person–task relationships is central to the pursuit of increased efficiency.,[object Object],Explain why the study of the external environment and its impact on an organization has become a central issue in management thought.,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
What is Management?,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],The word management is derived from,[object Object], the Italian word , Maneggiare, which means “to train horses” or literally “to handle”,[object Object],the French words, Maneger, meaning “to direct  a household”, i.e. “ to economize”  and Menager, “ an act of guiding or leading”.,[object Object],Etymologically, therefore it means to handle , direct economically, guide and lead. ,[object Object],Source: ,[object Object],http://www.introduction-to-management.24xls.com/en128,[object Object]
What is Management?,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],�Mary Parker Follett, described management as "the art of getting things done through people." ,[object Object],Source: ,[object Object],http://www.introduction-to-management.24xls.com/en128,[object Object]
What is Management?,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],�Richard L. Daft: "Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources“,[object Object],Source: ,[object Object],http://www.introduction-to-management.24xls.com/en128,[object Object]
What is Management?,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],�Peter Drucker's viewpoint, managers give direction to their organizations, provide leadership, and decide how to use organizational resources to accomplish goals.,[object Object],Source: ,[object Object],http://www.introduction-to-management.24xls.com/en128,[object Object]
Intro,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],[object Object],[object Object]
10/6/2011,[object Object],@ 2011 NEUST Masters in Engineering Management ,[object Object],10,[object Object]
Evolution of Management Theory,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
Systematic Approach (1890-1900),[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],[object Object],[object Object]
Systematic Approach (1890-1900),[object Object],Some theorists of the pre-classical period,[object Object],HENRY TOWNE –.a mechanical engineer and president of the Yale and Towne Manufacturing company, Towne championed the need to treat management as a separate field of systematic study at par with engineering. In a meeting in ASME in Chicago, he proposed the establishment of a science of management and the development of principles that could be applied across situations of management. One of those present was Frederick W. Taylor who subsequently came out with scientific management.,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
Systematic Approach (1890-1900),[object Object],Goals of Systematic Management Approach,[object Object],To build specific procedures and processes into operation to ensure coordination;,[object Object],To achieve economy in operations;,[object Object],To provided adequate staffing ;,[object Object],To maintain inventories to meet consumer demands;,[object Object],To set-up organizational controls,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
Systematic Approach (1890-1900),[object Object],The goals of systematic management were achieved through:,[object Object],Definitions of duties and responsibilities,[object Object],Standardized techniques for performing these duties,[object Object],Specific means of gathering, handling, transmitting and analyzing information,[object Object],Cost accounting, wage and production control systems to facilitate coordination and communication,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
Systematic Approach (1890-1900),[object Object],Systematic Management focused on internal  operation because:,[object Object],Problems and concerns were in the manufacturing processes;,[object Object],Managers were under pressure to meet explosive growth in demand,[object Object],Managers were free to focus on internal issues of efficiency, partly because the government did not constrain business practices significantly.,[object Object],Labor was poorly organized at this stage of industrial development. As a result, managers were oriented towards things and machineries, rather than people.,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
Systematic Approach (1890-1900),[object Object],Contributions:,[object Object],Beginning of formal management in the US,[object Object],Promotions of efficient, uninterrupted  production,[object Object],Limitations,[object Object],Ignored relationship between an organization and its environment,[object Object],Ignored differences in manager and worker’s view,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
Scientific Management (1900-1910),[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],sci·en·tif·icman·age·ment,[object Object],noun ,[object Object],    Management of a business, industry, or economy, according to principles of efficiency derived from experiments in methods of work and production, esp. from time-and-motion studies,[object Object],Web definitions,[object Object],    Scientific management was a theory of management that analyzed and workflows, with the objective of improving labor productivity. The core ideas of the theory were developed by Frederick Winslow Taylor in the 1880s and 1890s, and were first published in his monographs Shop Management (1903). ...,[object Object],en.wikipedia.org/wiki/Scientific_management,[object Object]
Scientific Management (1900-1910),[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],Scientific Management comes out of the body of knowledge developed by Frederick W. Taylor, Frank and LilianGilberth and Henry L. Gantt.  They studied mainly the jobs of workers at lower level of organization or shop floor level factories.  ,[object Object],It stresses scientifically determined changes in management practices as the solution to improving labor productivity. It introduced “time and motion study” to find the “one best way” to perform a task; that is, it studies how a task can be structured to increase labor productivity.,[object Object]
Scientific Management (1900-1910) - Taylorism,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],Concept, Nature and Scope,[object Object],[object Object]
Time and task study of workers’ efforts to maximize productivity and output.
Systematic selection and training of workers to increase efficiency and productivity.
Differential pay incentives based on established work standards.,[object Object]
viewed workers as extensions of the machines,
ignores the nature of work as a social process,
dehumanized view of workers 	which defects later criticized later by the human relations school,[object Object]
Scientific Management (1900-1910) - Taylorism,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],Theorists of Scientific Management,[object Object],[object Object]
GILBRETHS – focused on the study of fatigue, motion studies, and ways of promoting worker’s welfare. The famous time and motion study reduces a task to its basic movements down to its elementary human micro-motions, which they called “therbligs”,[object Object]
GILBRETHS – focused on the study of fatigue, motion studies, and ways of promoting worker’s welfare. The famous time and motion study reduces a task to its basic movements down to its elementary human micro-motions, which they called “therbligs”,[object Object],[object Object]
Henri Fayol (1845-1924),[object Object],French management theorist.,[object Object],Father of modern operational management theory (George, p. 146).,[object Object],First to ask “What is Management?”,[object Object],Author General and Industrial Management,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
Plan,[object Object],"Planning reduces uncertainty by forcing managers to look ahead, anticipate change, consider the impact of change and develop appropriate responses." (Robbins, 2000, p.247),[object Object],“deciding what needs to happen in the future”   ,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
Organize,[object Object],Organization is the development of the institutions resources, including human and material resources,[object Object],“making optimun use of the resources  to carry out the plan successfully”,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
Command,[object Object],Commanding is keeping the institution’s action and process running,[object Object],“determining what needs to be done in a situation and getting people to do it”,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
Coordinate,[object Object],Coordination is the alignment and harmonization of the group’s efforts,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
Control,[object Object],Control means that the above activities are performed according to the appropriate rules and procedures,[object Object],“ checking progress against plans”,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
14 Principles of Management,[object Object],1. Division of Work,[object Object],Specialization belongs to the order of things. The object of division of work is to produce more and better output with the same effort. This is accomplished by reducing the number of objects to which attention and effort must be directed.,[object Object],“Specialization of labor is necessary for organizational success”,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
14 Principles of Management,[object Object],2. Authority and Responsibility,[object Object],Authority is the right to give orders and responsibility is its essential counterpart. Wherever authority is exerted, responsibility arises,[object Object],“The right to give orders must accompany responsibility”,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
14 Principles of Management,[object Object],3.  Discipline,[object Object],Discipline implies obedience and respect for the agreements between the firm and its employees. Establishing agreements binding a firm and its employees should be one of the chief preoccupations of industrial heads. Disciplinary formalities emanate from these agreements, and they maybe involve sanctions judiciously applied.,[object Object],“Obedience and respect help an organization run smoothly”,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
14 Principles of Management,[object Object],4.  Unity of command,[object Object],An employee should receive orders from one superior only ,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
14 Principles of Management,[object Object],5.  Unity of direction,[object Object],Each group of activities having one objective should be unified under one plan and one head,[object Object],“the efforts of everyone in the organization should be coordinated and focused in the same direction”,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
14 Principles of Management,[object Object],6.  Subordination of individual interest to the general interest,[object Object],The interest of one employee or group of employees should not prevail over that of the company or broader organization.,[object Object],“resolving the tug of war between personal and organizational interest in favor of organization is one of management’s greatest difficulties”,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
14 Principles of Management,[object Object],7.  Remuneration,[object Object],To maintain their loyalty and support, workers must be given a fair wage for their services rendered.,[object Object],“employees should be paid fairly in accordance with their contribution”,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
14 Principles of Management,[object Object],8.  Centralization,[object Object],Like division of work, centralization belongs to the order of things. However, the appropriate degree of centralization varies from one organization to the other. The problem is to find the measure that will give the best overall yield.,[object Object],“the relationship between centralization and decentralization is a matter of proportion; the optimum balance must be found for each organization”,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
14 Principles of Management,[object Object],9.  Scalar Chain,[object Object],The scalar chain is the chain of superiors, ranging from the ultimate authority to the lowest ranks. It is the error to depart needlessly from the line of authority, but it an even greater one to adhere to it to the detriment of the business.,[object Object],“subordinates should observe chain of command”,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
14 Principles of Management,[object Object],10.  Order,[object Object],A place for everything and everything in its place,[object Object],“both material things and people should be in their proper places”,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
14 Principles of Management,[object Object],11.  Equity,[object Object],Equity is the combination of kindness and justice,[object Object],“fairness that results from a combination of kindness and justice will lead to devoted and loyal service”,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
14 Principles of Management,[object Object],12.  Stability of Tenure of Personnel,[object Object],High turnover breed’s inefficiency. A mediocre manager who stays is infinitely preferable to an outstanding manager who comes and goes.,[object Object],“people need time to learn their jobs”,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
14 Principles of Management,[object Object],13.  Initiative,[object Object],Initiative involves thinking out a plan and ensuring out a success. This gives zeal and energy to an organization.,[object Object],“one of the greatest satisfaction is formulating and carrying out a plan”,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
14 Principles of Management,[object Object],14.  Esprit de Corps,[object Object],Union of strength, and it comes from harmony among personnel. It is an extension of the principle of unity of command, emphasizing the need for teamwork and the importance of communication,[object Object],“harmonious effort among individuals is the key to organizational success”,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object]
Discussion Question?,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],Which of the following is the most important aspect of Fayol’s principles of management?,[object Object],Division of Labor,[object Object],Unity of Command,[object Object],Remuneration of Personnel,[object Object],Esprit de corps,[object Object]
Bureaucratic Management (1920-1930),[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],A group of workers (for example, civil service employees of the U. S. government), is referred to as "the bureaucracy.”,[object Object],“a formal system of organization based on clearly defined hierarchical levels and roles in order to maintain efficiency and effectiveness” ,[object Object],Bureaucracy has an informal usage, as in “there‘s too much bureaucracy where I work.”,[object Object]
Bureaucratic Management (1920-1930),[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],[object Object],[object Object]
Weber’s Principles of Bureaucracy,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],“A continuous organization of official functions      	bound by rules”,[object Object],Authority of officials was subject to published rules 	and codes of practice.,[object Object],2. Specialization,[object Object],	Each office has a defined sphere of competence, 	involving division of labor,[object Object],3. A clearly defined hierarchy of offices ,[object Object],	A firm system of supervision based on clear levels of 	authority. Each official knows whom to report to with 	specified rights of control and complaint procedures.,[object Object]
Weber’s Principles of Bureaucracy,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],4. General Rules,[object Object],	A stable, comprehensive system of conduct which 	can be 	learned and may require technical 	qualifications to understand and administer ,[object Object],5. Impersonality,[object Object],	No hatred or passion with equality of treatment for all 	clients of the organization.,[object Object],6. Free selection of appointed officials,[object Object],	Selected that is on the basis of professional 	qualifications, with proof shown by a diploma gained 	through examinations.,[object Object]
Weber’s Principles of Bureaucracy,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],7. Full-time paid officials,[object Object],	Usually paid on the basis of hierarchical rank, the office 	being their sole or major concern.,[object Object],8. Career officials,[object Object],	There is a career structure and a system of promotion 	based on seniority or merit based on the judgment of 	superiors,[object Object],9. Private / Public Split,[object Object],	 Separates business and private life. The official works in a detached fashion from the ownership of the organization. ,[object Object],10. There is a strict, systematic discipline and control of 	the official's work,[object Object]
Key Characteristics of Bureaucratic Management,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],RULES,[object Object],     	This are formal guideline for the behavior of employees 	while they are on the job. Rules can provide the discipline for the organization to achieve it’s goals.,[object Object],2. IMPERSONALITY,[object Object],Reliance on the rules leads to impersonality. Members 	and managers are selected on the basis of their qualifications 	either by examination or on the basis of their education or 	training.,[object Object],3. DIVISION OF LABOR,[object Object],	This is the process of dividing duties and functions into 	simpler, more specialized task.,[object Object]
Key Characteristics of Bureaucratic Management,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],4. HIERARCHICAL STRUCTURE,[object Object],This ranks jobs according to the amount of power and 	authority (right to decide) given to each manager or 	employee. The authority and responsibility are clearly 	legitimized.,[object Object],5. AUTHORITY STRUCTURE,[object Object],This is the organizational structure that determines the right 	to make decisions of varying importance at different levels 	within the organization.,[object Object],6. LIFELONG CAREER COMMITMENT,[object Object],	This means job security is guaranteed as long as the 	manager or employee is technically qualified, competent 	and performs satisfactorily.,[object Object]
Key Characteristics of Bureaucratic Management,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],7. RATIONALITY,[object Object],It is the use of the most  efficient possible means to achieve 	the organization’s objectives. Rationality requires general 	organization’s goals or purpose to be broken down into more 	specific objectives for each part of organization.,[object Object]
Criticism of Bureaucratic Management,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],Too much emphasis on rules and regulations. The rules are and regulations are rigid and inflexible.,[object Object],No importance is given to informal groups. Nowadays, informal groups play an important role in all business organizations.,[object Object],Bureaucracy involves a lot of paper work. This results in lot of wastage of time effort and money,[object Object],There will be unnecessary delay in decision-making due to formalities and rules.,[object Object],Bureaucratic model maybe suitable for government organizations. But it won’t be suitable for business organizations because business organizations believe in quick decision making and flexibility in procedures.,[object Object]
Criticism of Bureaucratic Management,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],Too much importance is given to the technical qualifications of the employees for promotions and transfers. Dedication and commitment of the employee is not considered.,[object Object],There is difficulty in coordination and communication,[object Object],There is limited scope for Human Resource.,[object Object]
Human Relation Theory,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],Human relations movement refers to the researchers of organizational development who study the behavior of people in groups, in particular workplace groups. It originated in the 1930s' Hawthorne studies, which examined the effects of social relations, motivation and employee satisfaction on factory productivity. The movement viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts.,[object Object]
Human Relation Theory,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],The Human Relations Movement – Behavioral Approach,[object Object],[object Object]
Arose out the influence of
The threat of unionization
The Hawthorne studies
The philosophy of industrial  humanism,[object Object]
The Theorists,[object Object],EnM 211 - Organizational Communication and Records Management: Prof. Ronaldo F. Pascual,[object Object],[object Object]
Believed emotional factors were more important determinants of productive efficiency than were physical and logical factors.
Mary Parker Follett
Advocated that managers become aware of how complex each employee is and how to motivate employees to cooperate rather than to demand performance from them.

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Management Theory

Hinweis der Redaktion

  1. These are now refined into planning, organizing, leading and controlling – the essentials of management in management textbooks
  2. Planning – deciding what needs to happen in the future (today, next week, next month, next year or over the next 5 years others) and generating plan of actions