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Study Guide in Mgt 101: Management and Marketing in the 21 st Century Module No. 1

STUDY GUIDE FOR MODULE NO. 1

INTRODUCTION TO MANAGEMENT

MODULE OVERVIEW

Hi #BSBAby! Welcome to Mgt 101! This is the first every major subject in your college life. Mgt 101 is a
foundation course to prepare the BSBA students for higher level course. For ABM students, this is a review of
some of your subjects taken on your senior high school. If you are non-ABM, there is no need to worry! This
course is actually added to the curriculum for you! This is a bridging course for you to have a background of
what’s ahead of you in your #BSBAJourney. Mgt 101 is actually a combination of Management and Marketing.
The first half (Midterms) which cover Topics 1 to 5 is all about management. While the second half (Finals)
covers Topics 6 to10 and is all about marketing.

Since this is the first module, we will start with the evolution of management and we proceed with the
discussion of what management is all about, managers and their roles and also the importance studying it.

Go to www.menti.com and enter the code that the teacher will give you. Write down three words you
associate with management.

All contents are heavily drawn from our main reference book, Management (14th ed.) by Robbins & Coulter
(2018).

MODULE LEARNING OBJECTIVES

At the end of this module, you should be able to:

1. Describe the different theories and approaches in the history of management
2. Recognize who managers are and where they work
3. Explain why managers are important to organizations.
4. Describe the functions, roles, and skills of managers.
5. Describe the factors that are reshaping and redefining the manager’s job.
6. Explain the value of studying management.

A. EVOLUTION OF MANAGEMENT

Henry Ford, a business magnate and the founder of Ford Motor Company, once said, “History is more or less
bunk.” Well, he was wrong! History is important because it can put current activities in perspective. In this
topic, we’re going to take a trip back in time to see how the field of study called management has evolved.
What you’re going to see is that today’s managers still use many elements of the historical approaches to
management. Only through reflection can we fully appreciate the effects of the past on present thought and
action. Use this knowledge to become effective managers by learning from past mistakes and successes.

The evolution of management can be summarized in the figure below:

 Early Management. This period talks about the first proofs of management practice such as
construction of Egyptian Pyramids and Great Wall of China. Adam Smith also introduced the
importance of division of labor (job specialization). Another early management example is the
industrial revolution which emphasized that production in factories (mass production) is so much
better than producing at home (craft-style).
 Classical Approach: Frederick W. Taylor, known as the “father” of scientific management, studied
manual work using scientific principles—that is, guidelines for improving production efficiency—to find
the one best way to do those jobs. The Gilbreths’ primary contribution was finding efficient hand-and-
body motions and designing proper tools and equipment for optimizing work performance. Fayol
believed the functions of management were common to all business endeavors but also were distinct
from other business functions. He developed 14 principles of management from which many current

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Study Guide in Mgt 101: Management and Marketing in the 21 st Century Module No. 1

management concepts have evolved. Weber described an ideal type of organization he called a
bureaucracy—characteristics that many of today’s large organizations still have. Today’s managers
use the concepts of scientific management when they analyze basic work tasks to be performed, use
time-and-motion study to eliminate wasted motions, hire the best qualified workers for a job, use
adaptive robotics to boost worker efficiency, and design incentive systems based on output. They use
general administrative theory when they perform the functions of management and structure their
organizations so that resources are used efficiently and effectively.
 Behavioral Approach. The early OB advocates (Robert Owen, Hugo Munsterberg, Mary Parker
Follett, and Chester Barnard) contributed various ideas, but all believed that people were the most
important asset of the organization and should be managed accordingly. The Hawthorne Studies
dramatically affected management beliefs about the role of people in organizations, leading to a new
emphasis on the human behavior factor in managing. The behavioral approach has largely shaped
how today’s organizations are managed. Many current theories of motivation, leadership, group
behavior and development, and other behavioral issues can be traced to the early OB advocates and
the conclusions from the Hawthorne Studies.
 Quantitative Approach. The quantitative approach involves applications of statistics, optimization
models, information models, and computer simulations to management activities. Today’s managers
use the quantitative approach, especially when making decisions, as they plan and control work
activities such as allocating resources, improving quality, scheduling work, or determining optimum
inventory levels. Total quality management—a management philosophy devoted to continual
improvement and responding to customer needs and expectations—also makes use of quantitative
methods to meet its goals.
 Contemporary Approaches. The systems approach says that an organization takes in inputs
(resources) from the environment and transforms or processes these resources into outputs that are
distributed into the environment. This approach provides a framework to help managers understand
how all the interdependent units work together to achieve the organization’s goals and that decisions
and actions taken in one organizational area will affect others. In this way, managers can recognize
that organizations are not self-contained, but instead rely on their environment for essential inputs and
as outlets to absorb their outputs. The contingency approach says that organizations are different,
face different situations, and require different ways of managing. It helps us understand management
because it stresses there are no simplistic or universal rules for managers to follow. Instead,
managers must look at their situation and determine that if this is the way my situation is, then this is
the best way for me to manage.

LEARNING ACTIVITY 1

 Continue reading the topic on the ebook Management (14th ed.) by Robbins & Coulter (2018) on pp.
66-77. Also, check on the ebooks/journals below. Write short notes (may be in a notebook or you can
encode) to be passed and compiled at the end of the semester. Short notes means your takeaways,
new learnings and the most important concepts that you have read. You will do this for the rest for
the semester.
 A chapter of a book: https://www.zamaros.net/mgt%20reading%202%20-%20history%20of
%20mgt.pdf
 Cummings, Stephen & Bridgman, Todd & Rowlinson, Michael. (2017). A New History of
Management. 10.1017/9781316481202.
o Link:
https://www.researchgate.net/publication/320979385_A_New_History_of_Manageme
nt
 F., Kwok. (2014). The Evolution of Management Theories: A Literature Review. Nang Yan
Business Journal. 3. 10.1515/nybj-2015-0003.
o Link:
https://www.researchgate.net/publication/307760441_The_Evolution_of_Managemen
t_Theories_A_Literature_Review

Reflection Question/s (Code: T1_RQ1)

 What are the different principles of Management according to Fayol? Describe each.

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Study Guide in Mgt 101: Management and Marketing in the 21 st Century Module No. 1

 Can scientific management principles help you be more efficient? Choose a task you do regularly at
home this quarantine (such as laundry, washing dishes, cooking a certain dish, grocery shopping,
etc.). Analyze it by writing down the steps involved in completing that task. See if any activities could
be combined or eliminated. Find the “one best way” to do this task. And the next time you have to do
the task, try the scientifically managed way! See if you become more efficient (keeping in mind that
changing habits isn’t easy to do). I will be choosing three of you to share your experience, so you
better be prepared, yes? Good luck!

B. WHO ARE MANAGERS AND WHERE DO THEY WORK?

Who are Managers

Managers coordinate and oversee the work of other people so that organizational goals can be accomplished.
Nonmanagerial employees work directly on a job or task and have no one reporting to them. In traditionally
structured organizations, managers can be first-line, middle, or top. In other more loosely configured
organizations, the managers may not be as readily identifiable, although someone must fulfill that role.

Levels of Management

In traditionally structured organizations where there is a hierarchy, can be visualized in the figure below:

 first-line (frontline) managers: Managers at the lowest level of management who manage the work of
nonmanagerial employees
 middle managers: Managers between the lowest level and top levels of the organization who manage
the work of first-line managers
 top managers: Managers at or near the upper levels of the organization structure who are responsible
for making organization-wide decisions and establishing the goals and plans that affect the entire
organization

Where do Managers Work?

Managers work in an organization, which is a deliberate arrangement of people to accomplish some specific
purpose. Organizations have three characteristics: They have a distinctive purpose, they are composed of
people, and they have a deliberate structure. Many of today’s organizations are structured to be more open,
flexible, and responsive to changes

Three Characteristics of an Organization

An organization has a distinct purpose typically expressed through goals the organization hopes to
accomplish. Second, each organization is composed of people. It takes people to perform the work that’s
necessary for the organization to achieve its goals. Third, all organizations develop a deliberate structure
within which members do their work.

C. WHY ARE MANAGERS IMPORTANT

What Can a Great Boss Do?

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 Inspire you professionally and personally

 Energize you and your coworkers to accomplish things together that you couldn’t get done by
yourself
 Provide coaching and guidance with problems
 Provide you feedback on how you’re doing
 Help you to improve your performance
 Keep you informed of organizational changes
 Change your life

Reasons Why Managers are Important

Managers are important to organizations for three reasons. First, organizations need their managerial skills
and abilities in uncertain, complex, and chaotic times. Second, managers are critical to getting things done in
organizations. Finally, managers contribute to employee productivity and loyalty; the way employees are
managed can affect the organization’s financial performance, and managerial ability has been shown to be
important in creating organizational value.

D. WHAT DO MANAGERS DO?

Broadly speaking, management is what managers do and involves coordinating and overseeing the efficient
and effective completion of others’ work activities. Efficiency means doing things right; effectiveness means
doing the right things.

The four functions of management include planning (defining goals, establishing strategies, and developing
plans), organizing (arranging and structuring work), leading (working with and through people), and controlling
(monitoring, comparing, and correcting work performance).

Mintzberg’s managerial roles include interpersonal, which involve people and other ceremonial/symbolic
duties (figurehead, leader, and liaison); informational, which involve collecting, receiving, and disseminating
information (monitor, disseminator, and spokesperson); and decisional, which involve making choices
(entrepreneur, disturbance handler, resource allocator, and negotiator).

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Study Guide in Mgt 101: Management and Marketing in the 21 st Century Module No. 1

Katz’s managerial skills include technical (job-specific knowledge and techniques), interpersonal (ability to
work well with people), and conceptual (ability to think and express ideas). Technical skills are most important
for lower-level managers, while conceptual skills are most important for top managers. Interpersonal skills are
equally important for all managers. Some other managerial skills identified include managing human capital,
inspiring commitment, managing change, using purposeful networking, and so forth.

LEARNING ACTIVITY 2

 Continue reading the topics on pages 40-48, your e-book, Management (14th ed.) by Robbins &
Coulter (2018) and watch the video “Definition of Management” on https://www.youtube.com/watch?
v=_OBqwhYLEJo
 Write short notes about them (may be in a notebook or you can encode) to be passed and compiled
at the end of the semester. Short notes means your takeaways, new learnings and the most important
concepts that you have read.

Virtual Interview (Code: T1_Vi)

Interview two different managers (via Facebook, text or call) and take note of their name, age,
company/branch and the number of years they work as manager. Ask them the following questions: (1) What
are the best and worst parts about being a manager? (2) What’s the best management advice you ever
received? Compare both managers, are there differences and similarities on their answers?

Reflection Questions (T1_RQ2)

If you have work experience (or during your SHS immersion), consider managers who you have encountered.
Did you work with any good managers? Did you work with any bad managers? Based on your experience,
create a list of traits or skills that good managers possess.

E. HOW IS THE MANAGER’S JOB CHANGING?

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The changes impacting managers’ jobs include global economic and political uncertainties, changing
workplaces, ethical issues, security threats, and changing technology.

 Managers must focus on customer service because employee attitudes and behaviors play a big role
in customer satisfaction.
 Managers must focus on technology as it impacts how things get done in organizations.
 Managers must focus on social media because these forms of communication are important and
valuable tools in managing.
 Managers must focus on innovation because it is important for organizations to be competitive.
 Managers must also focus on sustainability as business goals are developed.
 And finally, managers must focus on employees in order for them to be more productive.

LEARNING ACTIVITY 3

Continue reading the topics on pages 49-53, your e-book, Management (14th ed.) by Robbins & Coulter (2018)
and these articles:
o Tovmasyan, Gayane. (2017). The Role of Managers in Organizations: Psychological Aspects.
Business Ethics and Leadership. 1. 20-26. 10.21272/bel.1(3).20-26.2017. Link:
https://www.researchgate.net/publication/320561102_The_Role_of_Managers_in_Organizations_Psy
chological_Aspects
o https://www.eversheds-sutherland.com/global/en/what/articles/index.page?ArticleID=en/
Health_and_safety/
COVID19_and_the_critical_role_of_managers_in_supporting_wellbeing_in_the_workplace
o https://www.hrexchangenetwork.com/employee-engagement/articles/how-managers-can-become-
heroes-of-the-covid-19-crisis
 Write short notes about them (may be in a notebook or you can encode) to be passed and compiled
at the end of the semester. Short notes means your takeaways, new learnings and the most important
concepts that you have read. You will do this for the rest for the semester.
 Use the articles to answer the reflection questions.

Reflection Question/s: (Code: T1_RQ3)

How did managers’ roles change during the COVID19? How do managers become “heroes” in this time of
pandemic? Share your insights with your classmates. Again, I will be choosing three of you to share what you
have written. Good luck!

F. WHY STUDY MANAGEMENT

It’s important to study management for three reasons: (1) the universality of management, which refers to the
fact that managers are needed in all types and sizes of organizations, at all organizational levels and work
areas, and in all global locations; (2) the reality of work—that is, you will either manage or be managed; and
(3) the awareness of the significant rewards and challenges in being a manager.

LEARNING ACTIVITY 4:

 Continue reading the topic on the ebook Management (14th ed.) by Robbins & Coulter (2018) on pp.
53-55. Write short notes (may be in a notebook or you can encode) to be passed and compiled at the
end of the semester.

Reflection Question/s: (T1_RQ4)

 After reading, share your own *personal* reason why is it important to study management.

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Quiz #2
 We will have a short quiz. I will be sending the link of the quiz. You can only answer once and make
sure you answer them when you’re ready. Answer the questions as honest as possible. Wait, look up,
someone’s watching you  You know the drill: Do not ask your classmates for the questions and
learn on your own 

Advanced Reading:
 Our next topic is about the first function of management, which is planning. You may read Chapter 8,
on the ebook Management (14th ed.) by Robbins & Coulter (2018) on page 288-305.

SUMMARY

 The management history can be summarized in five periods / approaches: Early Management,
Classical Approach, Behavioral Approach, Quantitative Approach and Contemporary Approach.
These approaches have significant contributions to what the concept of management is now.
 Managers coordinate and oversee the work of other people so that organizational goals can be
accomplished. And managers work in an organization, which is a deliberate arrangement of people to
accomplish some specific purpose.
 Managers are important to organizations for three reasons. First, organizations need their managerial
skills and abilities in uncertain, complex, and chaotic times. Second, managers are critical to getting
things done in organizations. Finally, managers contribute to employee productivity and loyalty.
 There are four functions of management: Planning, Organizing, Leading and Controlling.
 The changes impacting managers’ jobs include global economic and political uncertainties, changing
workplaces, ethical issues, security threats, and changing technology.
 It’s important to study management for three reasons: (1) the universality of management; (2) the
reality of work—that is, you will either manage or be managed; and (3) the awareness of the
significant rewards and challengers in being a manager.

REFERENCES

o Cummings, Stephen & Bridgman, Todd & Rowlinson, Michael. (2017). A New History of Management.
10.1017/9781316481202.
o F., Kwok. (2014). The Evolution of Management Theories: A Literature Review. Nang Yan Business
Journal. 3. 10.1515/nybj-2015-0003.
o https://www.eversheds-sutherland.com/global/en/what/articles/index.page?ArticleID=en/
Health_and_safety/
COVID19_and_the_critical_role_of_managers_in_supporting_wellbeing_in_the_workplace
o https://www.hrexchangenetwork.com/employee-engagement/articles/how-managers-can-become-
heroes-of-the-covid-19-crisis
 https://www.youtube.com/watch?v=_OBqwhYLEJo
o https://www.zamaros.net/mgt%20reading%202%20-%20history%20of%20mgt.pdf
 Robbins, S. & Coulter, M. (2018). Management. (14th ed.). Pearson Education Limited
 Tovmasyan, Gayane. (2017). The Role of Managers in Organizations: Psychological Aspects.
Business Ethics and Leadership. 1. 20-26. 10.21272/bel.1(3).20-26.2017.

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