LEARNING ACTIVITY SHEET

Grade Level/ Grade 11 Organization and Management Date: Week 1

Subject:
Topic: Nature and Concept of Duration: 4 hours
Management
MELC: Explain the meaning, functions, types, and Score:
theories of management
Specific Objectives: 1. Discuss the meaning and functions of management.
2. Explain the types of management theories.

I. Let’s Know

NATURE AND CONCEPT OF MANAGEMENT

DEFINITION OF MANAGEMENT

Management is the manner of coordinating and overseeing the overall performance of

people running collectively in organizations, in order that they may efficiently accomplish
their selected objectives or goals. It is likewise defined as the manner of designing and
maintaining an environment for efficiently engaging in selected aims. (Heinz, Weihrich,
and Koontz, 2005).

FUNCTIONS OF MANAGEMENT

Management analysis is done by breaking it down into five major managerial duties; thus,
making managerial knowledge more understandable. Management functions include the
following (Helen Ma. F. Cabrera, Anthony DC. Altarejos, and Riaz Benjamin, 2016):

Planning includes figuring out the organization’s goals or overall performance

objectives, defining strategic movements that need to be achieved to perform
them, and growing coordination and integration activities.

Organizing deals with assigning tasks, putting aside assets, and bringing
harmonious relationships among the people in the organization.

Staffing involves recruitment, selection, and training of people in the organization.

It also includes putting the right person at the right position.

Leading entails influencing or motivating subordinates to do their best so that they

would be able to help the organization’s endeavor to attain their set goals.

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 Controlling entails comparing, measuring, and, if necessary, correcting the overall
performance of the people or groups to make sure that they're all operating
towards the formerly set desires 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 goes to squander if coordination, productivity, and adequacy are not polished by an
organization’s designated managers. At the end of the day, managers of top and
middlelevel of management as well as the team leaders or supervisor should all be aware
of the said practices of successful organizations as they play their management functions.

At the point, when applied to management functions, coordination guarantees that

all people, groups, or teams are amicably cooperating and pushing toward the
achievement of the organization’s vision, mission, goals, and objectives; efficiency, then,
alludes to the ideal utilization of scant assets human, money related, physical, and
mechanical-so as to bring the greatest profitability; and viability signifies, "doing things
effectively" when occupied with exercises that will enable the organization attain its goals.

Definition of Terms:
Management Functions- functions needed to accomplish the management process of coordinating and
overseeing the work performance of individuals working together in organizations.
Coordination- harmonious, integrated action of various parts and processes of an organization.
Efficiency - the character of being able to yield the maximum output from a minimum amount of input.
Effectiveness- being adapted to produce an effect that will help the organization attain it aims.

THEORIES OF MANAGEMENT

Advancement is generally characterized as moderate phases of development and

improvement, beginning from basic structures to increasingly complex structures. This, as
well, could be applied to the management theories which have advanced from basic
improvement of work techniques to progressively complex ones which center around work
strategy improvement, yet additionally on consumer loyalty, and the conduct of individuals
at work.
Considering the advancement of management theories will assist you with
understanding the beginnings of present-day management practices; why some are as
yet well-known and why others are not, at this point being used; and why the extension
and improvement of these are fundamental to adjust to the evolving times. Management
theories include the following:

Scientific Management Theory

This management theory makes use of the step by step, logical technique
for finding the absolute most ideal route for carrying out a job. Frederick W. Taylor

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(1865-1915) is known as the Father of Scientific Management. While filling in as
mechanical specialist in a steel organization in Pennsylvania in the US of America
(USA) he really wanted to see the laborers' slip-ups and wasteful aspects in doing
their normal jobs. Their lack of enthusiasm, the discrepancy between their abilities
and aptitudes, and their job assignments result to low output. Because of these
observations, he tried to identify clear guidelines for the improvement of their
productivity.

Taylor’s Scientific Management Principles (Robbins and Coulter, 2009) are

as follows:

1. Develop a process that is scientifically proven to replace rule of thumb

method
2. Select, train, and develop each worker based on scientific approaches.
3. Heartily cooperate with the workers to ensure that all work is done in
accordance with the principles of the science that has been developed;
and
4. Divide jobs and responsibilities between managers and workers to
ensure that it is scientifically observed and implemented.

General Administrative Theory

The General Administrative Theory focuses on the manager’s functions,

and what makes up great management practice or execution. Henri Fayol
(18411925) and Max Weber (1864-1920) are the personalities most commonly
associated with it. Fayol’s nineteenth century writings had been involved with
activities of managers which he primarily based totally on his real experience as
director in a huge coal mining company. He believed that control is an interest that
each one companies need to exercise and considered it as a break away all
different organizational activities including marketing, finance, research and
development, and others. Weber, a German sociologist wrote with inside the early
1900s that best companies, in particular massive ones, need to have authority
structures, and coordination with others primarily based totally on what he known
as bureaucracy. Present-day companies nevertheless employ Weber’s structural
design.

Henry Fayol’s 14 Management Principles

1. Division of Work – assignment of specialized tasks, with specific duties

and responsibilities given to each person in the organization.

2. Authority and Responsibility - each to be associated and inseparable.

Authority is the strength or the proper entrusted to make things feasible
and responsibility is the obligation, or tasks assigned to a specific
position.

3. Discipline - wherein expectancies need to be sincerely set and violators

of policies have to be punished.

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4. Unity of Command – employees should receive orders from one
superior/manager only.

5. Unity of Direction – one boss and one plan for having the same
objective.

6. Subordination of Individual Interest to General Interest – interest of one

employee or group of employees should not prevail over the interest of
the business.

7. Remuneration – remuneration and method of payment should be fair

and afford the maximum possible satisfaction to employees and
employer. Sometimes called Compensation. “Equal pay for equal
work.”

8. Centralization- it is a system of management wherein major policies are

made only by top management.

9. Scalar Chain - it means that communication must be observed within

the chain of command.

10. Maintenance of Order – ensures a place for everything.

11. Equity/Fairness – results from kindness and justice.

12. Stability/Security of Tenure – unnecessary labor turnover could be the

cause and the effect of bad management. Employees must have
sufficient time and length to show his really well worth to the company.
“Probationary appointment.”

13. Initiative – to encourage employees to act on their own in the support

of the organization’s objectives.

14. Promotion of Team Spirit or Esprit de Corps – “in union there is

strength.” Need for teamwork and the importance of communication in
obtaining it.

Weber’s Bureaucracy

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

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Total Quality Management (TQM)

Total Quality Management is a management philosophy that that centers

around the satisfaction of customers, their needs, and expectations. Quality
experts W. Edward Deming (1900-1993) and Joseph M. Juran (1904-2008)
brought this customer-oriented concept in the 1950s, however, the idea had few
supporters. The Americans did no longer right away take to the concept for the
reason that US changed into playing supremacy in the international marketplace
at the time. Japanese manufacturers, on the opposite hand, took word of it and
enthusiastically experimented on its application. When Japanese firms to be
recognized for their quality products, Western managers were forced to give a
more serious consideration of Deming’s and Juran’s modern management
philosophy that eventually became the foundation of today’s quality management
practices.

Deming’s 14 Points for Top Management

1. Create loyalty of reason for the development of merchandise and

services.
2. Adopt the new TQM philosophy.
3. End dependence on mass inspection via doing matters properly
and doing it rights the primary time.
4. Cease the exercise of awarding enterprise base on price tag alone.
5. Constantly enhance the system of manufacturing and services.
6. Intuitive training.
7. Adopt and institute leadership.
8. Drive out fear.
9. Break down barriers between staff areas.
10. Remove slogans, give emphasis on the corrections of defects in the
system.
11. Eliminate numerical quota for the work force.
12. Eliminate limitations that rob people of “satisfaction of
workmanship.”
13. Encourage education, and self-improvement for everyone.
14. Take action to accomplish the transformation.

Juran’s Fitness of Quality

1. Excellence of Design via marketplace research, product, and

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

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 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 can respond to needs.
5. Create techniques which can be capable of producing the product
features.
6. Show that the method can produce the product.
7. Transfer the ensuing plans to the working forces.

Human Relations Theory

The Human Relations Theory became out of the human relations

development during the 1930s. It centers around the social component in the work
environment and thinks about the impact of relational connections, social molding,
and gathering standards in deciding the performance of workers.

The establishments of the human relations development was built up

during the 1920s with the spearheading investigations of Elton Mayo, and
Australian therapist who utilized his skill to actualize upgrades in the working
environment. He and his associates set out on a progression of investigations of
laborers in the Hawthorne Works manufacturing plant of the Western Electric
Organization. Among the imaginative results of the Hawthorne considers were the
presentation of a set number of work hours, the usage of break times for workers,
enhancements in lighting in working zones, and close supervision by The
managers. Managers were urged to be supportive of their workers and to
effectively include them in decision-making. Mayo saw that the presentation of
these progressions brought about expanded fulfillment among workers which
likewise brought about their expanded generally speaking profitability.

Another prominent supporter of the field of human relations is Abraham

Maslow, Maslow contended that individual behavior is primarily influenced by
specific needs. He portrayed these need according to a hierarchy where people
attempt to satisfy first their lower-level or basic needs, such as food, clothing, and
shelter, and then progress upward to the higher-level needs of such as self-esteem
and self-actualization. In 1970, Maslow changed his unique 1954 pyramid and
included two increasingly fundamental needs: cognitive needs or the need to
acquire knowledge; and aesthetic needs or the need to create and experience
beauty, balance, and structure. The use of Maslow's theory in management
requires managers to guarantee that basic needs of their workers are being met in
the work environment to ensure their maximum performance.

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 Maslow’s Pyramid of Needs

Quantitative Management Theory

Quantitative Management makes use of quantitative methods together with

statistical analyses and computer simulations to reach at a management decision.
The two main branches of quantitative management are management science and
operations management.

Management Science utilizes mathematics in problem solving and

decision-making. It tries to make perfect models that will be the reason for
improved business operations and processes. On the other hand, Operations
Management seeks to apply ideas and models from management science to the
actual workplace in dealing with managerial situations.

Management information systems, meanwhile, is a most recent sub field of

quantitative management. It accumulates past, present, and anticipated data from
external and internal sources and transforms them into usable information which
managers use to choose the best alternatives and make decisions easily. The
information is usually provided in easily accessible formats such as spreadsheets.

Systems Theory

The Systems Theory clarifies how interrelated parts operate together to

achieve a common purpose. With the appearance of the Industrial Revolution, and
the growing necessities for accelerated performance and more precision in
manufacturing and operations, the systems approach have become the favored
version of a company and management. It defines an organization as a system
which is composed of four elements:

1. Inputs (materials/human resources)

2. Transformation processes (technology/managerial operations)
3. Outputs (products/services)
4. Feedback (reactions from the environment)

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 The present day system’s theory analyzes a company consistent with the
degree to which it's open or closed. An open system refers to an organization that
interacts closely with its environment and is fully aware of what is going on in the
environment, as well as the changes it experiences. A closed system, on the other
hand, does not interact with its environment and pays little attention to changes in
its surroundings.

Contingency Theory

The Contingency Theory argues that frequent theories cannot be carried

out to companies because every organization has precise traits and is faced with
the aid of using numerous troubles or challenges. An organization’s overall
performance is likewise affected by inner and outside factors. This perspective was
introduced in 1967 by Fred Fiedler, an industrial and organizational psychologist
who studied in the relationship between leadership and group effectiveness.
Fiedler’s contingency model states that the personality of the leader determines
how well he or she addresses situations at the workplace. Other experts such as
Paul Lawrence, Jay Lorsch, and James Thompson studied the impact of
contingency factors on the organizational structure. The structural contingency
theory was the dominant paradigm of organizational structural theories for most of
the 1970s.

Furthermore, they cautioned that preceding theories which include Weber’s

bureaucracy, and Taylor’s scientific management failed due to the fact they
neglected the reality that management style and organizational structure is
inspired by the aid of using diverse factors of the environment, which can be the
contingency elements that outline business situations. Hence, one cannot
determine the best style of leadership for an organization.

Organizational Behavior (OB) Approach

The Organizational Behavior (OB) technique entails the study of the

conduct, demeanor, or motion of each person at work. Research on conduct
enables managers perform their functions- leading, team building, resolving
issues, and others. Robert Owen, Mary Parker Follet, Hugo Munsterberg, and
Chester Barnard were the early supporters of the OB approach. During the late
1700s, Owen noticed lamentable conditions. Follet, in the early 1900s, introduced
the idea that individual or group behavior must be considered in organizational
management. Likewise, in the early 1900s, Munsterberg proposed the
administering of psychological tests for the selection of would-be employees in
companies. Barnard, in the 1930s, suggested that cooperation is required in
organizations since it is, mainly, a social system.

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 II. Let’s Perform & Practice

General Instruction: Answer the fast learning review questions given in a short bond paper. After
the time allotment, submit it to me via Gmail or if (online class) have it answered immediately by
the students.

1. In your own words, define management. Compare your answer with the given definitions
in this lesson, and point out the differences, and similarities.
2. Enumerate and describe the five functions of management.
3. In your opinion, who among the management theorists discussed had the best contribution
to management practices? Explain your answer.

III. Let’s Connect / Let’s Analyze

Think of a difficult task which you, as a student, must accomplish. What are the steps needed
to complete the said task? How the management functions and theories discussed help you to
become more efficient in completing the task? Explain your answer and write it in a short bond
paper and submit it to me via Gmail or .
In connection to real life applications, it would be nice to bring this to discussion. At the end
of the discussion, write in two or three sentences to complete the following:

I realized that:
I resolved that:

IV. Let’s Answer

Formative Assessment: Multiple Choice

Instruction: Choose the letter of the correct answer and submit it to me via Gmail.

1. Management is the process of coordinating and overseeing the work performance of

individuals working together in organizations, so that they could efficiently accomplish their
chosen aims or goals.
A. True B. False

2. What function of management demands assigning tasks, setting aside funds, and bringing
harmonious relations among the individuals and work groups or teams in the organization?
A. Planning B. Organizing C. Staffing D. Controlling

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 3. What function of management 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.?
A. Planning B. Organizing C. Staffing D. Controlling

4. What management theory concentrates on the manager’s functions, and what makes up
good management practice or implementation?
A. Scientific Management Theory C. General Administrative Theory
B. Human Relations Theory D. Total Quality Management

5. What management theory focuses on the satisfaction of customers, their needs, and
expectations.?
A. Scientific Management Theory C. General Administrative Theory
B. Human Relations Theory D. Total Quality Management

V. Let’s Explore / Let’s Create

1. Interview two department chairpersons in your school or barangay Captain/ Purok Leader
in your Community and ask if they make use of all the management functions, and how
they apply management theories & concepts in solving problem in their department.
2. Use the internet and choose a website offerings current management news. Choose one
good news item or a negative news item and relate it to the management functions and
theories discussed in the lesson.

Instruction: Make a video in presenting your output. You will be graded consistent with the rubric
given.

Criteria Poor (3 Points) Fair (7 Points) Good (10 Points)

Poor Fair Good

Shows limited and no understanding of Shows nearly complete Shows complete

the topics, perhaps only re-copying understanding of the understanding of the
Understanding
the given task topics given and slightly whole topics given and
inconsistent. presented it perfectly.
Poor Fair Good

*Uses some important elements of the * Uses maximum
task. of the vital elements of the
*Uses inappropriate strategy or task.
application of strategy is unclear. * Use an
Planning and *Uses some relevant data. appropriate but
Execution *Limited use of applications and incomplete strategy for
presentations. presentation.
*Uses most of the relevant
data.
*Appropriate but
incomplete use of
*Uses only the important
and specific elements of
the task.
*Uses an appropriate and
complete strategy for
presentation.
*Uses relevant
information.
*Uses clear and effective
strategy of application
and presentations.

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 applications and
presentations.
Poor Fair Good

*Incomplete explanation and not be *There is a clear *There is a clear and

clearly presented. *The explanation explanation and specific explanation of the
cannot be understood and unrelated appropriate use of said topic.
Communication to the task. strategy but inconsistent *All task explained
in presentation. specifically and
*The topic discussed understood.
completely but not
specific.

References:

1. Cabrera, H., Altajeros, A., & Benjamin, R. (2016). “Organization and Management.”
Philippine Copyright ISBN 978-971-07-3860-1 Vibal Group Inc.
2. Zarate, C. (2016). “Organization and Management.” Philippines: C&E Publishing Inc.
3. Iñigo, C. (2005). “Management for Filipinos (Revised Edition).” Philippine Copyright 1986

Prepared by:

JHON ACE M. QUIBUYEN

Teacher III- Pablo Lorenzo National High School

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