ORGANIZATION AND MANAGEMENT

NATURE AND CONCEPT OF MANAGEMENT

Quarter 1: Module 1: Week 1

Begin
In this Chapter, you will discover that all organizations- public or private, large, medium-size, or small, profit- need good
managers in order to accomplish their goals; that organizational management is, definitely, not an easy task; and that coordination,
efficiency, and effectiveness are required to carry it out.

Target
After going through this module, you are expected to achieve:
1. Discuss the meaning and functions of management;
2. Explain the various types of management theories;
3. Identify the functions, roles, and skills of a manager;

Try This
Management is the process of coordinating and overseeing the work performance of individuals working together in
organizations, so that they could effectively accomplish their chosen aims or goals.

 In your own words, define management. Compare your definition with the given definitions in this lesson.

Do This

How do the different managerial functions differ from each other?

What function should be emphasized? Explain

Explore
What do you think are the characteristics of a management? List down at least 3
 __________________
 __________________
 __________________

As a student, how would you best apply these characteristics in classroom management ?

Keep This in Mind

Lesson 1
Definition and Functions of Management

Planning- Involves determining the organization’s goals or performance objectives, defining strategic actions that must be done to
accomplish them, and developing coordination and integration activities.
Organization- Demands assigning tasks, setting aside funds, bringing the harmonious relations among the individual and work groups
or teams in the organization.
Staffing- Indicates filling in the different job positions in the in the organization’s structure; the factors that influence this function
include: size of the organization, types of jobs, number of individuals to be recruited, and some internal or external pressures.
Leading- Entails influencing or motivating subordinates to do their best so that they would be able to help the organization’s
endeavour to attain their set goals
Controlling- Involves evaluating and if necessary, correcting the performance of the individuals or work groups or teams to ensure
that they are all working toward the previously set goals and plans of the organization.

Coordination, Efficiency, and Effectiveness: Intrinsic to the Nature of Management

Management functions- planning, organizing, staffing, leading, and controlling will all go waste if coordination, efficiency, and
effectiveness are not practiced by an organization’s appointed managers.
Coordination as the harmonious integrated action of the various parts and process of an organization; efficiency as the character of
being efficient or being able to yield the maximum amount of input; and effectiveness as being adapted to produce an effect, or being
able to do things correctly.
When applied to management functions, coordination ensures that all individuals, groups, or teams are harmoniously working together
and moving toward the accomplishment of the organization’s vision, mission, goals, and objectives; efficiency, meanwhile, refers to
the optimal use of scarce resources—human, financial, physical, and mechanical—in order to bring about maximum productivity; and
effectiveness means “doing things correctly” when engaged in activities that will help organization attain its aims”.

Lesson 2
Evolution of Management Theories
Evolution is usually defined as slow stages of growth and development, starting from simple forms to more complex forms. Studying
the evolution of management theories will help you understand the beginnings of present- day management practices.
Frederick W. Taylor (1856-1915) is known as the Father of Scientific Management

Taylor’s Scientific Management Principles (Robbins and Coulter 2009) are as follows:
1. Develop a scientific for each element of an individual’s work to replace the old rule of thumb method.
2. Scientifically select and then train, teach, and develop the worker.
3. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that
has been developed.
4. Divide work and responsibility almost equally between management and workers.

Henri Fayol (1841-1925) and Max Weber (1864-1920) are the personalities most commonly associated with it. Fayol’s 19th century
writings were concerned with managerial activities which he based on his actual experience as a managing director in a big coal
mining company.
Quality experts W. Edward Deming (1900-1993) and Joseph M. Juran (1904-2008) introduced this customer- oriented idea in the
1950’s.

Henri Fayol’s Management

Principles

1. Work division or specialization

2. Authority
3. Discipline
4. Unity of Command
5. Unity of Direction
6. Subordination of individual interest to general interest
7. Remuneration/ pay
8. Centralization
9. Scalar chain of authority
10. Maintenance of order
11. Equity/ Fairness
12. Stability/ Security of tenure of workers
13. Employee initiative
14. Promotion of team spirit or esprit

Bureaucracy
According to Max
Weber
According to Weber, bureaucracy is an organizational form distinguished by the following components;
 Division of labor
 Hierarchical identification of job positions
 Detailed rules and regulations
 Impersonal connections with one another

Total Quality Management (TQM) is a management philosophy that focuses on this satisfaction of customers, their needs, and
expectations. Quality experts W. Edward Deming (1900-1993) and Joseph M. Juran (1904-2008) introduced this customer-oriented
idea in the 1950s:

Deming’s 14 Points
for Top Management

1. Create constancy of purpose for improvement of products and services

2. Adopts the new TQM philosophy
3. Cease dependence on mass inspection by doing things right and doing it right the first time.
4. End the practice of awarding business on the basis of price tag alone.
5. Constantly improve the system of production and services.
6. Institute training
7. Adopt and institute leadership
8. Drive out fear
9. Break down barriers between staff areas.
 10. Eliminate slogans, focus on correction of defects in the system.
11. Eliminate numerical quota for the work force.
12. Remove barriers that rob people of “pride of workmanship”
13. Encourage education and self- improvement for everyone
14. Take action to accomplish the transformation.

Fitness of Quality
According to

1. Quality of design- through market research, product, and concept.

2. Quality of Conformance- through management, manpower, and technology
3. Availability- through reliability, maintainability, and logistics support
4. Full Service- through promptness, competence, and integrity

Juran’s Quality
Planning Roadmap
1. Identify your customers.
2. Determine their needs.
3. Translate them into one’s language.
4. Develop a product that cab respond to needs.
5. Develop processes which are able to produce those product features.
6. Prove that the process can produce the product.
7. Transfer the resulting plans to the operating forces.

Lesson 3
Functions, Roles, and Skills of a Manager
An individual engaged in management activities is called a manager. Managers supervise, sustain, uphold, and assume
responsibility for the work of others in his or her work group, team, department, or the organization, in general.

Managerial Roles and Functions

 Top- level Managers- are the general or strategic managers who focus on long-term organizational concerns and emphasize
the organization’s stability, development, progress, and overall efficiency and effectiveness.
 Middle- level Managers- are the tactical managers in charge of the organization’s middle level or departments, they
formulate specific objectives and activities based on the strategic or general goals and objectives developed by top-level
managers.
 Frontline or Lower-level Managers- lower level managers are also known as operational managers and are responsible for
supervising the organization’s day-to-day activities; they are the bridges between management and non-management
employees.

Managerial Roles according to Mintzberg

1. INTERPERSONAL
 Leader
 Liaison
 Figurehead
2. INFORMATIONAL
 Spokesperson
 Monitor
 Disseminator
3. DECISIONAL or DECISION- MAKING
 Disturbance handler
 Resources allocator
 Negotiator
 Entrepreneur

Managerial Skills
Managerial skills may be classified as conceptual, human, and technical.

1. Conceptual Skills- enable managers to think of possible solutions to complex problems. Through their ability to visualize
abstract situations, they develop a holistic view of their organization and its relation to the wider external environment
surroundings it.
2. 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.
3. Technical Skills- are also important for managers for them to perform their tasks with proficiency with the use of their
expertise.
Apply what you have learned
 Think a difficult task which you, must accomplish. What are the steps needed to complete the said task. Will the management
theories discussed earlier help you to be more efficient in completing the task? Explain you’re in not more than 10 sentences.

Reflect
Congratulations on finishing the supplementary learning module! You have just had an amazing learning journey and for
sure, you will also do the same in the succeeding modules.
For the last time, share to the class your final insights by completing the following sentence prompts.

I have learned that

_______________________________________________________________________________

I wish to ask my teacher about

_______________________________________________________________________________

Assess what you have learned

ACTIVITY:

TRUE OR FALSE
Direction: Before each statement, write TRUE if the statement is CORRECT and FALSE if the statement is
INCORRECT. Write your answer in the space provided.

________________1.Middle-Level managers are the tactical managers in charge of the organization’s middle level’s or
department.
________________2.Controlling indicates filling in the different job positions in the organization’s structure.
________________3.Human Skills enable managers to think of possible solutions to complex problem.
__________________4.Planning involves determining the organization’s goals or performance objectives, defining strategic actions
that must be done to accomplish them, developing coordination and integration activities.
__________________5.Conceptual skills are also important for managers for them to perform their tasks with proficiency with the
use of their expertise.

1. In your own opinion, who among the management theorist discussed had the best contribution to management practices?
Explain your answer in not more than 10 sentences.

Reference:
Cabrera, H.M , Altarejos, A. , Benjamin R. (2016). Nature and Concept of Management, Organization and Management. Vibal
Group Inc., Quezon City
Answer Key:
1. True
2. False
3. False
4. True
5. False