Name: Mary Joy M.

Paladan
Section : BSEDSOC-2C
Course Code: SS 102

Activity 1.

Management is getting work done through people - explain.

Management is the act of coordinating and combining human efforts with other
means in order to fulfill institutional aspirations. Hence, Mary Parker Folette referred to
it as "the art of accomplishing goals via people." Indeed, it is the art of goal achievement
via other people. A successful management team involves a good manager who is capable
of guiding or influencing his subordinates, and also competent subordinates who are
capable of doing the prudent thing in order to accomplish the organization's goals and
objectives. Additionally, management involves an awareness of the economic concept of
division of labor, which divides tasks into subcomponents and effort collaboration, which
recognizes the subtasks as a cohesive and efficient whole. Supervisors do not perform the
tasks individually. They do the task with the assistance of the workforce. Nonetheless,
working people ought not be mistreated as if they were slaves. They must not be coerced,
intimidated, or pressured into doing the task. It is necessary to build and maintain a
healthy workplace environment for effective management.

Describe management in preparation and management in action.

Preparation is a management approach that entails preparing people for a final

product or a positive experience. The term "preparation" refers to "a material that has
been specifically prepared." Preparation is a process or state of preparing for a future
event with the objective of achieving an acceptable end result.
At the same time, management in action is the process of putting a plan into
action and completing it. It's about determining which activities and outcomes are
critical and using available resources to create outcomes that match with the
organization's objectives. Additionally, management in action is about managing
progress in order to get outcomes. It is the capacity to adapt quickly to shifting
objectives, to manage ambiguity, and to function successfully in a dynamic world.
“Skills are not inherent to people but are required and developed through
education, training, and experiment” - explain.

I suppose that abilities are not inherited, although aptitude may be. Education,
training, and experimentation are needed to obtain necessary skills. For instance, if all of
your family members are good at dancing, there is a chance that you will be one as well.
This is because the genes from your parents may be inherited, but this does not
guarantee that you will already possess your dancing abilities. These abilities may be
honed and enhanced via training. Basically, the skill in dancing won't be miraculously
embedded in your body when you don’t dance. The skills one has must be explored in
order to expand one’s capabilities; hence, the first step is to invest in education.

Activity 2.

Explain the mechanisms of scientific management.

Scientific management, often referred to as Taylorism, is a management

philosophy pioneered by Federick W. Taylor. It analyzes the most effective
manufacturing processes in order to boost productivity. Taylor's scientific management
theory maintained that it was the responsibility of labor managers to establish the most
efficient production system possible. While the words "scientific management" and
"Taylorism" are sometimes used simultaneously, it is more accurate to assert that
Taylorism was the first kind of scientific management.

Frederick Taylor established the following four scientific management ideas,

which are applicable to the modern era:
Choose procedures that are founded on science, not on "rules of thumb." Instead of
allowing each employee to execute a task according to their own "rule of thumb," one
should apply the scientific approach to discover the "one optimal approach" to do the
project.
Assign jobs to employees depending on their abilities. Rather than arbitrarily
allocating personnel to available positions, determine who is best competent at doing
each task and teach them to perform at maximum efficiency.
 Keep an eye on employee performance. Evaluate your employees' efficiency and
give further training as needed to ensure they are working effectively.
Divide the task appropriately between managers and employees. The manager has to
plan and instruct, while employees should carry out the tasks for which they have been
taught.

Explain the difference between Taylor and Fayol thoughts.

Frederick Taylor's scientific management theory, often known as classical

management theory, is similar to Max Weber's in that it prioritizes efficiency. Rather
than reprimanding employees for small errors, Taylor suggests that managers should
reward staff for increasing efficiency. Taylor felt that judgements based on tradition and
common sense should be replaced by exact processes created through close observation
of a person at work. Its implementation requires a high degree of management
supervision over staff work behaviors. Taylorism is a variation on a theme of
productivity; it is a late nineteenth- and early twentieth-century manifestation of the
larger recurring theme in human life of increasing efficiency, reducing waste, and
deciding what matters empirically rather than unquestioningly tolerating post ideas
about what makes a difference.

Fayol takes recognition for emphasizing the ineffectiveness of management

actions from a senior management perspective. He began with senior management and
worked his way down. His area of expertise was general management. He did not
emphasize operational details in his management concepts; rather, he emphasized
general control. According to him, “Management plays a very important part in the
government undertakings; of all undertakings, large or small, industrial, commercial,
political, religious or any other.” Fayol's management concepts have the hallmarks of
Max Weber's formal organization or 'bureaucracy.' He also recognized the characteristics
of effective managers. According to his logic, administrative skills are more critical at the
highest levels of management, while technical expertise are more critical at the lower
levels of management. He advocated for a greater emphasis on formal education and
management training, as a result of which he articulated fourteen broad management
principles. Fayol pioneered the concept of management as a distinct job, a unique talent.
 Fayol's views and ideas have weathered the test of time and are now included into
current management science.

Activity 3.

Discuss the process of planning in detail.

The planning process refers to the actions taken by a business to create estimates
that will govern its future actions. Although the particular processes vary significantly by
organization and by the sort of plan being developed, there are certain common
procedures that should be performed to assure a successful outcome. The planning
process consists of the following steps: establishing goals, creating tasks to accomplish
those goals, determining the resources required to carry out tasks, establishing a
timetable, determining a strategy for monitoring and evaluating, completing the plan,
and distributing to all individuals that are participating in the process.

The first phase in the planning process is to establish the objectives for the
planning period. A lengthy strategy plan may set explicit market share goals five years in
the future, but a department-level operational plan may set the next quarter's goal of
implementing a new system of monitoring. The next step is to create a list of needed
activities to accomplish the given goals. This will enable the organization to line their
activities up and know what to prioritize. Following that, the resources required to
accomplish the goal must be identified. 'Resources' in this situation refers to both the
people required to carry out the plan and the commodities or other assets required to
support those individuals. Next, the timeline needs to be determined in order to keep
track of the beginning and end of what needs to be done, therefore, using everyone’s time
wisely. Next is determining a strategy for monitoring and evaluating so that every course
of action must be properly done. Last is finalizing the plan then distributing it to those
who are participating so the plan would be carried out.

Explain the different types of plans.

Planning is a managerial role that entails establishing goals and devising a

strategy for accomplishing them. It is a devotion to a certain action to be considered as
an essential thing in order to accomplish a goal. Nevertheless, planning comes in a
variety of forms: strategic, tactical, operational, and contingency.
First is strategic planning. Strategic planning entails an assessment of the whole
firm at a greater extent. It serves as the institution's cornerstone and will determine
long-term choices. Strategic planning may include a time period ranging from two to ten
years. A strategic plan's vision, purpose, and values are major elements.

Second is tactical planning. Tactical planning is a necessary component of

strategic planning. It outlines the techniques that the organization intends to use in
order to accomplish the objectives mentioned in the strategic plan. Typically, the scope is
smaller than a year and divides the strategic plan into manageable portions. Tactical
planning is distinct from operational planning in that tactical plans elicit precise
information about what must occur in order to achieve a strategic objective, while
operational plans elicit information about how the organization will typically carry out
its purpose.

Third is operational planning. This form of planning is often used to describe the
day-to-day operations of a business. Operational plans are often referred to as one-time
plans or continuous plans. Plans for singular activities and events are established.
Ongoing plans comprise strategies for resolving issues, rules for stringent guidelines, and
processes for implementing specific goals in a step-by-step fashion.

Last is contingency planning. Whenever anything unanticipated occurs and

whenever something will have to be altered, contingency plans are created. Business
professionals commonly regard these plans as a special type of planning. Contingency
planning might be beneficial in situations that need a change. While managers should be
prompted to change while engaging in any of the core planning activities, contingency
planning is critical in instances when adjustments cannot be envisaged. As the corporate
environment gets more sophisticated, it becomes increasingly critical to participate in
and comprehend contingency planning.