Organization & Management recruited, and some internal or

external pressures.
 Leading - Entails Influencing or
MANAGEMENT is the process of
motivating subordinates to do their
planning, organizing, leading, and controlling
best so that they would be able to
the activities of an organization effectively
help the organization's endeavor to
and efficiently to achieve its goals.
attain their set goals.
 Controlling - Involves evaluating and,
FUNCTIONS OF MANAGEMENT
if necessary, correcting the

Planning
performance of the individuals or
work groups or teams to ensure that
they are all working toward the
Controlling Organizing previously set goals and plans of the
Management organization.
Functions

EFFICIENCY - the character of being able

Leading Staffing
to yield the maximum output from a
minimum amount of input.

 Planning - Involves determining the  The ability to maximize output with

organization's goals or performance minimum input

objectives, defining strategic actions  “doing things right”

that must be done to accomplish  Seeks to limit the wasted input

them, and developing coordination  It requires things to be done quickly

and integration activities. to avoid wasting time and effort

 Organizing - Demands assigning tasks, EFFECTIVENESS – being adapted to

setting aside funds, and bringing produce an effect that will help the

harmonious relations among the organization attain it aims.

individuals and work groups or teams  The capacity to attain an intended

in organization. objective/result

 Staffing - Indicates filling in the  “doing the right thing”

different job positions in the  Meet the desired goal regardless of

organization's structure; the factors the amount of input required

that influence this function include:  Careful analysis and critical thinking

size of the organization, types of  Things that need to be done are

jobs, number of individuals to be prioritized to achieve that goal

 THE CLASSICAL THEORY
 Systematic study of management
began with the Classical Approach
 Oldest and widely accepted viewpoint
in management
 It emphasizes that there is “one
best way” to manage
Scientific Management
 It makes use of the step by step,
scientific methods for finding the
single best way for doing a job
Frederick W. Taylor – Father of Scientific
Management
To Increase production, the following
principles must be observed:
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 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.
Bureaucratic Management
 Max Weber believed to increase
efficiency; the ideal bureaucracy has
to be based on rational authority.
Dimensions of The Ideal Bureaucracy:
1. Division of labor
2. Hierarchal identification of job
positions
3. Detailed rules and regulations
4. Impersonal connections with on
another
Bureaucracy is “the exercise of control on
the basis of knowledge” – Weber
Administrative Management Theory
 In 1914, Henri Fayol delineated
management functions
14 Principles of Management
1. Division of work into specialized
tasks, with specific duties and
responsibilities given to individuals
2. Authority of managers to delegate
work and tasks to the employees.
The employees, in turn, are expected
to comply and exercise their tasks
responsibly
3. Discipline where expectations should
be clearly set and violators of rules
must be punished
4. Unity of command where an
employee should only report to one
supervisor
5. Unity of direction which means that
the efforts of the employees are
guided toward the attainment of
organizational objectives
6. Predominance of the general interest
of the organization over the
individual interests of employees
7. Remuneration of the efforts of the
employees which should be
systematically rewarded in line with
the organization's vision and mission
8. Centralization where the roles of all
employees are clarified, with emphasis
 on distinction between superior and
subordinate roles
9. Scalar chain which means that
communication should be open within
chain of command
10.Order where the organization of jobs
and materials must be done in an
orderly fashion
11. Equity which means that fairness and
order must be practiced to maintain
employee commitment
12.Stability and tenure of personnel to
actively promote employee loyalty to
the organization
13.Initiative to encourage employees to
act on their own in support of the
organization's objectives
14.Esprit de corps to promote
teamwork and the unity of interest
between the employees and the
management
THE NEO-CLASSICAL THEORY
 Behavioral science approach
 Gives importance to human and social
aspects of the worker and his
relations in the organization
Robert Owen (1771-1858)
 Increased profit ability for the firm
and reduced hardships for workers are
the positive result of showing
concern for workers
 He disapproved of his colleagues’
failure to appreciate human element,
which when given careful attention
can result to 50% return of
investment