Principles of Management

CHAPTER II

Reporters :

Rhapael Tanggol

Analiza Olido
Janella Capalad

Angelyn Cabilangan
• born January 5, 1953 he is a Filipino entrepreneur. He is the
founder and chairman of Jollibee Foods Corporation and the
co-chairman of DoubleDragon Properties.

• Tan was born to Chinese

immigrant parents from Fujian. He
attended high school at Chiang Kai
Shek College and graduated from
the University of Santo Tomas with
a degree in chemical engineering.
• SIGNIFICANCE OF STUDYING MANAGEMENT
Definition of Management

• The force that runs an enterprise and is responsible for its success
and failure
• Is the performance of conceiving and achieving desired
results by means of group effort consisting of utilizing human
talents and resources

• Getting things done through people

• Planning and implementing

• Satisfying the economic and social needs by being productive for

human being, for the economy, and for society

• Is a resource used by everybody to achieve goals

 • Is a distinct process of planning, organizing, staffing, directing, and
controlling (POSDICON), performed to determine and accomplish
stated objectives by the used of human being and other business
resources

Basic Resources Fundamental Functions Stated

6M’s The Process Of Management Objectives
End-Results

Planning Organizing Staffing

Men Social
Responsibility
Money
Materials
Machines
Methods
Market Profit

Directing Controlling
 • Related to decision making

• Refers to the Formulation of

PLANNING Objectives, Programs, Policies,
Procedures, rules and regulations,
in order to achieve the goals of
the business

• Planning involves forcasting, that is, making decision in advance

100

DOING

THINKING

RANK AND FILE OWNER TO MANAGER

 • Is the grouping together of people,
establishing relationship among them; and
ORGANIZING defining the authority and responsibility
that the personnel have in the use of the
company’s material resources to attain
predetermined goals and objectives.

• Involves filling and

keeping filled the
positions provided in the STAFFING
organization structure
• Directing has to do with the
predominantly interpersonal aspect of
managing DIRECTING

• “Leadership implies Followership”

• Controlling is the process of measuring

and correcting the activities of
subordinates and the company itself to
assure conformity to plans
CONTROLLING
• Control activities generally relate to the
measurement of achievement.
• Management it is an ART because results in the accomplishment of
objectives through the use of human efforts.
• It requires skill and careful study in the management of any
endeavor

• Management is a SCIENCE because it is a systematic

body of knowledge.
• It gathers and analyzes facts and formulates general laws or
principles from these facts
• THE CLASSICAL OR TRADITIONAL SCHOOL
• THE HUMAN RELATION RELATIONS SCHOOL

• THE MANAGEMENT SCIENCE OR QUANTITIVE SCHOOL

• MODERN MANAGEM
 THE CLASSICAL OR TRADITIONAL SCHOOL

• The classical theory of managementbis built on principles. These

principles have been suggested by theories such as those
presented by Mooney, Reiley, Urwick, Gullick, Fayol, Emerson,
and Taylor.
• Henri Fayol was a French
mining engineer, mining
executive, author and
director of mines who
developed general theory
of business administration
that is often called Fayolism
 2.Authority
1.Divison of and
Work 3.Unity of
14.Equity Responsibility
Command

4.Subordination of
13.Order Individual interest to
General Interest
14 PRINCIPLES
12.Unity of OF
Direction MANAGEMENT 5.Remuneration
By Henri Fayol

11.Simplicity 6.Centralization

10.Span of
9.Esprit de 8.Stability of 7.Scalar Chain
Conrol
Corps Tenure
 PRESIDENT,VICE
PRESIDENT,CORPORATE,
SECRETARY,CORPORATE
TOP MANAGEMENT
TREASURER ETC.

DEPARTMENT
MIDDLE HEADS,SECTION
MANAGEMENT CHIEFS, SUPERVISORS,
ETC.

LOWER LEVEL
OR CLERK,MESSENGERS,
RANK AND FILE TYPISTS ETC.
1. Develop a science for each element of a man’s work, to replace the old rule
of thumb method.

2. Scientifically select and then train the worker.

3. Heartily cooperate with the men to ensure that all the work done is in
accordance with the principles of the science develop for the work

4. Divide the work and the responsibility equally between management

and the workers
HUMAN RELATIONS SCHOOL
MANAGEMENT SCIENCE or
QUANTITATIVE SCHOOL OF
THOUGHT
 MODERN MANAGEMENT

TOP MANAGEMENT:

• Develops and reveiws long-range plans and strategies

• Evaluates overall performance of various department and ensures
cooperation
• Involves in the selection of key personnel
• Consults subordinate , manages on subjects or problems of general scope.
 MIDDLE MANAGEMENT:
• Makes plans of intermediate range and prepares long-range
plans for review by top management
• Analyzes managerial performance to determine capability and
readiness for promotion
• Establishes departmentak policies
• Counsels subordinates on production, personnel or other
problems
• Selects and recduits personnel
SUPERVISORY MANAGEMENT:

• Makes detailed , short-range operating plans

• Reviews performance of subordinates
• Supervises day to day operations
• Makes specific task assignments
• Maintain close contact with operative employees