Learning Module Overview

Module Overview

• Designed for guided and independent learning at one's own pace.
• Encourages active engagement with learning resources.
• Includes parts to assess knowledge, introduce new concepts, and provide practice opportunities.

Key Sections of the Module

• What I Need to Know: Outlines expected skills or competencies.
• What I Know: Activity to check existing knowledge; score 100% to skip the module.
• What’s In: Review linking current lesson with previous content.
• What’s New: Introduces new lesson through diverse methods (stories, songs, problems).
• What is It: Brief discussion to help understand new concepts.
• What’s More: Independent practice activities to reinforce understanding.
• What I Have Learned: Reflective prompts to summarize learning achievements.
• What I Can Do: Real-life application of new knowledge or skills.

Management Functions

• Staffing: Involves filling job positions influenced by organizational size and external pressures.
• Leading: Aims to motivate and influence employees towards achieving organizational goals.
• Controlling: Evaluates and corrects performance of teams to align with set objectives.
• Effective management functions facilitate coordination, efficiency, and effectiveness within organizations.

Management Principles

• Coordination: Ensures harmonious action among various parts of an organization.
• Efficiency: Achieving maximum output from minimal input.
• Effectiveness: Doing things correctly to meet organizational aims.

Evolution of Management Theories

• Scientific Management Theory (Frederick W. Taylor):

  • Focuses on finding optimal methods for task performance.
  • Observed and analyzed workers' mistakes to improve productivity.
  • Principles include developing scientific methods for work and training workers systematically.

• General Administrative Theory (Henri Fayol, Max Weber):

  • Concentrates on managerial functions and implementing sound management practices.
  • Fayol emphasized management as a separate activity essential for all organizations.
  • Weber’s concept of bureaucracy introduced authority structures in organizations.

• Total Quality Management (TQM) (W. Edwards Deming, Joseph M. Juran):

  • Customer-focused management philosophy developed in the 1950s.
  • Initially met with resistance in the US, but later gained traction after successful Japanese applications.

• Organizational Behavior (OB):

  • Studies workplace behavior to improve management in leading and conflict resolution.
  • Early proponents included Robert Owen, Mary Parker Follett, Hugo Munsterberg, and Chester Barnard.

Key Concepts and Terms

• Management Functions: Necessary actions for coordinating work performance in organizations.
• Definition of Management: Applicable to any organization; emphasizes its universality.
• Management Types: Efficiently coordinating individuals to achieve organizational objectives.

Important Theorists

• Frederick W. Taylor: Known as the Father of Scientific Management.
• Henri Fayol: Advocated for the definition and separation of managerial activities.
• Max Weber: Emphasized bureaucratic structures for large organizations.

Key Terminology

• Staffing: Process of assigning roles based on organizational needs and external factors.
• Controlling: Assessing team performance and making adjustments to achieve objectives.
• Scientific Management: Focuses on using scientific methods to improve productivity.

Quiz Preparation

• Understand definitions and functions of management.
• Recognize key contributions and theories in management history.
• Familiarize with management terminology and concepts for practical application.