Management
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Management
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116 Terms
Management
An ongoing process that seeks to achieve the objectives of an organization in the most efficient ways possible.
Management
A continuous process in obtaining the company’s goals
Management
The attainment of objectives.
Management
It has been also simply defined as “controlling and organizing an organization and leading”
Management Theories
Set of general rules that guide the managers to manage an organization.
Management Theories
Explanation to assist the employees to achieve the goal, these are also guiding principles
Frederick Taylor
Theory of Scientific Management
Theory of Scientific Management (Frederick Taylor)
Aimed at improving economic efficiency, especially in labor productivity.
Theory of Scientific Management (Frederick Taylor)
Introduced the differential piece rate system of paying wages to workers.
Theory of Scientific Management (Frederick Taylor)
He believed a worker should get “a fair day’s pay for a fair day’s work”
Time and Motion Study
Study the way jobs are performed and find new ways to do them.
Time and Motion Study
Look at each job or task scientifically to determine the “one best way” to perform the job.
Time and Motion Study
This is a change from the previous “rule of thumb” method where workers devised their own ways to do the job.
4 Principles of Scientific Management
Teach, train, and develop the workman with improved methods of doing work.
Codify the new methods into rules.
Incorporate new visions into work.
Hire the right workers for each job, and train them to work at maximum efficiency.
4 Principles of Scientific Management
The interests of employers and employees should be fully harmonized so as to secure mutually understanding relations between them.
Harmony and balance between management and employees should also be considered; as mutual understanding.
Consider what the management wants and what employees want.
Divide the work between management and labor so that management can plan and train, and workers can execute the task efficiently.
4 Principles of Scientific Management
Establish fair levels of performance and pay a premium for higher performance (equal pay for equal work).
Henri Fayol
Father of Modern Management due to his contribution to the 14 principles
Division of Work |
When employees are specialized, the output can increase because they become increasingly skilled and efficient.
Division of Work
Work specialization
Division of Work
Increasement of skills and productivity in dividing labor.
Authority
Managers must have the authority to give orders, but they must also keep in mind that with authority comes responsibility.
Authority
The one who gives the order is the one responsible for the task.
Discipline
Must be upheld in organizations, but methods for doing so can vary.
Discipline
Applies to everyone that belongs in the organization or company (i.e., tardiness, absences, time in & time out of work)
Unity of Command
Employees should have only one direct supervisor.
Unity of Direction
Teams with the same objective should be working under the direction of one manager using one plan, one goal, and one direction. This will ensure that action is properly coordinated.
Subordination of Individual Interests to the General Interests
The interests of one employee should not be allowed to become more important than those of the group. This includes managers.
Subordination of Individual Interests to the General Interests
Individual interests should not be more than general interests.
Remuneration
Employee satisfaction depends on fair remuneration for everyone. This includes financial and non-financial compensation.
Remuneration
Fairness & compensation to those who are deserving such as bonuses, discounts, additional benefits & pay.
Centralization
This principle refers to how close employees are to the decision-making process. It is important to aim for an appropriate balance.
Centralization
The management should also include the employees in the decision-making process. Still, the management is the ones to have the conclusion and solution.
Scalar Chain
Employees should be aware of where they stand in the organization’s hierarchy or chain of command.
Scalar Chain
Employees must know their worth and their effect if there will come a time that they’ll leave the company.
Order
The workplace facilities must be clean, tidy, and safe for employees. Everything should have its place.
Equity
Managers should be fair to the staff at all times, both maintaining discipline as necessary and acting with kindness where appropriate.
Equity
Fairness and equality.
Stability of Tenure of Personnel | Administrative Management Theory
Managers should strive to minimize employee turnover. Personnel planning should be a priority.
Stability of Tenure of Personnel
Management should be able to provide security of the job to its employees
Initiative
Employees should be given the necessary level of freedom to create and carry out plans.
Initiative
Necessary level to improve.
Esprit de Corps
Organizations should strive to promote team spirit and unity.
Bureaucratic Theory of Management (Max Weber)
Managed by the book.
Hierarchy
There are many hierarchical positions. This is essentially the trademark and foundation.
Hierarchy
The highest in the level has the authority and the lowest are the ones who are subject to be controlled by the ones above.
Hierarchy
Each level controls the level below and is controlled by the level above.
Hierarchy
Authority and responsibilities are clearly defined for each position.
Rules and requirements
Rules and regulations are documented to ensure reliable and predictable behavior.
Rules and requirements
Managers must depend on formal organizational rules in employee relations.
Rules and requirements
Form uniformity. Employees must already know by the general rules what to expect.
Rules and requirements
Should be black & white. If it is not written, it is not valid.
Specialization
Tasks are clearly defined and employees become skilled by specializing in doing one thing. There is a clear definition of authority and responsibility.
Specialization
You are limited to your tasks. You do not do tasks that you cannot do. You do what is your forte.
Purposely Impersonal
Rules are applied uniformly to everyone.
Purposely Impersonal
There is no preferential treatment or favoritism.
Purposely Impersonal
Interpersonal relationships should not be focused on. Applies objectivity and rational decision-making.
Employment based on technical qualification
Employee selection and promotion are based on experience, competence, abilities, skills, and technical qualification demonstrated by examinations, education, or training.
Employment based on technical qualification
There is no nepotism.
Criticism of Bureaucratic Organization
The emphasis is only on rules and regulations.
Criticism of Bureaucratic Organization
There will be unnecessary delays in decision-making due to formalities and rules of Bureaucratic Organization.
Criticism of Bureaucratic Organization
Coordination and communication are hampered because of too much formality and rules.
Criticism of Bureaucratic Organization
Bureaucracy involves a lot of paperwork and has just too much level of authority which results in a lot of wastage of time, effort, and money. Not ideal for efficiency.
Criticism of Bureaucratic Organization
Because of its too much formality, a Bureaucratic approach is not suitable for business organizations. The bureaucratic model may be suitable for government organizations.
Pros
There is a well-defined chain of command.
Behavioral Theory of Management (Elton Mayo)
Focuses on worker behavior and motivations.
Behavioral Theory of Management (Elton Mayo)
Concerned with how to manage productivity by understanding worker’s motivation, including expectations, needs and interests, and group dynamics
Behavioral Theory of Management (Elton Mayo)
Referred to as the human relations movement due to its focus on the human dimension of work
Hawthorne Effect
A series of studies that demonstrated that employee motivation is heavily influenced by social and situational factors.
Hawthorne Effect
These were designed to find ways to increase worker productivity and motivation
Hawthorne Effect
Showed that people’s work performance is dependent on social issues and job satisfaction.
Hawthorne Effect
The studies concluded that tangible motivators such as monetary incentives and good working conditions are generally less important in improving employee productivity than intangible motivators such as meeting individuals’ desire to belong to a group and be included in decision-making and work.
* Organizing
* Staffing
* LeadingÂ
* Controlling
* A problem-solver
* A teacher
* Middle Managers
* First-line Mangers
Top Managers
Set objectives
Top Managers
Scan environment
Top Managers
Plan and make decisions
Top Managers
COO, CEO, President
Middle Managers
Allocate resources
Middle Managers
Oversee first-line managers
Middle Managers
Report to top management
Middle Managers
Develop and implement activities
Middle Managers
A bridge between the top and lower managers
Middle Managers
Branch managers, regional managers
Note 
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