ORGANIZATION MANAGEMENT

1. Division of labor – breaking of job into specialized tasks for

efficiency of productivity.
2. Authority – right given to a person to influence by giving orders
or command to a person.
3. Discipline – the uniform application of rightful behavior.
4. Unity of Command – employees must have only one supervisor.
5. Unity of Direction – efforts of every employee must be aligned to
organizational objectives.
6. Subordination of the individual interest to the general interest
– employees must prioritize the welfare of the organization rather
than self-interest.
7. Remuneration – employees should be paid fairly and accordingly
with the prescribed labor laws.
8. Centralization – the concentration of control of an activity or
organization under a single authority. Decentralization is the
empowerment of sub-groups in organization due to complexity or
growth. 9. Scalar chain – employees should follow the official chain
of command and must not by-pass the authorities found in
organizational charts.
10. Order – human and non-human resources should be in proper
places. 11. Equity – result of kindliness and justice in every
decision.
12. Stability of tenure – employees must be assured of permanency of
job position.
13. Initiative – management must let employees to act own their own
free-will or volition.
14. Esprit de Corps – teamwork by having harmony and sense of unity.

Deming 14 Points for Top Management

1.Create constancy of purpose for improving products and services.
2.Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on price alone; instead,
minimize total cost by working with a single supplier.
5. Improve constantly and forever every process for planning,
production and service.
6. Institute training on the job.
7. Adopt and institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10. Eliminate slogans, exhortations and targets for the workforce.
11. Eliminate numerical quotas for the workforce and numerical goals
for management.
12. Remove barriers that rob people of pride of workmanship, and
eliminate the annual rating or merit system.
13. Institute a vigorous program of education and self-improvement
for everyone.
14. Put everybody in the company to work accomplishing the
transformation.

Organizational Behavior - the process of learning how to comprehend

and adjust to the many people that make up an organization People
with various behaviors and attitudes may be able to comprehend and
harmonize the activities of the group if they understand it. This
behavior theory assists managers in carrying out responsibilities
such as leadership, dispute resolution, and other situations inside
the business.Robert Owen, Mary Parker Follet, Hugo Munsterberg, and
Chester Barnard all backed it. It all started when Robert lamented
the poor working conditions in the 1700s and offered strategies to
change them. Follet suggested in the 1900s that individual or group
behavior must be addressed in management. Munsterberg proposed using
psychological tests for employee selection in the early 1900s, while
Barnard proposed using collaboration in companies in the 1930s since
it is a social system in structure

Juran’s Fitness to Quality

1. Quality of Design – design must be in relevance to the usage or
purpose of the product.
2. Quality of Conformance – must conform with the standards set.
3. Availability – continuous supply of products to customers
4. Full service – promptness, integrity, and competence of products.

Weber’s Bureaucracy
1. division of labor
2. hierarchical identification
3. detailed rules and regulations
4. impersonal connections with one another