1P-MANAGEMENT-AND-HUMAN-RESOURCE-ADMINISTRATION_ef5e5d5b6ae6833414004fbae46352f2.pptx

MANAGEMENT AND HUMAN RESOURCE ADMINISTRATION Prepared by: Andrea Darla L. Espinosa, RRT, MSRT  MANAGEMENT  Means to coordinate the efforts of people to accomplish goals and objectives using available resources efficiently and effectively.  Refers to the tasks a...

MANAGEMENT AND HUMAN RESOURCE ADMINISTRATION Prepared by: Andrea Darla L. Espinosa, RRT, MSRT  MANAGEMENT  Means to coordinate the efforts of people to accomplish goals and objectives using available resources efficiently and effectively.  Refers to the tasks and activities involved in directing an organization or one of its units: planning, organizing, leading, and controlling.  HUMAN RESOURCE ADMINISTRATION  Refers to the managing of human capital within an organization or industry  Before, it was referred to as “personnel management”  Handled by a team of human resources professionals headed by a senior human resources director  THEORIES AND MODELS OF ORGANIZATIONAL BEHAVIOR  Organizational Behavior  Is a field of study that investigates the impact that individuals, groups and structures have on behavior within an organization for the purpose of applying such knowledge towards improving an organization’s effectiveness.  Includes sociology, psychology, communication and management.  Devoted to understanding, explaining, and improving the attitudes and behaviors of individuals and groups in organizations. According to Adam Smith, Kinds of value  Division of labor implies  Use value (value in use) assigning each worker to the is the utility of consuming job that suits him best. a good.  Productive labor fulfills two  Exchange value refers to an important requirements. First, item or service produced, it must “lead to the production and sold on the market. of tangible objects.” Second, labor must “create a surplus” which can be reinvested into production. Bureaucracy  specific form of organization defined by complexity, division of labour, permanence, professional management, hierarchical coordination and control, strict chain of command, and legal authority.  Six Major Principles of Bureaucracy 1. Hierarchy – consists power levels that control each subsequent level. 2. Rules – must be followed consistently throughout all levels of the structure. 3. Function – maintains that the members are organized by function and skill as to keep similar individuals together. 4. Focus – “in focus” form serves to fulfill the needs of members. “up focus” structure serves to profit stockholders and similarly powerful people. 5. Impersonal – rests paramount to the success of the structure. 6. Qualification – employment within the bureaucracy relies on qualifications rather than connections and relationships. 4 Principles of Taylor’s Scientific Management 1. Replace rule of thumb work methods with methods based on a scientific study of the tasks. 2. Scientifically select, train and develop each employee. 3. Provide “detailed instruction and supervision of each worker”. 4. Divide work nearly equally between managers and workers.  According to Elton Mayo,  Individual workers cannot be treated in isolation, but must be seen as members of a group.  Informal or unofficial groups formed at work have a strong influence on the behavior of those workers in a group.  Managers must be aware of these social and emotional needs and cater for them, to ensure that employees collaborate with the official organization rather than work against it.  Functions of the Executive (by Chester Irving Barnard) 1. Establishing and maintaining a system of communication. 2. Securing essential services from other members. 3. Formulating organizational purposes and objectives. Six Major Industrial Activities Identified by Henri Fayol 1. Technical (production and manufacturing) 2. Commercial (buying, selling and exchanging) 3. Financial (search for an optimum use of capital) 4. Security (safeguarding property and people) 5. Accounting (including statistics) 6. Managerial  5 Managerial Functions 1. Planning – deciding what needs to happen in the future and generating plans for action. 2. Organizing – making optimum use of the resouces required to enable the successful carrying out of plans. 3. Commanding/Directing – instructs, guides, and inspires the employees by communicating with them. 4. Coordinating/Staffing – selection of the best people and putting them on job where their talents and skills can be best utilized, and retention of these people through incentives, job training and job enrichment programmes, in order to achieve both individual and organizational objectives. 5. Controlling – checking progress against plans, which may need modification based on feedback.  Fayol’s 14 Principles of Management 1. Division of work 9. Scalar chain 2. Authority 10. Order 3. Discipline 11. Equity 4. Unity of command 12. Stability of tenure of personnel 5. Unity of direction 13. Initiative 6. Subordination of individual 14. Espirit de corps interests to the general interests 7. Remuneration 8. Centralization 1. Division of work – work should be divided among individuals and groups to ensure that effort and attention are focused on special portions of the task. 2. Authority – right to give orders and power to exact obedience. 3. Discipline – common effort of workers. 4. Unity of command – should receive orders from only one manager. 5.Unity of direction – entire organization should be moving towards a common objective in a common direction. 6.Subordination of individual interests to the general interests – the interest of one person should not take priority over the interests of the organization as a whole. 7.Remuneration – many variables, such as cost of living, supply of qualified personnel, general business conditions, and success of the business, should be considered in determining a worker’s rate of pay. 8. Centralization – lowering the importance of subordinate role. 9.Scalar chain – managers in hierarchies are part of a chain like authority scale. 10.Order – for efficiency and coordination 11.Equity – all employees should be treated as equally as possible 12.Stability of tenure of personnel – retaining productive employees should always be a high priority of management. 13.Initiative – management should take steps to encourage worker initiative 14.Espirit de corps – management should encourage harmony and general good feelings among employees Hygiene and Motivating Factors of Dual Factor Theory (formulated by Frederick Herzberg) Hygiene Factors Motivating Factors  Company’s policies and  Achievement Administration   Supervision Recognition for  Working conditions accomplishment  Interpersonal relations  Increased  Salary responsibility  Job security  Opportunity for  Status growth and  Personal life development  Employee benefits  Creative and challenging work Abraham Harold Maslow’s Hierarchy of needs – a theory of psychological health predicted on fulfilling innate human needs in priority, culminating in self actualization  David Clarence McClelland’s Achievement Motivation Theory 1. Need for achievement: The drive to excel, to achieve in relation to a set of standards, to strive to succeed. 2. Need for power: The need to make others behave in a way that they would not have behaved otherwise. 3. Need for affiliation: the desire for friendly and close interpersonal relationships.  Victor Vroom’s Expectancy theory 1. Effort-performance relationship – the probability perceived by the individual that exerting a given amount of effort will lead to performance. 2. Performance-reward relationship – the degree to which the individual believes that performing at a particular level will lead to attainment of a desired outcome. 3. Rewards-personal goals relationship – the degree to which organizational rewards satisfy an individual’s personal goals or needs and the attractiveness of those potential rewards for the individual.  Mary Parker Follett’s 4 Principles of Coordination 1. Coordination as the ‘Reciprocal Relating’ of all factors in a situation – relating the factors in a situation. 2. Coordination by direct contact – direct communication between all responsible people involved. 3. Coordination in the early stages – involving all the people directly concerned, right from the initial stages. 4. Coordination as a continuing process – keeping coordination going on a continuous basis. Douglas McGregor’s Theory X and Theory Y CONCEPTS OF MANAGEMENT AND LEADERSHIP LEADERSHIP MANAGEMENT Definition  The ability of an  Comprises directing and individual to influence, controlling a group of motivate and enable others people for the purpose of to contribute towards the coordinating and success of the organization. harmonizing that group towards accomplishing a goal. Personality Styles  Loners and private people  Focus on goals  Brilliant  Strong will  Risk taker  imaginative Focus  Leading people  Managing work Outcomes  Achievements  Results Approach to tasks  Create solutions to the  Empower people by soliciting problems their views, values and principles  Approach to risk  Risk-taking  Risk averse Role in decision-making  Facilitative  Involved Styles  Transformational, Consultative  Dictatorial, & Participative authoritative, transactional, autocratic,  consultative and democratic Power through  Charisma & Influence  Formal authority & position Organization  Leaders have followers  Manager have subordinates Appeal to  Heart  Head  Organizational Chart  a diagram that shows the structure of an organization and the relationships and relative ranks of its parts and positions.  illustrates relationship between people within an organization.  shows relationships between staff in the organization.  Line – direct relationship between superior and subordinate.  Lateral – relationship between different departments on the same hierarchial level.  Staff – relationship between a managerial assistant and other areas.  Functional – relationships between specialist positions and other areas.  Lines of Authority  the chain of command within an organization that confers the power to order subordinates.  https://www.britannica.com/topic/bureaucracy http://ispatguru.com/directing-a-management-function/ http://www.businessmanagementideas.com/staffin g/staffing- meaning-features-and-importance/3508 https://myventurepad.com/assumptions-theory-x- theory-y/ H. A., RRT,RSO,MMEM. (2014). DEPARTMENT ADMINISTRATION, ETHICS AND JURISPUDENCE FOR RADIOLOGIC TECHNOLOGISTS IN THE PHILIPPINES (2014 ed., Vol. 1). MALABON: GIUANI PRINTS HOUSE End of Lecture, Thank You!