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- 1. MANA 01BC PRINCIPLES OFMANAGEMENT AND ORGANIZATION By: JENNY L. LLANO, MPA Assistant Professorial Lecturer II
- 2. OVERVIEW LESSON 1 INTRODUCTIONTO MANAGEMENT 1. Management Defined 2. Importance of Management 3. Theories of Management 4. Management Movement 5. Kinds of Management 6. Management Levels 7. Management Problems
- 4. Management is theact of getting people together to accomplish desired goals and objectives using available resources efficiently and effectively. Since organizations can be viewed as systems, management can also be defined as human action, including design, to facilitate the production of useful outcomes from a system. This view opens the opportunity to manage oneself, a pre-requisite to attempting to manage others. Management involves planning, organizing, staffing and directing a group of people to accomplish some task. To be an effective leader, you must understand how to manage your workforce. The first step in managing employees is to set goals for the work unit or department—goals that will help achieve overall organizational goals.
- 6. • father ofmodern management theory • introduced a general theory that can be applied to all levels of management and every department. • The Fayol theory is practiced by the managers to organize and regulate the internal activities of an organization. He concentrated on accomplishing managerial efficiency. Henry Fayol
- 7. 1. Division ofWork 2. Authority and Responsibility 3. Discipline 4. Unity of Command 5. Unity of Direction 6. Subordination of Individual Interest 7. Remuneration 8. Centralization 9. Scalar Chain 10. Order 11. Equity 12. Stability 13. Initiative 14. Esprit de Corps The fourteen principles of management created by Henri Fayol
- 8. Frederick Winslow Taylor •known as the Father of Scientific Management • believed that it was the role and responsibility of manufacturing plant managers to determine the best way for the worker to do a job, and to provide the proper tools and training. • also believed in providing incentives for performance.
- 9. Henry Fayol F.W.Taylor Definition Henry Fayol, father of modern management contributed fourteen management principles, accomplishing managerial efficiency. F.W. Taylor, father of scientific management contributed four management principles, for enhancing overall productivity. Concentrated Top-level management Low-level management Approach Top management based on top downward approach. Supervisory viewpoint and bottom upward approach Focus Focused on delivering managerial efficiency. Increasing productivity of labour Theory-based on Personal experience Observation and experiment.
- 10. The importance ofmanagement in an organization is multifaceted. Managers are important for any organization to achieve its goals. They are the backbone of any organization, and their role is to ensure that everything runs smoothly in the company. The success or failure of an organization depends on how well its managers handle their responsibilities. 1. It helps in Achieving Group Goals 2. Optimum Utilization of Resources 3. Reduces Costs 4. Establishes Sound Organization 5. Establishes Equilibrium 6. Essentials for Prosperity of Society IMPORTANCE OF MANAGEMENT
- 11. Theories on Management Managementtheories are concepts surrounding recommended management strategies, which may include tools such as frameworks and guidelines that can be implemented in modern organizations. Generally, professionals will not rely solely on one management theory alone, but instead, introduce several concepts from different management theories that best suit their workforce and company culture. For a long time, theorists have been researching the most suitable forms of management for different work settings. This is where management theories come into play. Although some of these theories were developed centuries ago, they still provide stable frameworks for running businesses.
- 12. 1. Scientific ManagementTheory American mechanical engineer Frederick Taylor, who was one of the earliest management theorists, pioneered the scientific management theory. He and his associates were among the first individuals to study work performance scientifically. Taylor’s philosophy emphasized the fact that forcing people to work hard wasn’t the best way to optimize results. Instead, Taylor recommended simplifying tasks so as to increase productivity.
- 13. 2. Systems ManagementTheory (Ludwig von Bertalanffy) Systems management offers an alternative approach to the planning and management of organizations. The systems management theory proposes that businesses, like the human body, consists of multiple components that work harmoniously so that the larger system can function optimally. According to the theory, the success of an organization depends on several key elements: synergy, interdependence, and interrelations between various subsystems.
- 14. 3. Contingency ManagementTheory The main concept behind the contingency management theory is that no one management approach suits every organization. There are several external and internal factors that will ultimately affect the chosen management approach. The contingency theory identifies three variables that are likely to influence an organization’s structure: the size of an organization, technology being employed, and style of leadership. • There is no one specific technique for managing an organization. • A leader should be quick to identify the particular management style suitable for a particular situation. • The primary component of Fiedler’s contingency theory is LPC – the least preferred co-worker scale. LPC is used to assess how well oriented a manager is.
- 15. 4. Theory Xand Theory Y Theory X holds a pessimistic view of employees in the sense that they cannot work in the absence of incentives. Theory Y, on the other hand, holds an optimistic opinion of employees. The latter theory proposes that employees and managers can achieve a collaborative and trust-based relationship.
- 17. WHY STUDY MANAGEMENTTHEORIES? •Increasing Productivity •Simplifying Decision Making •Encouraging Staff Participation
- 18. Management Movement The managementmovement had its beginning at the turn of the century when Frederick W. Taylor critically questioned the tradition-bound practices of management and, for his own part, resorted to scientific analysis for the formulation of better management methods. His early conclusions, according to chronicles, led eventually to the recognition of management of which he was the founder. His ideas took form in the following fundamental principles, which, in his own words, he termed as the duties of management such as: First. They (managers) develop a science for each element of a man’s work, which science replaced the rule-of-thumb. Second. They scientifically selected and then train, teach, and develop the workman, whereas, in the past, he chose his own work and trained himself as best as he could. Third. They heartily cooperated with the men so as to ensure all the work being done is in accordance with the principles of the science which has been developed. Fourth. There is an almost equal division of the work and the responsibility between the management and the workman, while in the past almost all of the work and the greater part of the responsibility were thrown upon the shoulders of the man.
- 19. Types of ManagementStyles 1. Democratic management style The democratic management style is rooted in collaboration. These types of leaders seek input from their employees before making business decisions or delivering solutions. They engage employees by remaining open to new ideas and experimentation, and granting employees the freedom to use their voices to share their opinions.
- 20. Types of ManagementStyles 2. Laissez-faire management style Laissez-faire leaders are hands-off and maintain a high level of confidence in their employees. Leaders who adopt this management style don’t micromanage their employees and grant them freedom to work on their delegated tasks independently.
- 21. Types of ManagementStyles 3. Autocratic management style An autocratic management style is centered on results and efficiency, and usually devoid of employee collaboration and autonomy. An autocratic style leader believes in micromanaging employees to ensure they follow company policies and rely on authority to provide instruction.
- 22. Types of ManagementStyles 4. Charismatic management style Leaders who follow a charismatic management style are charming, highly persuasive and deeply committed to their cause. Charismatic leaders are also interested in building personal relationships and rallying their team around a common goal.
- 23. Types of ManagementStyles 5. Coach management style Leaders who use the coaching management style often possesses qualities similar to a sports team coach. They’re dedicated to their employees’ ongoing development and can quickly identify what motivates each employee to succeed. A coaching leader is skilled in recognizing each employee’s unique strengths and weaknesses and determining how to help them become better professionals. They often push employees to complete more challenging tasks that further develop their talents and improve their areas of opportunity.
- 24. Types of ManagementStyles 6. Pacesetting management style Leaders who practice the pacesetting management style often set high standards for their team and are especially concerned with speed and efficiency. These leaders are always seeking new ways to become more productive and expect the same of the employees they manage. This management style can help build trust among employees who recognize their manager adheres to the same standards they set for their team, but can also make employees feel overwhelmed by demands.
- 25. Types of ManagementStyles 7. Bureaucratic management style Leaders who adhere to the bureaucratic style of management focus on assigning specific duties to employees within a well-defined hierarchy. They’re less concerned with collaboration and more interested in following rules and procedures. Bureaucratic leaders assign each employee a set of responsibilities and independent tasks, and all work is streamlined from top to bottom.
- 26. Types of ManagementStyles 8. Transactional management style Leaders who follow a transactional management style enhance employee performance with positive rewards like bonuses and incentives, and respond to negative outcomes with disciplinary action. They often act as mentors, and provide explicit instruction to help increase performance and ensure employees consistently meet expectations.
- 28. 12 common managementchallenges 1. Decreased performance levels 2. Being understaffed 3. Lack of communication 4. Poor teamwork 5. Pressure to perform 6. Absence of structure 7. Time management 8. Inadequate support 9. Skepticism 10. Difficult employees 11. Transition from coworker to manager 12. Weak workplace culture