12

ORGANIZATION AND
MANAGEMENT
QUARTER 1, WEEK 1
WEEKLY LEARNING ACTIVITY SHEETS

Meaning, Functions, Types and

Theories of Management

Government Property
NOT FOR SALE
Organization and Management Grade 11
Weekly Learning Activity Sheet
Quarter 1-Week 1: Meaning, Functions, Types and Theories of Management
First Edition, 2021

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 Republic of the Philippines
Department of Education
Caraga Administrative Region
DIVISION OF AGUSAN DEL NORTE

WEEKLY LEARNING ACTIVITY SHEETS

Name of Learner: _________________________________________ Section: _______________

School: ___________________________________________________ Date: _________________

I. Learning Competency
Explain the meaning, functions, types and theories of management

II. Key Concepts

Management is the process of coordinating and overseeing the work
performance of individuals working together in organizations, so that they
effectively accomplish their chosen aims/goals.
These basic organizational resources include human (personnel), financial
(money), physical (material) and information resources. Manager, a person
performing managerial roles, has to engage five basic functions namely: planning,
organizing, staffing, leading, and controlling in order to accomplish efficiently and
effectively the various management tasks and to attain the set organizational goals.

Figure 1. Five Functions of Management

Characteristics of Management
  Management is universal
 Management is dynamic
 Management is a group of managers
 Management is purposeful
 Management is goal oriented
 Management is integrative function
 Management is a social process
 Management is a multi-faceted discipline
 Management is a continuous process
 Management is a system of authority
 Management is a resource
 Management is intangible
 Management is profession, an art as well as a science.
Management Functions
To dig much deeper understanding on management, one has to know the five
major managerial duties, these include the following: planning, organizing, staffing,
directing and controlling.

A. Planning

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 of activities. It is the process of determining
what the organization desired in the future and deciding how best to get there. The
planning process usually includes: studying and analyzing the environment,
deciding appropriate goals, outlining viable strategies to achieve those goals and
developing tactics to help execute the strategies.

Successful planning involves framing the organizational vision, mission, goals

and objectives.

Vision. It is comprehensive and clear statement that serves as a “mirror” of the

what the organization will be in the future. It is like a “guiding star” that provides
direction to the organization in all its activities. It denotes what the organization is
trying to achieve in the future.

Mission. Mission statement embodies the soul of the organization. It intends to

provide motivation and general direction of an organization. Also, it denotes the
image of the organization, character and attitudes that provides guidance to people’s
actions towards the organization.

Goals. Goals are strategic objectives which the management organization has
established to outline expected results and guides employee’s efforts. It defines the
organization’s reason for existence and assist growth and organizational
performance. Goals must be SMART (specific, measurable, achievable, realistic and
time-bound) and it should be aligned with the organizations’ overall targets. There
are two types of goals: official and operative. Official goals refer to what the
organization aims to achieve while operative goals are goals that are required to
achieve a desired outcome.

Objectives. Organizational objectives refer to short-term or medium-term goals

that an organization desired to accomplish. Objectives contributes significantly in
policy development and allocation of organizational resources. Once specific
objectives are met, it helps the organization achieve the set strategic goals.

Types of Plans

1. Strategic plans- determine the long-term objectives of an organization. This

type of plan is much broader in scope and establishes the organization’s overall
goals. It is the responsibility of the top-management which includes the CEO,
President, and general manager of the company.

2. Operational plans- are plans that can be applied to a particular unit area
only; their scope is narrow. If operational plans are not clear, company goals may not
be achieved.

3. Long-term plans – are plans that go beyond three-years. This type of plans
attempts to permanently solve problems and eventually achieve the desired overall
organizational targets.

4. Short-term plans- are plans that cover one year or less. Such plans must
lead toward the attainment of long-term goals and are the responsibility of the unit
and or department heads

5. Directional plans- are plans that are flexible and give general guidelines
only. Although flexible and general, these plans must be aligned with the strategic
plans.

6. Specific plans- are plans that are clearly stated and which have no room for
interpretation.

7. Single-use plans- are plans used or stated once only as this applies to the
entire organization.

8. Standing plans- plans that are ongoing. It provides guidance for different
activities done repeatedly.

9. Contingency plans- are plans that deals with situations that might crop up
if assumptions turn out to be wrong. This type of plans allows management to act
immediately to some unforeseen events wherein existing plans are inoperable or
unsuitable.

B. Organizing

Organizing is the process of designing tasks, grouping tasks into manageable

units, and establishing patterns of authority among jobs and groups of jobs. In other
words, organizing involves arranging and structuring work to achieve the goals of the
organization. In the process of organizing, the manager differentiates and integrates
the activities in the organization. Differentiation refers to the process of
departmentalization or segmentation of activities on the basis of similarity. On the
other hand, integration refers to the process of achieving unity of effort among the
various departments.

The process of organizing involves:

1. Establishing enterprise objectives

2. Formulating supporting objectives, policies and plans
3. Identifying and classifying the necessary to accomplish
4. Grouping the activities in the light of human and material resources
available.
5. Delegating to the head of each group the necessary activities to perform
6. Tying the groups together horizontally and vertically through authority
relationships and information flows.

Types of Organizational Structure

1. Vertical structure- clears out issues related to authority rights,

responsibilities, and reporting relationships. Authority rights refer to the legitimate
rights of individuals appointed in positions like president, vice president, and
manager to give orders to their subordinates, who in turn, report to them what they
have done.

2. Horizontal structure- refers to the departmentalization of an organization

into smaller work units as tasks become increasingly varied and numerous.

3. Network structure- is a collection of independent, usually single function

organizations that work together in order to produce a product or service. Such
network organization are capable of doing their own specialized activities
independently such as distributing, producing, designing, etc. but are capable of
working effectively at the same time with other network members.

7 Principles of Organizing

1. Principle of Purpose Determination and Integration

2. Principles of Specialization and Work Division
3. Principle of leadership
4. Principle of Span of Control or Supervision
5. Principle of Authority and Responsibility
6. Principle of Delegation of Authority
7. Principle of Centralization and Decentralization

C. Staffing

Staffing is the filling-up of the different job positions in the organization’s

structure. The number of managerial personnel or non-managerial human resources
need by an organization depends upon the size and complexity of its operations,
plans for branching out, increasing products and turn over rates of both types of
human resources.

Staffing has two main components:

 Recruitment is set of activities designed to attract qualified applicants for job
vacancies in an organization. Recruitment may either be external or internal.
In external recruitment, outside sources are considered in the process of
locating potential individuals who might want to join the organization and
encouraging them to apply for actual or anticipated job vacancies. In internal
recruitment, filling job vacancies can be done through promotions or transfer
of employees who are already part of the organization. In other words,
recruitment is within the organization.

Selection is the process of choosing individuals who have the required

qualifications to fill present and expected job openings

D. Leading

Leading is the process of motivating the members of the organization to

perform their best towards the attainment of the organization’s goals. It also entails
influencing or motivating subordinates to do their best so that they would be able to
help the organization’s endeavor to achieved their goals.

Successful leading in the organization must start with a focus on the

psychological capital of the employer, leader, employee and subordinate. Prioritizing
what is due to the people rather than looking into their faults can prevent mental
and behavioral problems which are considered barriers in the attainment of both
organizational and individual goals.

There are three major components of leading (1) motivating employees, (2)
managing group dynamics, and (3) the actual process of leadership itself. Managers
in big or small companies, Presidents and CEOs must understand the significance of
leading. Effective leading in an organization ensures productivity of the employees in
the performance of the various organizational activities.

E. Controlling

Controlling is the process of monitoring and correcting the actions of the

organization and its members to keep them directed toward their goals. It involves
evaluating and correcting the performance of individuals or work groups or teams to
ensure that they are all working toward the set goals and plans of the organization.

The typical control process involves establishing standards, measuring and

reporting actual performance, and comparing it with standards, and taking actions.

Establishing standards. This means setting criteria for performance. Managers

must identify priority activities that have to be controlled, followed by determining
how these activities must be properly sequenced. This can be done through
development of key performance standards that need to be achieved.
 Measuring and Reporting actual performance and comparing it with standards.
Technically, this means monitoring of performance. Managers must develop
appropriate information systems which will help them identify, collect, organize and
disseminate information.

Taking actions. This involves the corrections of deviations from set standards.
Managers may rectify deviations by modifying their plans or goals, by improving the
training of employees, by firing inefficient subordinates or by adapting effective
leadership techniques.

Types of Management

The following are the common types of management:

Strategic management. This type of management focuses on the management

of organizational resources to attain organizational goals and objectives. It involves
creating objectives, analyzing both internal and external environment, assess
strategies to ensure that strategies are applied in the organization.

Sales Management. Management of sales programs including recruitment,

training and evaluating the members of the sales personnel.

Marketing Management. Management of marketing strategies, products,

brands and promotions.

Public Relations. Managing communications between an organization and the

public.
Operations Management. The management of production of goods and
services. Operations management is a broad field that describes everything from
manufacturing management to retail management.

Procurement Management. Managing the acquisition of goods and services

from external sources.

Financial & Accounting Management. Managing financial and accounting

processes and teams.

Human Resources Management. Responsible for attracting, hiring, training,

compensating, rewarding and managing the performance of employees. Human
resources places a key role in forming and overseeing an organization's culture.

Information Technology Management. Managing information technology teams

and processes.

Research and Development Management. The management of research &

development processes and teams.

 Project Management. Project management is the planning, organization and

control of projects.

Risk Management. Risk management is the discipline of identifying, assessing

and controlling the chance that objectives and processes will have negative
consequences.

Quality Management. The management of quality planning, control, assurance

and improvement.

Design Management. The management of design processes such as new

product design.

Facility Management. The management of facilities such as offices and data

centers.

Knowledge Management. Knowledge management enables the identification,

creation, representation, distribution and use of knowledge. In a knowledge driven
economy, this has become a critical field.

Management Theories

Studying management theories will help you understand contemporary

management practices. These management theories are the foundation of today’s
approaches to management. These includes the following:

Scientific Management Theory. Proposed by Frederick W. Taylor (1856-1915)

who is known as the Father of Scientific Management. This management theory
makes use of the step-by-step process or the scientific method for doing tasks.
Taylor’s Scientific Management Principles (Robbins and Coulter, 2009) are as follows:

1. develop a science 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 workers
3. heartily cooperate with the workers so as to ensure that all works are done
in accordance with the principles of the science that has been developed;
and
4. divide work and responsibility almost equally between management and
workers.

General Administrative Theory. This theory focuses on the functions of

manager towards good management practice or implementation. Henri Fayol (1841-
1925) and Max Weber (1864-1920) are the proponents of this theory. Henri Fayol
developed the 14 Management principles. He believed that management is an activity
and viewed as separate from all other organizational activities. On the other hand,
Max Weber is known for his bureaucratic form of organization which is distinguished
by the following components: division of labor, hierarchical identification of job
positions, detailed rules and regulations and impersonal connections with one
another.

Total Quality Management (TQM). Total Quality Management is a management

philosophy that concentrates on the satisfaction of customers in their needs and
expectations. This customer-oriented mindset has been introduced in 1950s by
quality experts, W. Edwards Deming (1900-1993) and Joseph M. Juran (1904-2008)
however, the concept gained less popularity. Deming had conceptualized 14 points
for Top Management while Juran developed the Fitness of Quality and Quality
Planning Roadmap.

Organizational Behavior (OB) Approach. The Organizational Approach involves

the study of the conduct, demeanor, or action of people at work. Researches on
behaviors help the manager to successfully carry out the different functions- leading,
team building, resolving conflict and others. Robert Owen, Mary Parker Follett,
Hugo Muntsberg, and Chester Barnard were the early supporters of the OB
Approach.

III. Activities
Activity 1. Find me in the Box

Directions: Fill in the blanks with the correct word being described in the
statements. Choose the correct word/s inside the box. Write the answers
in your activity notebook.

structuring bureaucratic analyzing

Knowledge management leading Henri Fayol
Edward Deming Specific plans Controlling
Organizational Approach

1. __________________ enables the identification, creation, representation, distribution

and use of knowledge.
2. ___________________is the process of monitoring and correcting the actions of the
organization and its members to keep them directed toward their goals.
3. Max Weber is known for his _____________________ form of organization.
4. The _____________________involves the study of the conduct, demeanor, or action
of people at work.
5. Organizing involves arranging and ___________________work to achieve the goals of
the organization
6. The planning process includes studying and ________________the environment.
7. ____________________ developed 14 Management Principles.
8. ____________________ conceptualized 14 points for top management.
9. ____________________are plans that are clearly stated and which have no room for
interpretation.

10. Successful _________________in the organization must start with a focus on the
psychological capital of the employer, leader, employee and subordinate.
 Activity 2. Can you still remember?

Directions: Answer the following question below and write the letter of the correct
answer in your notebook.

1. This type of plan is much broader in scope and determines the long-term objectives
of an organization.
A. Contingency plan C. Standing plan
B. Directional plan D. Strategic plan
2. It is the process of determining what the organization desired in the future and
deciding how best to get there.
A. Controlling C. Organizing
B. Leading D. Planning
3. It is the process of motivating the members of the organization to perform their best
towards the attainment of the organization’s goals?
A. Controlling C. Organizing
B. Leading D. Planning
4. Who is known as the Father of Scientific Management?
A. Chester Barnard C. Joseph M. Juran
B. Frederick W. Taylor D. Max Weber
5. Which of the following is a comprehensive and clear statement that serves as a
“mirror” of what the organization will be in the future?
A. Goals C. Objectives
B. Mission D. Vision

IV. Application

Directions: Explain and answer the questions below using your own words.

1. What is Management?
___________________________________________________________________________________
_________________________________________________________________________________
__________________________________________________________________________________

2. What are the types of organization structures? Briefly define each.

___________________________________________________________________________________
___________________________________________________________________________________
________________________________________________________________________________

3. Differentiate organizational vision, mission, goals and objectives.

___________________________________________________________________________________
___________________________________________________________________________________
________________________________________________________________________________
https://www.uen.org/rubric/previewRubric.html?id=20123

V. Assessment:

I. Modified True or False

Instructions: Write TRUE if the statement is correct, if false, change the underlined
word to make the statement correct. Write your answer in your activity
notebook.

1. Leading involves arranging and structuring work to achieve the goals of the
organization
2. Management is getting things done through others.
3. Goals are strategic plans which the management organization has established to
outline expected results and guides employee’s efforts.
4. Taking actions means setting criteria for performance.
5. Supervisors are the person performing managerial roles.

VI. Answer Key

III. Activities IV. Applications

Activity 1. Answers may vary.
1. Knowledge management
2. Controlling V. Assessment:
3. Bureaucratic 1. Organizing
4. Organization approach 2. True
5. structuring 3. objectives
6. analyzing 4. Establishing standards
7. Henri Fayol 5. Manager
8. Edward Deming
9. Specific Plans
10. Leading
Activity 2.
1. D
2. D
3. B
4. B
5. D
VII. References

Books
Cabrera, Helena Ma. F., Analou DC Altarejos, Riaz Benjamin. Organization
and Management: Textbooks for Senior High School. Quezon City: Vibal Group
Inc, 2016.
Griffin, Ricky W., Gregory Moorhead. Organizational Behavior: Managing
People and Organizations. 11th Edition. United States of America: Cengage
Learning, 2010.
Module

Organization and Management Module 1: Department of Education– Caraga

Region, Learning Resource and Management System

Online Sources

Gaylon, Lucila. Principles of Management notes. Accessed on July 26, 2020.

Retrieved from:
https://www.academia.edu/17630831/Principles_of_management_notes
Iedunote. 4 Types of Plan – Definition, Practice, Explained with Examples.
Accessed on July 26, 2020. Retrieved from:
https://www.iedunote.com/planning-types