Grade 11 Organization and Management PDF

LEARNING ACTIVITY SHEET Grade Level/ Grade 11 Organization and Management Date: Week 1 Subject: Topic: Nature and Concept Duration: 4 hours of Management MELC: Explain the meaning, funct...

LEARNING ACTIVITY SHEET Grade Level/ Grade 11 Organization and Management Date: Week 1 Subject: Topic: Nature and Concept Duration: 4 hours of Management MELC: Explain the meaning, functions, types, Score: and theories of management Specific Objectives: 1. Discuss the meaning and functions of management. 2. Explain the types of management theories. I. Let’s Know NATURE AND CONCEPT OF MANAGEMENT DEFINITION OF MANAGEMENT Management is the manner of coordinating and overseeing the overall performance of people running collectively in organizations, in order that they may efficiently accomplish their selected objectives or goals. It is likewise defined as the manner of designing and maintaining an environment for efficiently engaging in selected aims. (Heinz, Weihrich, and Koontz, 2005). FUNCTIONS OF MANAGEMENT Management analysis is done by breaking it down into five major managerial duties; thus, making managerial knowledge more understandable. Management functions include the following (Helen Ma. F. Cabrera, Anthony DC. Altarejos, and Riaz Benjamin, 2016): Planning includes figuring out the organization’s goals or overall performance objectives, defining strategic movements that need to be achieved to perform them, and growing coordination and integration activities. Organizing deals with assigning tasks, putting aside assets, and bringing harmonious relationships among the people in the organization. Staffing involves recruitment, selection, and training of people in the organization. It also includes putting the right person at the right position. Leading entails influencing or motivating subordinates to do their best so that they would be able to help the organization’s endeavor to attain their set goals. Controlling entails comparing, measuring, and, if necessary, correcting the overall performance of the people or groups to make sure that they're all operating towards the formerly set desires and plans of the organization. COORDINATION, EFFICIENCY, AND EFFECTIVENESS: INTRINSIC TO THE NATURE OF MANAGEMENT Management functions- planning, organizing, staffing, leading, and controlling- will all goes to squander if coordination, productivity, and adequacy are not polished by an organization’s designated managers. At the end of the day, managers of top and middle- level of management as well as the team leaders or supervisor should all be aware of the said practices of successful organizations as they play their management functions. At the point, when applied to management functions, coordination guarantees that all people, groups, or teams are amicably cooperating and pushing toward the achievement of the organization’s vision, mission, goals, and objectives; efficiency, then, alludes to the ideal utilization of scant assets human, money related, physical, and mechanical-so as to bring the greatest profitability; and viability signifies, "doing things effectively" when occupied with exercises that will enable the organization attain its goals. Definition of Terms: Management Functions- functions needed to accomplish the management process of coordinating and overseeing the work performance of individuals working together in organizations. Coordination- harmonious, integrated action of various parts and processes of an organization. Efficiency- the character of being able to yield the maximum output from a minimum amount of input. Effectiveness- being adapted to produce an effect that will help the organization attain it aims. THEORIES OF MANAGEMENT Advancement is generally characterized as moderate phases of development and improvement, beginning from basic structures to increasingly complex structures. This, as well, could be applied to the management theories which have advanced from basic improvement of work techniques to progressively complex ones which center around work strategy improvement, yet additionally on consumer loyalty, and the conduct of individuals at work. Considering the advancement of management theories will assist you with understanding the beginnings of present-day management practices; why some are as yet well-known and why others are not, at this point being used; and why the extension and improvement of these are fundamental to adjust to the evolving times. Management theories include the following: Scientific Management Theory This management theory makes use of the step by step, logical technique for finding the absolute most ideal route for carrying out a job. Frederick W. Taylor (1865-1915) is known as the Father of Scientific Management. While filling in as mechanical specialist in a steel organization in Pennsylvania in the US of America (USA) he really wanted to see the laborers' slip-ups and wasteful aspects in doing their normal jobs. Their lack of enthusiasm, the discrepancy between their abilities and aptitudes, and their job assignments result to low output. Because of these observations, he tried to identify clear guidelines for the improvement of their productivity. Taylor’s Scientific Management Principles (Robbins and Coulter, 2009) are as follows: 1. Develop a process that is scientifically proven to replace rule of thumb method 2. Select, train, and develop each worker based on scientific approaches. 3. Heartily cooperate with the workers to ensure that all work is done in accordance with the principles of the science that has been developed; and 4. Divide jobs and responsibilities between managers and workers to ensure that it is scientifically observed and implemented. General Administrative Theory The General Administrative Theory focuses on the manager’s functions, and what makes up great management practice or execution. Henri Fayol (1841- 1925) and Max Weber (1864-1920) are the personalities most commonly associated with it. Fayol’s nineteenth century writings had been involved with activities of managers which he primarily based totally on his real experience as director in a huge coal mining company. He believed that control is an interest that each one companies need to exercise and considered it as a break away all different organizational activities including marketing, finance, research and development, and others. Weber, a German sociologist wrote with inside the early 1900s that best companies, in particular massive ones, need to have authority structures, and coordination with others primarily based totally on what he known as bureaucracy. Present-day companies nevertheless employ Weber’s structural design. Henry Fayol’s 14 Management Principles 1. Division of Work – assignment of specialized tasks, with specific duties and responsibilities given to each person in the organization. 2. Authority and Responsibility - each to be associated and inseparable. Authority is the strength or the proper entrusted to make things feasible and responsibility is the obligation, or tasks assigned to a specific position. 3. Discipline - wherein expectancies need to be sincerely set and violators of policies have to be punished. 4. Unity of Command – employees should receive orders from one superior/manager only. 5. Unity of Direction – one boss and one plan for having the same objective.  6. Subordination of Individual Interest to General Interest – interest of one employee or group of employees should not prevail over the interest of the business. 7. Remuneration – remuneration and method of payment should be fair and afford the maximum possible satisfaction to employees and employer. Sometimes called Compensation. “Equal pay for equal work.” 8. Centralization- it is a system of management wherein major policies are made only by top management. 9. Scalar Chain - it means that communication must be observed within the chain of command. 10. Maintenance of Order – ensures a place for everything. 11. Equity/Fairness – results from kindness and justice. 12. Stability/Security of Tenure – unnecessary labor turnover could be the cause and the effect of bad management. Employees must have sufficient time and length to show his really well worth to the company. “Probationary appointment.” 13. Initiative – to encourage employees to act on their own in the support of the organization’s objectives. 14. Promotion of Team Spirit or Esprit de Corps – “in union there is strength.” Need for teamwork and the importance of communication in obtaining it. Weber’s Bureaucracy According to Weber, bureaucracy is an organizational form distinguished by the following components: Division of labor Hierarchical identification of job positions Detailed rules and regulations Impersonal connections with one another Total Quality Management (TQM) Total Quality Management is a management philosophy that that centers around the satisfaction of customers, their needs, and expectations. Quality experts W. Edward Deming (1900-1993) and Joseph M. Juran (1904-2008) brought this customer-oriented concept in the 1950s, however, the idea had few supporters. The Americans did no longer right away take to the concept for the reason that US changed into playing supremacy in the international marketplace at the time. Japanese manufacturers, on the opposite hand, took word of it and enthusiastically experimented on its application. When Japanese firms to be recognized for their quality products, Western managers were forced to give a more serious consideration of Deming’s and Juran’s modern management philosophy that eventually became the foundation of today’s quality management practices. Deming’s 14 Points for Top Management 1. Create loyalty of reason for the development of merchandise and services. 2. Adopt the new TQM philosophy. 3. End dependence on mass inspection via doing matters properly and doing it rights the primary time. 4. Cease the exercise of awarding enterprise base on price tag alone. 5. Constantly enhance the system of manufacturing and services. 6. Intuitive training. 7. Adopt and institute leadership. 8. Drive out fear. 9. Break down barriers between staff areas. 10. Remove slogans, give emphasis on the corrections of defects in the system. 11. Eliminate numerical quota for the work force. 12. Eliminate limitations that rob people of “satisfaction of workmanship.” 13. Encourage education, and self-improvement for everyone. 14. Take action to accomplish the transformation. Juran’s Fitness of Quality 1. Excellence of Design via marketplace research, product, and concept. 2. Quality of Conformance-through management, manpower, and technology. 3. Availability-through reliability, maintainability, and logistic support. 4. Full service-through promptness, competence and integrity. Juran’s Quality Planning Roadmap 1. Identify your customers. 2. Determine their needs. 3. Translate them into one’s language. 4. Develop a product that can respond to needs. 5. Create techniques which can be capable of producing the product features. 6. Show that the method can produce the product. 7. Transfer the ensuing plans to the working forces. Human Relations Theory The Human Relations Theory became out of the human relations development during the 1930s. It centers around the social component in the work environment and thinks about the impact of relational connections, social molding, and gathering standards in deciding the performance of workers. The establishments of the human relations development was built up during the 1920s with the spearheading investigations of Elton Mayo, and Australian therapist who utilized his skill to actualize upgrades in the working environment. He and his associates set out on a progression of investigations of laborers in the Hawthorne Works manufacturing plant of the Western Electric Organization. Among the imaginative results of the Hawthorne considers were the presentation of a set number of work hours, the usage of break times for workers, enhancements in lighting in working zones, and close supervision by The managers. Managers were urged to be supportive of their workers and to effectively include them in decision-making. Mayo saw that the presentation of these progressions brought about expanded fulfillment among workers which likewise brought about their expanded generally speaking profitability. Another prominent supporter of the field of human relations is Abraham Maslow, Maslow contended that individual behavior is primarily influenced by specific needs. He portrayed these need according to a hierarchy where people attempt to satisfy first their lower-level or basic needs, such as food, clothing, and shelter, and then progress upward to the higher-level needs of such as self-esteem and self-actualization. In 1970, Maslow changed his unique 1954 pyramid and included two increasingly fundamental needs: cognitive needs or the need to acquire knowledge; and aesthetic needs or the need to create and experience beauty, balance, and structure. The use of Maslow's theory in management requires managers to guarantee that basic needs of their workers are being met in the work environment to ensure their maximum performance. Maslow’s Pyramid of Needs Quantitative Management Theory  Quantitative Management makes use of quantitative methods together with statistical analyses and computer simulations to reach at a management decision. The two main branches of quantitative management are management science and operations management. Management Science utilizes mathematics in problem solving and decision-making. It tries to make perfect models that will be the reason for improved business operations and processes. On the other hand, Operations Management seeks to apply ideas and models from management science to the actual workplace in dealing with managerial situations. Management information systems, meanwhile, is a most recent sub field of quantitative management. It accumulates past, present, and anticipated data from external and internal sources and transforms them into usable information which managers use to choose the best alternatives and make decisions easily. The information is usually provided in easily accessible formats such as spreadsheets. Systems Theory The Systems Theory clarifies how interrelated parts operate together to achieve a common purpose. With the appearance of the Industrial Revolution, and the growing necessities for accelerated performance and more precision in manufacturing and operations, the systems approach have become the favored version of a company and management. It defines an organization as a system which is composed of four elements: 1. Inputs (materials/human resources) 2. Transformation processes (technology/managerial operations) 3. Outputs (products/services) 4. Feedback (reactions from the environment) The present day system’s theory analyzes a company consistent with the degree to which it's open or closed. An open system refers to an organization that interacts closely with its environment and is fully aware of what is going on in the environment, as well as the changes it experiences. A closed system, on the other hand, does not interact with its environment and pays little attention to changes in its surroundings. Contingency Theory The Contingency Theory argues that frequent theories cannot be carried out to companies because every organization has precise traits and is faced with the aid of using numerous troubles or challenges. An organization’s overall performance is likewise affected by inner and outside factors. This perspective was introduced in 1967 by Fred Fiedler, an industrial and organizational psychologist who studied in the relationship between leadership and group effectiveness. Fiedler’s contingency model states that the personality of the leader determines how well he or she addresses situations at the workplace. Other experts such as Paul Lawrence, Jay Lorsch, and James Thompson studied the impact of  contingency factors on the organizational structure. The structural contingency theory was the dominant paradigm of organizational structural theories for most of the 1970s. Furthermore, they cautioned that preceding theories which include Weber’s bureaucracy, and Taylor’s scientific management failed due to the fact they neglected the reality that management style and organizational structure is inspired by the aid of using diverse factors of the environment, which can be the contingency elements that outline business situations. Hence, one cannot determine the best style of leadership for an organization. Organizational Behavior (OB) Approach The Organizational Behavior (OB) technique entails the study of the conduct, demeanor, or motion of each person at work. Research on conduct enables managers perform their functions- leading, team building, resolving issues, and others. Robert Owen, Mary Parker Follet, Hugo Munsterberg, and Chester Barnard were the early supporters of the OB approach. During the late 1700s, Owen noticed lamentable conditions. Follet, in the early 1900s, introduced the idea that individual or group behavior must be considered in organizational management. Likewise, in the early 1900s, Munsterberg proposed the administering of psychological tests for the selection of would-be employees in companies. Barnard, in the 1930s, suggested that cooperation is required in organizations since it is, mainly, a social system. II. Let’s Perform & Practice General Instruction: Answer the fast learning review questions given in a short bond paper. After the time allotment, submit it to me via Gmail or if (online class) have it answered immediately by the students. 1. In your own words, define management. Compare your answer with the given definitions in this lesson, and point out the differences, and similarities. 2. Enumerate and describe the five functions of management. 3. In your opinion, who among the management theorists discussed had the best contribution to management practices? Explain your answer. III. Let’s Connect / Let’s Analyze Think of a difficult task which you, as a student, must accomplish. What are the steps needed to complete the said task? How the management functions and theories discussed help you to become more efficient in completing the task? Explain your answer and write it in a short bond paper and submit it to me via Gmail.  In connection to real life applications, it would be nice to bring this to discussion. At the end of the discussion, write in two or three sentences to complete the following: I realized that: I resolved that: IV. Let’s Answer Formative Assessment: Multiple Choice Instruction: Choose the letter of the correct answer and submit it to me via Gmail. 1. 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. A. True B. False 2. What function of management demands assigning tasks, setting aside funds, and bringing harmonious relations among the individuals and work groups or teams in the organization? A. Planning B. Organizing C. Staffing D. Controlling 3. What function of management involves evaluating and, if necessary, correcting the performance of the individuals or work groups or teams to ensure that they are all working toward the previously set goals and plans of the organization.? A. Planning B. Organizing C. Staffing D. Controlling 4. What management theory concentrates on the manager’s functions, and what makes up good management practice or implementation? A. Scientific Management Theory C. General Administrative Theory B. Human Relations Theory D. Total Quality Management 5. What management theory focuses on the satisfaction of customers, their needs, and expectations.? A. Scientific Management Theory C. General Administrative Theory B. Human Relations Theory D. Total Quality Management V. Let’s Explore / Let’s Create 1. Interview two department chairpersons in your school and ask if they make use of all the management functions, and how they apply management theories & concepts in solving problem in their department. 2. Use the internet and choose a website offerings current management news. Choose one good news item or a negative news item and relate it to the management functions and theories discussed in the lesson. Instruction: Make a video in presenting your output. You will be graded consistent with the rubric given. Criteria Poor (3 Points) Fair (7 Points) Good (10 Points) Poor Fair Good Shows limited and no understanding Shows nearly complete Shows complete Understanding of the topics, perhaps only re-copying understanding of the understanding of the the given task topics given and slightly whole topics given and inconsistent. presented it perfectly. Poor Fair Good *Uses some important elements of the * Uses maximum of the *Uses only the important task. vital elements of the task. and specific elements of *Uses inappropriate strategy or * Use an appropriate but the task. Planning and application of strategy is unclear. incomplete strategy for *Uses an appropriate and Execution *Uses some relevant data. presentation. complete strategy for *Limited use of applications and *Uses most of the presentation. presentations. relevant data. *Uses relevant *Appropriate but information. incomplete use of *Uses clear and effective applications and strategy of application presentations. and presentations. Poor Fair Good *Incomplete explanation and not be *There is a clear *There is a clear and clearly presented. explanation and specific explanation of the Communication *The explanation cannot be appropriate use of said topic. understood and unrelated to the task. strategy but inconsistent *All task explained in presentation. specifically and *The topic discussed understood. completely but not specific. References: 1. Cabrera, H., Altajeros, A., & Benjamin, R. (2016). “Organization and Management.” Philippine Copyright ISBN 978-971-07-3860-1 Vibal Group Inc. 2. Zarate, C. (2016). “Organization and Management.” Philippines: C&E Publishing Inc. 3. Iñigo, C. (2005). “Management for Filipinos (Revised Edition).” Philippine Copyright 1986 Prepared by: JHON ACE M. QUIBUYEN Teacher III- Pablo Lorenzo National High School Answer Key: 1. A 4. C 2. B 5. B 3. D