Organization And Management - Week 1 & 2 PDF

Slide 1 ORGANIZATION AND MANAGEMENT Week 1 & 2 Slide 2 WEEK 1 At the end of our lesson, you are expected to: explain the meaning and functions of management; (ABM_AOM11-Ia-b-3) and Slide 3 The Meanin...

Slide 1 ORGANIZATION AND MANAGEMENT Week 1 & 2 Slide 2 WEEK 1 At the end of our lesson, you are expected to: explain the meaning and functions of management; (ABM_AOM11-Ia-b-3) and Slide 3 The Meaning and Functions of Management Slide 4 Real-life Managers Slide 5 Cabrera, et al. Management is the process of coordinating and overseeing the work performance of individuals working together in organizations so that they could efficiently accomplish their chosen aims or goals. Slide 6 Mary Parker Follett (The Mother of Modern Management) Management is the art of getting things done through other people. Slide 7 Frederick W. Taylor Management is the art of being able to know what needs to be done and that making sure that it will be achieved in the most economical way. Slide 8 Harold Koontz (American organizational theorist) Viewed management as an art wherein things get done by people in formally organized groups. Slide 9 The manager has to successfully coordinate and oversee the work performance of individuals and groups he is in charge with. Effectiveness is being able to yield or generate the desired result or intended purpose. On the other hand, efficiency is being able to produce maximum output with the use of minimum input or doing things in the best manner without waste of resources. Slide 10 Peter Drucker “Efficiency is doing things right; effectiveness is doing the right things.” Slide 11 Five major managerial duties or managerial functions:  Planning Slide 12 This function entails setting the organization’s goals or performance objectives. Strategic actions necessary in accomplishing the goals are being defined at this stage while making sure that these are well coordinated and integration of activities are in place. Slide 13 Organizing In order for the set goals to be put into action, necessary tasks must be identified. It is in this stage that funds are made sure to be available. Since there will be several individuals and teams who will work alongside each other, harmonious relations must be promoted in the organization. Slide 14 Staffing Different job positions are identified with consideration to the size of the organization. The type of jobs that will be undertaken and the number of employees that needs to be hired to do the job must coincide. A manager has to make sure that he/she hires the right person for the right job. Slide 15 Leading The organization exists for the attainment of its goals. With this in mind, employees must be well- motivated and influenced to give their best as guided by the organization’s endeavour to achieve its set objectives. Incentives should be in place to encourage employee performance. Slide 16 Controlling It is necessary to evaluate whether the organization’s performance is on track and whether its members are continuously working towards the achievement of the set goals of the organization. Corrections and adjustment are done to ensure that the plans of the organization will be well implemented. Slide 17 Week 1 Summary: 1.Management is getting things done through other people. 2.It is important that people in the organization are focused on the achievement of the organization’s goals, their tasks are well- coordinated while working harmoniously. 3.As the organization works toward the direction set by the manager, maximum output should be aimed for while using minimum input of resources. 4.Management has five functions namely planning, organizing, staffing, leading and controlling. Slide 18 WEEK 2 (September 11 – 15) At the end of our lesson, you are expected to: explain the various types of management theories. (ABM_AOM11-Ia-b-3) Slide 19 Throughout the years, management practices have been TESTED, APPROVED AND DISPROVED by various management practitioners and forerunners and thus, these have evolved into theories. These theories serve as FRAMEWORK in fully understanding the organization, how to motivate the employees to perform at their best and accomplish things in the most efficient and economical way with the highest standards. Slide 20 Management Theories Scientific Management Theory (Taylorism) General Administrative Theory Total Quality Management (TQM) Organizational Behavior (OB) Approach Slide 21 Scientific Management Theory (Taylorism) Use of scientific approached to decision-making in management. Involves using step by step procedures and finding the best way to perform a job. Does not believe in the “rule of thumb”, the “hit or miss”, not the “trial and error” Slide 22 Frederick W. Taylor (1856- 1915) is a mechanical engineer and is known as the Father of Scientific Management. He established this theory after observing the inefficiencies and error done by workers on the routine jobs in his workplace. Slide 23 According to Robins and Coultier, 2009 as cited by Cabrera, et.al., 2016, this theory rests on the following fundamental principles: 1. develop a science for each element of an individual’s work to replace the old rule of thumb method; 2. scientifically select and train, teach and develop workers; 3. heartily cooperate with workers so as to ensure that all work is done in accordance with the principles of the science that has been developed; and 4. divide work and responsibility almost equally among management workers. Slide 24 General Administrative Theory This theory is based on the idea of departmentalization or the performance of various activities by the different units or department of the organization. Doing so will ensure that the tasks involved for the attainment of the common goal of the organization will be effectively accomplished. Henry Fayol (1841-1925) and Max Weber (1864-1920) are the major contributors to the General Administrative Theory which gives focus on the manager’s functions and good management practices. Fayol, who is a French mining engineer developed the general theory of business administration or the Fayolism. Slide 25 14 Principles of Management 1.Work Division – Workers must have work specialization. 2. Authority – This gives managers the right to give orders. 3. Discipline - Individuals must submit to rules and directions that govern the organization. 4. Unity of Command - Orders and directives must come from one administrator. 5. Unity of Direction - Employees must be guided by one plan of action. 6. Subordination of Individual to the Group - Group interest must prevail over individual interest. Henri Fayol 7. Remuneration -Payment of fair pay or the proper compensation to employees must be observed. Slide 26 8. Centralization – Decision making should not only come from the top but should be balanced, such that employees down the organizational structure are being involved and are empowered. 9. Scalar Chain of Authority - Promoting constant contact from the top level managers down to the lowest rank/level of employees makes them feel free to communicate. 10. Order - To enable employees to complete their tasks, necessary resources should be provided/ at hand. 11. Equity - Fair and good treatment among employees is a must. 12. Stability of Tenure - Frequent employee turnover can be avoided by hiring the right people for the job. 13. Initiative - Employees must be given opportunities to get involved and share their ideas and contribute to the progress of the Henri Fayol organization. 14. Esprit de Corps - Managers should continuously provide encouragement to employees to foster trust and harmonious working relations and promote team spirit within the organization. Slide 27 Weber on the other hand is a German sociologist who believed that the most efficient way to set up and manage an organization is having bureaucracy. It is with due consideration that in bureaucracy, an individual is treated with equality, there is a clear division of work responsibilities in accordance with their expertise. Slide 28 Weber described bureaucracy as an organizational with the following components: 1. division of labor 2. hierarchical identification of job positions 3. detailed rules and regulations 4. impersonal connections with one another Slide 29 Total Quality Management (TQM) Total Quality Management or TQM was a customer-oriented concept first introduced by quality experts W. Edwards Deming (1900-1993) and Joseph M. Juran (1904-2008) in the 1950s. It gives Joseph M. Juran utmost attention and detail on customer needs, expectations and their satisfaction. Slide 30 It did not gain instant support in the business world, particularly in the United States who at that time was leading in the global market. It was the Japanese manufacturers who gave attention to it and conducted experiments to prove its effectiveness. It placed them in a spot where they were renowned for their quality products. Western managers took notice, wasted no time and began applying the theory in their management practices. From then on, quality management practices of modern businesses rests on the TQM. Slide 31 Organizational Behaviour (OB) Approach As organizations are made up of teams and individuals, the Organizational worker in the workplace must be studied as basis for management decisions. It will be very helpful to the manager as he carries out his functions in leading, conflict resolutions and igniting team spirit to name a few. Hereunder are renowned supporters of the OB Approach and their propositions in management based on the theory: (135) What is Organizational Behavior? Definition and History of the Field - YouTube Slide 32 Robert Owen He proposed that workplace conditions must be improved after observing the conditions of workers in factories are awful and dangerous for all employees. He put an end to long working hours, only accepted children 10 years old and up when before, factories hire children as young as five years old who are beaten up and work in the same condition as adults. He was known as the father of personnel management. Slide 33 Mary Parker Follett She is an American Social Worker who introduced the idea that individual or group behaviour must be considered in managing the organization. She stressed that working in groups is more important than working individually. She believes in the “power with” approach to maintaining employee- management relations rather than “power over”. Slide 34 Hugo Munsterberg He is a German-American psychologist and was considered the father of industrial/ organizational psychology. He recommended the administration of psychological tests on aspiring employees so that the right person will be hired for the right job. It would be contributory to the organization’s achievement of optimum efficiency if psychological conditions, particularly the individual’s behaviour, will be in sync with that of the organization’s goal. He further stressed the importance of having cooperation within the organization being a social system. Slide 35 Chester Barnard He is an American business executive and public administrator who viewed organizations as cooperative systems mainly because it is composed of at least two persons working together for a common end. As these common end or goals emanate from the top, the willingness to accomplish and achieve it comes from the bottom going up which can be obtained with the use of inducements or incentives for the employees. Slide 36 Summary: W. Frederick Taylor is the Father of Scientific Management Theory or 1. Taylorism which promotes the establishment of step-by-step procedures or workflows in getting things done in the organization to promote economic efficiency. General Administrative Theory focuses on the manager’s functions and 2. good management practices. Total Quality Management or TQM organization gives utmost priority 3. to customer needs, expectations and satisfaction. Organizational Behaviour (OB) Approach takes into consideration the 4. behaviour, actions and conduct of individuals in the organization in making managerial decisions. Slide 37 THE END Please prepare for the Long Test