11

ORGANIZATION AND
MANAGEMENT
LEARNER'S ACTIVITY SHEET
Quarter 1 – Week 1-2:
Explain the meaning,
functions, types and theories of
Management
ORGANIZATION AND MANAGEMENT – Grade 11
Learner's Activity Sheet
Quarter 1 – Week 1-2: Explain the meaning, functions, types and theories of
Management
First Edition, 2021

Republic Act 8293, section 176 states that: No copyright shall subsist
in any work of the Government of the Philippines. However, prior
approval of the government agency or office wherein the work is created
shall be necessary for exploitation of such work for profit. Such agency
or office may, among other things, impose as a condition the payment of
royalties.

Borrowed materials (i.e., songs, stories, poems, pictures, photos,

brand names, trademarks, etc.) included in this module/activity sheet
are owned by their respective copyright holders. Every effort has been
exerted to locate and seek permission to use these materials from
their respective copyright owners. The publisher and authors do not
represent nor claim ownership over them.

Published by the Department of Education

Secretary: Leonor Magtolis Briones
Undersecretary: Diosdado M. San Antonio

Development Team of the Module

Writer: Gingeralph O. Luay
Editors:
Reviewers:
Illustrator:
Layout Artist:
Management Team:

Marilyn B. Siao
Elena S. De Luna
Ma. Luz I. Orbe
Cecilia A. Arga
Ma. John Ray Rosales

Printed in the Philippines by ________________________

Department of Education – Schools Division of Catbalogan City

Office Address: Purok 4, Barangay Payao, Catbalogan City
Facebook Page: fb.com/CatbaloganCityDivision
E-mail Address: depedcatbalogancitydivision15@gmail.com
 LEARNER’S ACTIVITY SHEET IN ORGANIZATION &
MANAGEMENT FOR 1st Semester – QUARTER 1, WEEK1 & 2

Name:__________________________________ Grade & Section: ______________________

School: _________________________________ Teacher: ______________________________
Competency: Explain the meaning, functions, types and theories of
Management

Learning Objective:
 Discuss the meaning and functions of Management
 Explain the various types of Management Theories
 Explain the Functions, Roles and Skills of a Manager

I. Explore
Let us activate our prior knowledge of this lesson by answering the
following quiz. Encircle the letter of the correct answer

1. It involves the evaluation, recruitment, selection, training and placement of

individuals in specific job roles.
A. Controlling B. Directing C. Organizing D. Planning

2. Which of the following situation is an example of Organizing?

A. Tom is a lawyer at a large PR company and is preparing all of his co-workers
for depositions that they will have to face.
B. Tom is a project manager at an IT company and is determining how he
should distribute resources and allocate roles.
C. Tom is a manager at a large PR company and he is trying to determine which
people he should hire to work on his company's new promotional line.
D. Tom is a director at a large IT company and he is trying to determine how
his employees have performed in the past quarter.

3. Daniel manages a team that has missed their production goals for the past three
months. After reviewing each employee's performance record, Daniel adjusted
the sales goal to take additional quality control measures into consideration.
Why is this an example of controlling?
A. Because somebody will likely get fired as a result of this analysis.
B. Because Daniel acted as a leader and took responsibility for the project.
C. Because Daniel looked at team results and took appropriate corrective
action.
D. Because Daniel is micromanaging his employees.

4. Motivation to work harder comes from

A. Intrinsic and external factors.
B. A set of rules about how to be motivated.
C. Manager directives to want to be at work.
D. Intrinsic factors alone.
E. External factors only.

1
 5. Which option best matches the systems approach?
A. Focus on systems then the quality, then the answer.
B. Use any management idea that seems to work for you.
C. Focus on data, processes and products that, when put together, make a
whole unit.
D. Focus on the data and statistics.
E. Plan ahead for emergencies.

6. What is not a characteristic of a bureaucracy?

A. The organization and its members are governed by rational-legal decision-
making rules.
B. There is a clear chain of command.
C. It is a democratic management style.
D. Lower level management is answerable to upper level management.

7. Define an open system.

A. A system that does not interact with the environment around it
B. A system where employees are allowed to make decisions
C. A system that welcomes customers 24 hours a day, 7 days a week
D. A system that continually interacts with the environment around it
E. A system that takes in new information

8. How would an automobile assembly line use Taylor's four principles to

increase productivity and efficiency?
A. Pay each worker the same amount of money.
B. Let work teams plan the work in their assigned area.
C. Choose workers based on their ability to perform a wide number of jobs.
D. Use a precise, specific approach for completing tasks rather than general
guidelines.
E. Let each worker choose his own tools to complete assigned tasks.

9. How should work be planned according to Fredrick Taylor's principles of

scientific management?
A. Each employee is responsible for planning his own work.
B. Managers are responsible for planning the work.
C. The work should be planned by the team assigned to the task.
D. The business owner should plan each job.
E. Managers and employees should jointly plan the work.

10. Which influential thought leader is known for his theory on organizational
forms?
A. John Maxwell
B. Tom J. Peters
C. Henry Mintzberg
D. John P. Kotter

II. Learn

What is it?

In this modern world, the art of Management has become a part and parcel of
everyday life, be it at home, in the office or factory and in Government. Management is a
systematic way of carrying out activities in any field of human effort.

2
 Lack of management causes disorder, confusion, wastage, delay, destruction and
even depression.

Business enterprise of many types and varying degrees of complexity

it must be:
 carefully planned,
 strong enough to grow either financially or operationally,
 directed efficiently and intelligently, competitive,
 it must render something of value to the public, and
 it must prepare itself for the future.
In brief, and enterprise must be well-organized and well-administered.
Management is an important element in every organization. It is the element that
coordinates currents organizational activities and plans for the future.

How Do We Define Management?

MANAGE MEN Tactfully = MANAGEMENT

Managing men, money and materials in the best possible way, according to
circumstances and environment, is the most important and essential factor for a
successful management.
Management in business and human organization activity is simply the act of
getting people together to accomplish desired goals
According to the management guru Peter Drucker, “Organization and coordination
of the activities of an enterprise in accordance with certain policies and in achievement of
clearly defined objectives”
Management is the art of “knowing what you want to do” and then seeing that it is
done in the best and cheapest way. ……F.W.Taylor
Management as a process “consisting of planning, organizing, actuating and
controlling, performed to determine and accomplish the objective by the use of people and
resources.” George R. Terry

Management
The process of getting things done, effectively and efficiently, through and with
other people - By Mary Parker Follet
Efficiency
Doing the thing correctly; refers to the relationship between inputs and outputs;
seeks to minimize resource costs
Effectiveness
Doing the right things; goal attainment

Management: Science or Art?

Management is both art and science.

Science is a collection of systematic knowledge, collection of truths and inferences

after continuous study and experiments. It has fundamental principles discovered.
Art uses the known rules and principles and uses the skill, expertise, wisdom,
experience to achieve the desired result.
Management has got two faces like a coin; on one side it is art and on the other it
is science. Management has got scientific principles which constitute the elements of
Science and Skills and talent which are attributes of Art.

3
MANAGEMENT FUNCTIONS OR THE PROCESS OF MANAGEMENT

Henri Fayol was the first to describe the four managerial functions when he was
the CEO of a large mining company in the later 1800’s.

Fayol noted managers at all levels, operating in a for profit or not for profit
organization, must perform each of the functions of:
 Planning,
 Organizing,
 Leading,
 Controlling
 Staffing

Functions of management

Planning - Planning is the process of setting goals, and charting the best way of
action for achieving the goals. This function also includes, considering the various
steps to be taken to encourage the necessary levels of change and innovation.

Organizing - Organizing is the process of allocating and arranging work, authority

and resources, to the members of the organization so that they can successfully
execute the plans.

Leading - Leading involves directing, influencing and motivating employees to

perform essential tasks. This function involves display of leadership qualities,
different leadership styles, different influencing powers, with excellent abilities of
communication and motivation.

Controlling - Controlling is the process of devising various checks to ensure that

planned performance is actually achieved. It involves ensuring that actual activities
conform to the planned activities. Monitoring the financial statements, checking
the cash registers to avoid overdraft etc., form part of this process.

Staffing - A: Staffing is the process of filling the positions in the organization and
keeping them filled.
B: Staffing is the process of recruiting and selecting the right person for the right
job at the right time in the right place.

The Historical Context of Management

The Classical Approach

 Scientific Management
Frederick W. Taylor
Frank and Lillian Gilbreth
Henry Gantt
 Bureaucratic Management
Max Weber
 Administrative Management
Henri Fayol

4
Historical Theories of Management

Scientific Management Theory (1890-1940)

Frederick Taylor developed the :scientific management theory” which espoused this
careful specification and measurement of all organizational tasks.
Tasks were standardized as much as possible. Workers were rewarded and
punished. This approach appeared to work well for organizations with assembly lines and
other mechanistic, routinized activities.

Bureaucratic Management Theory (1930-1950)

Max Weber embellished the scientific management theory with his bureaucratic
theory. Weber focused on dividing organizations into hierarchies, establishing strong lines
of authority and control. He suggested organizations develop comprehensive and detailed
standard operating procedures for all routinized tasks.

Fayol’s Administrative Theory

Henri Fayol (1841-1925)

General and Industrial Management
 Principles and Elements of Management - how managers should accomplish
their managerial duties
 PRIMARY FOCUS: Management
 (Functions of Administration)
14 Principles of Management
 More Respect for Worker than Taylor
 Workers are motivated by more than money
 Equity in worker treatment

Human Relations Movement (1930-today)

More attention was given to individuals and their unique capabilities in the
organization. Human Resource departments were added to organizations.
The behavioral sciences played a strong role in helping to understand the needs of
workers and how the needs of the organization and its workers could be better aligned.
Various new theories were spawned, many based on the behavioral sciences (some had
name like theory “X”, “Y” and “Z”).

Contemporary Theories of Management

Contingency Theory asserts that when managers make a decision, they must take
into account all aspects of the current situation and act on those aspects that are key to
the situation at hand.
For example, the continuing effort to identify the best leadership or management
style might now conclude that the best style depends on the situation.
Systems Theory has brought a new perspective for managers to interpret patterns
and events in the workplace. They recognize the various parts of the organization, and, in
particular, the interrelations of the parts, e.g., the coordination of central administration
with its programs, engineering with manufacturing, supervisors with workers, etc. This is
a major development.
Chaos Theory recognizes that events indeed are rarely controlled. that systems
naturally go to more complexity, and as they do so, these systems become more volatile
(or susceptible to cataclysmic events) and must expend more energy to maintain that
complexity.

5
 As they expend more energy, they seek more structure to maintain stability. This
trend continues until the system splits, combines with another complex system or falls
apart entirely.
Sound familiar? This trend is what many see as the trend in life, in organizations
and the world in general.

THE ROLES, SKILLS AND FUNCTIONS OF MANAGER

A manager is someone whose primary responsibility is to carry out the management

process within an organization to achieve the organizational goals.
Changing nature of organizations and work has blurred the clear lines of distinction
between managers and non-managerial employees.

Conceptual skills

This refers to the ability to think and conceptualize abstract situations. These
abilities are required for making complex decisions. In short it is the mental capacity to
develop plans, strategies and vision.

Human or interpersonal skills

This includes the ability to understand other people and interact effectively with
them. The human skills are also important in creation of an environment in which
people feel secure and free to express their opinions. In short it is the ability to work with
other people in teams

Technical skills

These skills include the knowledge, abilities of and proficiency in activities

involving methods, processes and procedures in the relevant fields as accounting,
engineering, manufacturing etc. In short, it is the ability to use the knowledge or
techniques of a particular discipline to attain ends.

6
Design skills

These skills enable a manager to handle and solve any kind of unforeseen or
actual problems that may crop up in the organization. Such problems could arise due to
internal factors or external factors and/or both.
In short it is the problem solving skill.

Communication skills

The abilities of exchanging ideas and information effectively. To understand others

and let others understand comprehensively.

Leadership skills

The abilities to influence other people to achieve the common goal.

Roles of Manager

In 1960, Henry Mintzberg conducted a study to understand about the managerial

roles. He identified 10 managerial roles that are common to all managers. These 10
managerial roles are grouped under: Interpersonal, decisional, and informational roles.

Inter-personal Role
1. Figurehead: Represents the company on social occasions. Attending the flag
hosting ceremony, receiving visitors or taking visitors for dinner etc.
2. Leader: In the role of a leader, the manager motivates, encourages, and builds
enthusiasm among the employees. Training subordinates to work under
pressure, forms part of the responsibilities of a manager.
3. Liaison: Consists of relating to others outside the group or organization.
Serves as a link between people, groups or organization. The negotiation of
prices with the suppliers regarding raw materials is an example for the role of
liaison.

7
Decisional Role
1. Entrepreneur: Act as an initiator and designer and encourage changes and
innovation, identify new ideas, delegate idea and responsibility to others.
2. Disturbance handler: Take corrective action during disputes or crises; resolves
conflicts among subordinates; adapt to environmental crisis.
3. Resource allocator: Decides distribution of resources among various
individuals and groups in the organization.
4. Negotiator: Negotiates with subordinates, groups or organizations- both
internal and external. Represents department during negotiation of union
contracts, sales, purchases, budgets; represent departmental interests

Informational role
1. Monitor: Emerges as nerve center of internal and external information
about Information.
2. Disseminator: Transmits information received from other employees to
members of the organization.
3. Spokesperson: Transmits information to the people who are external to
the organization, i.e., government, media etc. For instance, a manager
addresses a press conference announcing a new product launch or other
major deal.

Activity 1

Let us validate your ideas. Answer the following questions. Write the letter of the
correct answer on the space before the number.

_______1. Which term best describes the process of obtaining, deploying, and utilizing a
variety of essential resources to contribute to an organization’s success?
A. Planning B. Organizing C. staffing D. management

_______2. Which title is given to an individual who is in charge of and coordinates the
activities of a group of employees engaged in related activities within a unit of an
organization?
A. manager B. Employee C. vender D. contractor

_______3. Which management function involves setting goals and objectives and creating
specific plans for completing them?
A. planning B. organizing C. controlling D. leading

_______4. For a manager, which should take priority- the job task or the employees
performing the job?
A. The job task always takes priority over employees.
B. Employees always take priority over the job task.
C. Neither, a manager should balance interest in the job task with the needs of
the employees performing the job.
D. Neither, administration of the business takes priority over the job task and the
employees.

_______ 5. Which management function involves measuring results, comparing results

to expectations, and taking corrective action?
A. planning B. organizing C. leading D. controlling

8
Activity 2
Let us validate your ideas. Decide whether the following statements are TRUE of FALSE
and explain why your answer is it so.
1. Max Webber felt that bureaucracy is irrational, inefficient, and not ideal for
organizations.
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________
2. Peter Drucker, a famous 19th Century socialist, opposed capitalism and many
current business theories.
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________
3. The Classical viewpoint of Management emphasized ways to manage work more
efficiently.
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________
4. The Behavioral viewpoint of Management emphasized the importance of
encouraging employees to work more efficiently.
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________
5. Scientific Management focused on ways to improve workers’ morale.
________________________________________________________________________________
________________________________________________________________________________
________________________________________________________

III. Engage

What I Learned

A. Directions: In your notebook, complete the following statements.

1. I have learned that

____________________________________________________________________
2. I have realized that
_____________________________________________________________________
3. I will apply what I have learned
___________________________________________________________________________

9
IV. Apply

What I Can Do

Reflection/ Activity:
Cite 3 situations where we can use management in our everyday lives. Explain
briefly each situation you have cited.

1._____________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

2._____________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

3. ____________________________________________________________________________________
_______________________________________________________________________________________
_______________________________________________________________________________________

V. Post Test

Multiple Choice.

Directions: Read and answer each statement carefully then encircle the letter of
the best answer.
1. Modern managers are:
A. action oriented.
B. able to build a sense of shared values.
C. able to manage change efficiently.
D. all of the above.

2. Planning, organizing, directing and controlling are the:

A. functions of management.
B. goals of management.
C. results of management.
D. all of the above.

10
3. Coordinating people and human resources to accomplish organizational
goals is the process of:
A. planning. B. directing.
C. management. D. leadership
4. Which of the following would be included in the "controlling function”?
A. measuring results against corporate objectives.
B. explaining routines.
C. setting standards.
D. giving assignments.

5. Specific, short-term statements detailing how to achieve an

organization's goals is known as its:
A. vision. B. mission statement.
C. objectives. D. operational planning

6. An outline of the fundamental purpose of an organization is called its:

A. mission statement B. objectives.
C. policy. D. all of the above.

7. Strategic planning is done by:

A. top managers of the firm. C. supervisory managers.
B. middle managers. D. non-supervisory employees

8. Mr. X is a branch manager for Microsoft. He is:

A. top management. C. supervisory management.
B. middle management. D. none of the above.

9. The most effective leader is one who:

A. makes managerial decisions without consulting others
B. works with managers and employees to make decisions
C. has the leadership style most appropriate to the situation and the
employee involved.
D. none of the above

10. Empowerment is related to:

A. planning. B. organizing.
C. directing. D. controlling.

11. Technical skills are most important for which of the following:
A. First line managers. C. vice president-Production.
B. middle managers. D. top managers.

12. Motivation is related to:

A. planning. B. controlling.
C. leading. D. tactical decisions.

11
13. Supervisory management spends most of his/her time:
A. planning and controlling. C. planning and organizing.
B. directing and controlling. D. organizing and controlling.

14. ____________ refers to the process of developing detailed, short term

strategies about what is to be done, who is to do it, and how it is to be
done.
A. strategic planning C. contingency planning
B. tactical planning D. none of the above

15. An example of an effective standard for a control system would be:

A. deciding to hire 5 new employees.
B. renting new premises.
C. planning to increase sales of product A from 5,000 to 10,000 per
month by December of next year.
D. improving the quality of production.

12