Grade 12 Organizational Management

Semester 1.1.1
1st Period Summative Assessment 1
Reviewer
I. Introduction to Management
A. What is Management?
1. The process of planning, organizing, leading, and controlling resources to achieve
organizational goals and objectives.
a. Goals = What you work towards (Long Term)
b. Objectives = Landmarks you work towards to achieve said goal. (Short
Term)

2. Important for achieving an organization’s objectives and so that resources are

used efficiently and effectively.
a. Efficient: Less Resources, More Output or same Amount of Output.
b. Effectively: Achieves the desired effect and objective.

3. We need good management for increased productivity, better decision making,

and higher job satisfaction for team members.

4. The Levels of Management (Using SR as an example)

a. Top Level (ManCom and HR)
b. Middle Level (OpComs and Department Heads)
c. First Level (supervisory) management (teachers, level heads, class
advisers)
B. The Functions of Management / Functions of a Manager
1. Planning: Defining your goals and objectives; as well as identifying resources
needed and designing action plans to achieve said goals and objectives.

2. Organizing: Organizing Resources to ensure that they are used efficiently and
effectively. Parts of Organizing include creating job descriptions, conducting
interviews, and setting job roles, and responsibilities.

3. Leading: Managers provide leadership, direction,and guidance to team members

to help them achieve their goals and be successful.

4. Controlling: Assessing and monitoring the progress towards goals and objectives
and identifying the deviations and necessary corrections.

5. Is the management process a cycle?

The answer is that you technically use all functions at the same time. By
nature it’s cyclical and you can’t separate the steps from each other. You can
however make them interconnected. You need to adjust and adapt.

C. The Tasks of a Manager

1. Goal Setting: Set specific, measurable, achievable, relevant, and time-bound
goals.
2. Communication: Communicate with members, stakeholders, and clients to ensure
everyone is informed.
3. Motivation: Inspire and motivate their teams to achieve their goals and reach their
full potential.
4. Decision Making: Make informed decisions based on data and experience

D. Effective Team Management

1. It’s built to last: Effective Management Requires a good team. Create a goal of
collaboration and communication to achieve goals with a sense of camaraderie
 2. Define and get on the same page: Form bonds between leaders and teams so you
can boost alignment, achievement, and outcomes.

3. Develop Team Members: Provide Coaching, Development, and Feedback to boost

the growth of each member of your team and achieve greater productivity and job
satisfaction.
E. How Management Impacts Process Improvement
1. Sustaining Momentum: Commitment = Catalyst for Improvement.
2. Driving Change: Management is the catalyst that propels organizational change.
3. Improving Efficiency and Effectiveness.

II. The Different Management Theories

A. The Classical Theories

Theory Proponent Focus Advantages Disadvantages

Bureaucratic Max Weber Focuses on the It is very Not a flexible

organization on professional and theory as it
a more macro less biased. The sticks too much
level or as one people who on the rules and
whole. deserve the regulations.
position are
Similar to the given the Very impersonal,
government position instead leading to
system, the of traditions difficulties in
Bureaucratic such as family reaching certain
Theory values heir. individuals
rules and a well based on
defined It also handles hierarchy i.e.
hierarchy. the distribution slow
of jobs well. communication
Legal-rational.

Scientific Frederick Taylor Focuses on This theory Inhumane in

finding a leads to great nature.
definite process efficiency and
that all makes sure that Sees the
 employees must a company or employee as an
follow to organization is asset as it tries to
produce better fulfilling their make them work
and efficient goals and in one formula.
results. making a profit.
Basically
It is on the micro ignores the
level, meaning it employee’s
focuses on every needs which
little detail to might lead to
improve workers quitting.
productivity.

Administrative Henri Fayol Focused on the This theory Does not yet
management helped develop focus on the
process and the the basis of the employees as a
manager’s skills. modern day person but rather
Management focuses on the
Highlights the Process which is manager
fourteen a strong guide themselves.
principles of for managers to
management. lead their
business/organiz
ation.
B. Behavioral Management Theories:
1. Human Relation Theory (by Elton Mayo)
- Mayo looked at what made people effective and tried to stray from the
“cog in the machine” mentality.
- The Elton Mayo Effect
a. Mayo conducted an experiment to determine the correlation
between light levels and productivity.
b. He realized that productivity increased either way regardless of the
light level.
c. There is humanity within the workers. A more deep seeded force
pushing them to work hard.

- The Theory Itself

a. Interactions are important.
b. Social Connection and employee needs are most necessary in order
to improve productivity.
c. The theory emphasizes the importance of employee satisfaction
and motivation in achieving organizational success.
d. Social interactions and attention from management are also
important in relation to productivity.
2. The Hierarchy of Needs (by Abram Maslow)

- This theory explains that we have certain needs that—whether they are
met or not—influence management practices as a whole.
- These needs change depending on what stage you are in life (or how long
you’ve been in the organization) and/or what position you are currently in.

3. Theory X and Y (by Douglas Mcgregor)

- Theory X
a. It’s a pessimistic view
b. Assumes that employees are lazy and unmotivated by nature
c. Employees need to be controlled through incentives or threats.
d. This might seem like a bad view to have, but think about this.
Sometimes, people can be unmotivated or unwilling to work. You
need to push them with the right amount of harshness to get them
to work.
 - Theory Y
a. It’s an optimistic view
b. Assumes that employees are self-motivated and seek fulfillment in
their work.
c. Employees can be trusted to work in the best interests of the
organization.
- These theories are more of participative management. It fosters trust,
empowers employees and aligns personal and organizational goals.
- While both theories are on the extreme sides of their respective spectrums,
it is possible to use elements from both theories to properly manage an
organization.

C. Conclusion
1. Limitations:
- These theories place too much emphasis on individual motivation and not
on organizational structure and external factors.
- These theories are also based on a limited sample of individuals, making
them hard to apply universally.

2. Practical Application/Suggestions:
- Know your Organization, understand its structure, goals, and needs.
- Combine Theories, combine aspects of different theories and make your
own approach that works best.
- Be Flexible, no theory is perfect. Adjust and adapt accordingly.

III. The Manager

A. The Three Levels of Management
1. Top Level Managers:
- Responsible for developing overall strategic plans
- Ensures the success of the organization.
- These can include CEOs, CMOs, and CFOs.
 2. Middle Level Managers:
- Responsible for implementing the plans by the top level.
- Ensures the day-to-day operations of the organization runs smoothly.
- These include plant managers, department heads, and division managers.

3. First Line Managers:

- Responsible for managing the work of non-managerial employees
- Typically in the production service or service functions of an organization.
- These include supervisors and team leaders.

B. Types of Managers
1. Line Managers (First Level): Responsible for direct production of goods or
delivery services. First level managers.
2. Staff Managers (Middle Level): Provide support, advice, and expertise to line
managers like Human Resources, Marketing, and Legal Managers. Middle level
managers fall under this category.
3. Functional Managers (Top Level): Responsible for specific areas of expertise
such as finance or operations.

C. Mintzberg’s Managerial Roles

1. Interpersonal Roles → You’re keeping the connections within your company.
- A figurehead (representative)
- Leader (interpersonal relations)
- Liaison (external relations)
2. Informational Roles → You disseminate information and receive information.
- Scans the environment for developments that may affect the organization
(recipient or monitor)
- Gathers and disseminates information (disseminator)
- Acts as a spokesperson for their organization
 3. Decisional Roles → Make decisions and you look to the future of the
organization.
- Makes strategic choices
- Solves problems and generates new ideas
- Deals with internal and external threats
- Negotiates on behalf of their organization/compromise for the
organization.

D. Katz’s Managerial Skills

1. Technical Skills: Ability to apply knowledge or expertise in a particular field. Are
applied by the first level managers.
2. Human Skills: Ability to work well with others and build effective relationships.
The human skills are applied by middle level managers. Every manager needs
these skills though.
3. Conceptual Skills: Ability to analyze complex problems and make decisions that
create value for the organization. They are applied by top level managers.

All skills are applied by everyone but some skills are specialized in specific levels.
Notice how the area for each specialization gets bigger for each specialization specified.
The bigger area means they focus on that skill more, with HR being equal on all sides
because Managers need to know how to deal with people.
 E. Challenges faced by Managers
1. Managing Diversity: With rising multicultural workforce, managers need to learn
to value and respect diversity
2. Managing Change: Rapid technological advances and market changes require
managers to be flexible and adaptable
3. Managing Ethics and Social Responsibility: Managers need to make difficult
decisions that balance their organization’s performance against its ethical social
responsibilities.

~ THE END ~

Let’s all properly read through the reviewer before the test. The objective part of the test will
most likely be an identification type test. Good luck to us all!