GROUP 2

BY: JAYVEE KUAN, REYNALDO CONCON JR. , JUDE PAGATPATAN, BEN BRYAN ULI AND ELIZABETH CERNA
HOW TO MANAGE ONE'S SUPERIOR

Managing your Boss

By: John J. Gabarro and John P. Kotter

 Checklist for Managing Your boss Make sure you understand your boss and his or her context, including:
 Goals and objectives
 Pressure
 Strength, weaknesses, blind spot
 Preferred work style
 Asses yourself and your needs, including:
 Strength and weaknesses
 Personal style
 Predisposition towards dependence on authority figures
 Develop and maintain a relationship that:
 Fits both your needs and styles
 Is characterized by mutual expectation
 Keeps your boss informed
 Is based on dependability and authority
 Selectively uses your boss’s time and resources
UNDERSTAND THE EVOLUTION OF MANAGEMENT THROUGH
ITS PRINCIPLES.

The History of Management

• Ur (Iraq) in 3000
• Early Egyptian (1300 BC) and Ancient China
• Moses
• Socrates around 400 BC
 - management as a competency separate from technical knowledge and experience
 Plato
 - also accepted management as a separate art and advocated specialization principles
 Diocletian, a Roman emperor in 284 AD
 Attila the Hun, about 433 AD
 Roman Catholic Church
 Classical Management 1885 and 1940 Scientific Management

- Classical management is - Scientific is more focused

based on the belief that on the methods to develop an
workers only have physical improvement in productivity.
and economic needs.
JAMES WATT JR AND MATTHEW ROBINSON BOULTON
1796

- inventors and developers of the steam engine founded the Soho Engineering Foundry in Great Britain
 • Market analysis and forecasting
 • planned system configuration and workflow requirements
 • planned position of the site
 • project planning
 • production process standards
 • product feature standardization

- Watt and Boulton developed worker and executive training and development programs for their workers, job-study
programs leading to the payment of outcomes based on work reports, management experience, and other welfare
services such as a sickness benefit plan
ROBERT OWEN
(1771-1858) SCOTLAND

 Robert Owen also referred to as the father of modern personnel

management
 Raising the minimum age for working children
 Providing meals for on-duty workers at the factories
 Set up business stores to sell products at cost
 building houses and streets and making the city and factory attractive.
 Charles Babbage Henry Varnum Poor

 - On the Economy of Machinery and  Editor of American Railroad Journal

Factories, published in 1832  Created a management framework with
 - Argued that there should be shared an organizational structure
interests between workers and factory
owners
 FREDERICK W. TAYLOR

 - He recognized the idea of greater efficiency obtained by involving the workers. "systematic soldiering.“
 - Minimum wages
 - The goal of management was lower labor costs then the goal of higher salaries for the workers
 According to Taylor, there are 4 principles of scientific management:

1. Replace rule-of-thumb work methods based on a scientific study of the tasks.

2. Scientifically select, train, and develop each worker rather than passively leaving them to train themselves.

3. Cooperate with the workers to ensure that the scientifically developed methods are being followed

4. Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning
the task, and the workers perform the tasks.
 Henry L. Grant
• Incentive program gave bonuses to employees who
were doing their job less than the norm required
• “Gantt Chart”, he developed planning and control
techniques to show relationships between planned
and completed work on one axis and time spent on
the other.
Frank and Lillian Gilbreth
• Contributions to production and operations
• best known for their study of time and motion
• created the "laws of motion economy" from these
studies, which involved 22 principles dealing with:
1. the use of the human body
2. the workplace arrangement
3. tools and equipment design
GENERAL ADMINISTRATIVE MANAGEMENT

• also called the Administrative Management Theory, which tests the organizations as total entities and gives
emphasis to the ways to make them more efficient and effective.
• the general theory of administrative management dealt with the complete organization of management.
• It was an attempt to establish a much wider theory regarding administrative management roles and is considered
the predecessor to modern organizational theory.
HENRI FAYOL

• introduced "systematic management theory"

• every manager's basic functions included planning, arranging, directing, managing, and controlling.
• Fayol proposed that all activities involving industrial projects could be divided into six parts:
1. Technical which involved the production
2. The commercial included buying, selling, and exchange.
3. Financial which increased the search for, and optimum use of capital
4. Security which protected property
5. Accounting which included statistical analysis
6. Managerial which encompassed planning, organization, command, coordination, and control.
 Max Weber Charles I. Barnard
• the father of bureaucratic management • is regarded as a significant transformative figure who
• attempted to connect scientific management with
People employed in each office were selected based
human relations.
on their qualifications for their job
• introduced a theory concerning the acceptance of
• Promotions have been structured to reward seniority,
authority based on free will and outside forces.
success, or both
 Luther Gulick
• added the concept of span of control, which
addressed the factors limiting the number of
people a manager could supervise.
• He also recommended unity of command
• His homogeneity of work centered on the fact
that an organization should not combine
dissimilar activities in single agencies.
Lyndall Urwick
 Urwick’s contributions included
fostering modern thought about the
management functions of planning,
organizing, controlling, and developing
general managerial guidelines
 James Mooney Classical Management Contribution

• James Mooney developed three primary management
principles:
1. the coordination principle - It involved individuals
performing activities together to obtain a common
goal
2. the scalar principle - the rating of the duties involved
for different members of the organization according
to the degrees of authority and corresponding
responsibility
3. the functional principle - the differentiation between
various kinds of duty.
 The primary contributions of the classical management
movement include the following:
• applying science to the practice of management
• developing the foundation for later management
developments
• advancing the concept of the basic management functions of
planning, organizing, influencing, and controlling
• classifying relevant management processes, functions, and
skills which are still acknowledged as key concepts today
• articulating and applying specific principles of formal
management
• focusing attention on management as a legitimate topic
worthy of scientific inquiry.
BEHAVIORAL MANAGEMENT PRINCIPLE

• is a management approach that focuses specifically on human cognition,

motivation, and leadership, as distinguished from the basic mechanical
performance.
• The campaign for behavior control involves the trend of public relations as well as
social behavior.
• The behavioral management principle explores the actions of workers in the
organizational environment.
HUMAN RELATIONS MANAGEMENT THEORY

 Workplace culture is promoted through human relations.

 Understanding human connections may help costs, profits, and long-term economic viability highlight
its value Its development began during the early 1920s industrial revolution The company's emphasis
was on profitability.
 Mayo's Hawthorne experiment led to knowledge of informal group dynamics within organizations
They found 27 connections between bosses, subordinates, and peers than either economic or physical
advantages.
 Professor Elton Mayo's Hawthorne research showed that are the most important factor.owing to
connections and belonging to a society where each person's effort employee influenced team
performance.
MOTIVATIONAL MANAGEMENT THEORY

David McClelland's motivation theory of management

suggests that each person has three basic needs: 
the need for power, achievement, or affiliation. In this
employee motivation theory, McClelland says that a
person's particular need will have a significant impact on
their behavior.
MASLOW’S NEED HIERARCHY THEORY

 Perhaps the most well-known

theory of motivation is Maslow's
needs hierarchy, which is based on
human needs. He created a
hierarchical classification of all
human needs based on his clinical
expertise. He believed that once a
man's needs are fulfilled, inspiring
him would be futile. Then one
must encourage the man to a
greater degree.
 Physiological Needs
 The next needs that are felt after fulfilling
These needs are fundamental to human life, and
thus include food, water, clothing, air, shelter,
and life necessities. These needs relate to the
survival of human life and its maintenance. They
have a tremendous impact on human behavior.
Such needs must be addressed at least partially in
the first place before higher-level needs arise.
When physiological needs are satisfied, man is
no longer driven by them.
Safety Needs
the physiological needs are called health
and protection needs. These needs find
expression in priorities such as economic
security and physical hazard safety.
Meeting those needs requires more money
and, thus, causes the person to work more.
Like physiological needs, once they are
fulfilled these become inactive.
 Social Needs
 Humans are social beings. Therefore,
he has an interest in social contact,
companionship, belonging, etc. It is
this socialization and belonging that
is why people tend to work in groups
and particularly older people go to
work.
Esteem Needs
Such needs include self-esteem and respect for
oneself. They include those needs that indicate
self-confidence, accomplishment, ability,
experience, and freedom. Meeting the needs of
integrity contributes to self-confidence, resilience,
and the desire to be successful within the
organization. However, the failure to fulfill these
needs contributes to feelings of inferiority,
vulnerability, and helplessness.
 Self-actualization Needs- Nonetheless, self-actualization encourages the person to manifest their self-
perception. In other words, the need hierarchy's last stage is the need for personal growth It's about happiness.
Maslow says humans must follow a dominance hierarchy. The opposite end of the demand spectrum is
limitlessness. Maslow's demand for hierarchy has its justifications.
 Herzberg’s Motivation Hygiene Theory- The psychologist Frederick Herzberg expanded Maslow's research
and introduced a new theory of motivation popularly known as Herzberg's Theory of Motivation Hygiene
(Two-Factor). Herzberg conducted a widely publicized motivational survey of 200 accountants and engineers
in and around Western Pennsylvania, employed by businesses.
He asked these people to identify two major incidents at work:
(1) When was your job especially good
(2) When was your job extremely bad? He used the method of collecting data by a critical incident
Nonetheless, self-actualization promotes self-expression. The need for personal development is the last level of
the hierarchy. It's about joy. Maslow believes people must have a hierarchy. Infinite demand is the polar
opposite. Maslow's need for hierarchy is justified.
Herzberg says discontent is not the reverse of pleasure.
Removing unsatisfactory elements from a project does
not automatically make it acceptable, he claims. He
believes in a dual continuity. Today's motivators are
tomorrow's hygiene, says Herzberg.
THE NEED OF AFFILIATION

The need for the association is characterized as a desire to develop and

maintain warm and friendly relationships with others. In several cases, the need for
the association is close to the social needs of Maslow.
Those characteristics of people with a strong need for the association are:
1. They have a deep desire to make others embrace and support.
2. They strive to be in line with the desires of people whose friendship and
companionship they respect.
3. They respect other people's feelings.
MCGREGOR’S PARTICIPATION THEORY

Douglas McGregor proposed two distinct individual views focused on

Employee engagement. The first negative, Theory X labeled, and the other positive,
Theory Y labeled.

The X theory is based on the premises of:

Humans are indolent by definition. That is, they like the minimum possible amount Of
work.
- Individuals lack motivation, fear accountability, and want others to lead them.
-People are generally self-centered and oblivious to the needs and goals of the
Organization.
- People are usually gullible, and bright and not very sharp.
Instead, Theory Y assumes that: Urwick’s Theory Z
Much after McGregor’s theoretical propositions X
By their very essence, people are not passive or
immune to organizational and Y, the three theorists Urwick, Rangnekar, and
Objectives. Ouchi-propounded the third theory called Z theory.
The two propositions in Urwicks’s theory are that:
They want to be held accountable. i. Every person should know precisely the
We want to improve their objectives of the organization and the
organization. Sum of their contribution through their efforts toward those
objectives.
People can control their behavior. i. Every person should also know that the
We need achievement. organizational purpose relationship
 
1. Should positively fulfill his / her needs.
The above two, in Urwick’s opinion, make people prepared to act positively to
Achieve both organizational and individual goals. Ouchi’s Theory Z has, however,
Drawn significant interest from both management practitioners and researchers. It Should be
remembered that Z stands for nothing, is the last letter in the English
Language.
Humans are indolent by definition. That is, they like the minimum possible amount Of work.
2. Individuals lack motivation, fear accountability, and want others to lead them.
3. People are generally self-centered and oblivious to the needs and goals of the
Organization.
4. People are usually gullible, and bright and not very sharp.
 The Z theory is based on four
premises:
 -The powerful relationship between
workers and the Organization
-Employee Commitment and
Participation
-No Formal Organization Structure
-Developing Human Capital
 Argyris’s Theory
Argyris formulated his theory of motivation
based on the premise that
Management activities influence individual
behavior and development. In his opinion,
The seven changes in a human personality
make him / her mature. In other words, an
Individual’s personality evolves.
 Argyris believes that immaturity occurs in individuals largely due to
Organizational set-up and management activities such as role specialization, the
Chain of command, unity of purpose, and time duration. He suggests a gradual
Change from the current pyramidal organizational framework to the humanistic
Paradigm to make individuals grow mature; from the current management system to More versatile and participative
management.

Vroom’s Expectancy Theory

Some of the most commonly known motivation theories are provided by Victor
Vroom in his Theory of Expectancy “This is a cognitive motivation theory of the
Process. The theory is based on the fundamental notions that people would be driven
To exert a high degree of effort when they believe there are relationships between the
Effort they produce, the success they obtain, and the incentives they earn.

Thus, the primary constructs in motivation expectation theory are:

Valence – According to Vroom, Valence means the interest or importance one

Puts on a given result or reward.
Expectancy – Efforts contribute to success.
Instrumentality – Vroom means by instrumentality, the assumption that success
Is linked to rewards.
PORTER AND LAWLER’S EXPECTANCY THEORY
 

The theory by Porter and Lawler is an improvement on Vroom’s principle of Expectation. We

say motivation is not equal to happiness or success. The model Suggested by them follows some
of the conventional simplistic assumptions made About the positive connection between
satisfaction and results. They proposed a Multi-variate model that would clarify the dynamic
relationship between satisfaction And efficiency. Within Porter and Lawler’s model, what is the
key argument is that effort or Motivation does not explicitly lead to results. It is intact, influenced
by skills and Characteristics and expectations of the position. In the end, success brings
Satisfaction. predicated on the premise that rewards result in pleasure and that performance
sometimes results in reward. They propose that another variable, incentives, is mediating the
connection between satisfaction and performance. They believe that superior performance results
in rewards, which result in pleasure. It is a multivariate model that elucidates the intricate
connection between motivation, performance, and satisfaction.
 INTRINSIC REWARDS
- given to an individual by himself for good performance.
-Include feelings of accomplishment and satisfaction of higher-level needs
 EXTRINSIC REWARDS
 given by the organization and satisfy mainly lower-level needs. They include such things as pay, promotion,
status,and job security. weekly connection to performance
EFFORT
refers to how much determination an employee is spending on a given job. There are
two factors that need to be considered on how much effort an employee can put in a job,
the importance of incentive and perception of effort-reward probability.

PERFORMANCE
The effort one puts into his / her results. All may or may not be similar. The level of
success is therefore dictated by the amount of work and the employee's skill and job
understanding. Therefore, if an employee has less skill and/or makes misperception of
his / her position, his / her performance may be low despite his / her great efforts.
 Operations Management- the administration of business practices to create the highest level
of efficiency possible within an organization. It is concerned with converting materials and
labor into goods and services as efficiently as possible to maximize the profit of an
organization. 
 Management Information Systems-the study of people, technology, organizations,
and the relationships among them. MIS professionals help firms realize maximum
benefit from investment in personnel, equipment, and business processes. MIS is
a people-oriented field with an emphasis on service through technology. 
 Modern Management- continues to develop through the introduction of theories.
-system approach
- contingency approach
- strategic management approach
Classical, behavioral, and quantitative processes are combined along with structures and
crisis management theory to form the basis of the new process of management.
System approach - A system is defined as a component set that interacts regularly or
interdependently, creating as a whole unit. The framework description lets one see the
critical variables and constraints, and their interactions.
System design characteristics:
• A system should be composed of unique elements, units, or sub-units.
• A System Adjustment affects the other subsystems.
• Super-system affects any system.
• All structures along its subsystem must have certain shared objectives.
• A framework is objective-oriented.
• A machine cannot live in solitary confinement.
Contingency approach
It understands the circumstances as a tactic too. This approach embraces the complexities and nuances of the
company's structure. An entity is affected by:
Its climate, and its laws consist of physical resources, atmosphere, people, conditions of the society, culture, and
business.
Strategic management approach - Strategic
management is the process of setting goals, procedures,
and objectives in order to make a company or
organization more competitive. Typically, strategic
management looks at effectively deploying staff and
resources to achieve these goals. Often, strategic
management includes strategy evaluation, internal
organization analysis, and strategy execution throughout
the company.
Strategic management requires four basic components:
• environmental scanning
• strategy formulation
• strategy implementation
• evaluation and control
THE FUNDAMENTAL PRINCIPLES DISCUSSED IN GREATER DETAILS WILL PROVIDE THE
FRAMEWORK THAT WILL BE REQUIRED BY SUCCESSFUL FUTURE MANAGERS IN TERMS OF
UNDERSTANDING STRATEGIES, ORGANIZATIONAL CULTURES, AND THEORIES. OF COURSE, THERE
ARE ADVANTAGES AND DISADVANTAGES ASSOCIATED WITH EACH ONE. MANAGEMENT'S
KNOWLEDGE AND ABILITY TO ADOPT A VARIETY OF MANAGEMENT IDEAS AND STRATEGIES AS
THE COMPANY IS CONTINUOUSLY EVOLVING ARE CRUCIAL TO ACHIEVING AND RETAINING A
COMPETITIVE EDGE OVER OTHERS.
THANK YOU