SPEC_CH1-2

Management

The appropriate use of resources which includes manpower, money, materials and equipment in order to attain the organization's targets and vision.

Efficiency

The minimum use of resources in achieving organizational goals, ensuring quality of output is achieved in the shortest possible time.

Effectiveness

To achieve organizational goals by choosing the most appropriate method and techniques, and assigning tasks to qualified people.

Human Relations

The process by which the management brings workers into contact with organization in such a way that the objectives of both groups are achieved.

A True TEAM

Composed of different individuals possessing their own specialized skills willing to cooperate and contribute to the attainment of the group's goal/s.

Technical Skill

Refers to the ability to use knowledge on a specialized field that involves specific procedures and techniques.

Human Skill

The ability to work well with all members of the organization, establishing good interpersonal relationships and encouraging effective communication.

Conceptual Skill

Refers to the ability of the Manager to coordinate and integrate all of an organization's interests and activities.

Design Skill

The ability to identify and find ways through scientific methods to resolve existing problems in the organization.

Organizational Structure

A plan for systematic arrangement of work to facilitate better management, resolving management inefficiency.

First-Line Managers

Called the Frontline Managers or operational managers, responsible for the work of operating employees and directly dealing with customers.

First-Line Managers

Managers in this level need human skills and technical skills

Middle-Level Managers

Responsible for other managers and sometimes for some operating employees; they report to more senior managers.

Top-Level Managers

Refers to the senior executives in the organization responsible for the overall management and establishing operating policies.

Top-Level Managers

Managers that need to have more conceptual skills than technical skills.

Tools

Anything used in doing a certain piece of work to produce certain results requiring some degree of accuracy and precision.

Technique

A way of doing things to accomplish a desired result.

Records

Furnish useful information and provide for the continuity of operation.

Construction log book

It keeps records of the daily activities in the construction site, including weather condition and name of visitors.

Reports

Usually contain data and information about the operations of the organizations, describing in detail an event or situation.

Organizational Chart

A diagrammatic presentation of the management structure that establishes the relationship among superiors, peers and subordinates.

Manual of Operations

A small pamphlet containing useful instruction and information about the operation of the organization.

1. Planning

2. Organizing

3. Staffing

4. Directing

5. Controlling

5 Management Functions

Planning

A management function that aims to achieve a consistent, coordinated set of operations that will yield desired results.

Organizing

The process of arranging and allocating work, authority, relationships, processes, communication flow and resources among in the organization.

Staffing

Hiring qualified individuals to fill up all the established positions in the organizational structure.

Directing

Leading and guiding the execution of plans.

Controlling

The process that checks performance against standards regarding quality, time, budget, and safety.

Importance of Self-Management

Successful architects are not only skilled designers; they are also effective leaders, planners, and professionals.

Career Preparation Steps

1. Develop a clear Career Plan

2. Prepare an updated Curriculum Vitae (CV)

3. Build an impressive Portfolio

4. Continuously improve your knowledge and skills.

Management Theories

Explain the principles and practices that guide managers in making effective decisions.

1. Systematic Theory

2. Scientific Management

3. Bureaucracy Theory

4. Administrative Management Theory

5. Human Relation Management

6. Quantitative Management Theory

7. Organizational Behavior Theory

8. Systems Theory

9. Contingency Theory

9 Management Theory

Systematic Management Theory

Emerged during the 18th-century Industrial Revolution to address the growing demand for mass production.

1. Focus on mass production

2. increase efficiency and productivity, product-oriented management

3. limited concern for workers' welfare

4. poor coordination often caused workplace problems and inefficiency.

1. Key Characteristics of Systematic Management Theory

Scientific Management

Introduced the use of scientific methods instead of the traditional rule of thumb.

Frederick Winslow Taylor

Who is the Father of Scientific Management

1. Time-and-Motion Study

2. Standardization

3. Worker Welfare

4. Differential Piece-Rate System.

4 Key Principles of Scientific Management

Time-and-Motion Study

Analyze work to eliminate unnecessary movements.

Standardization

Use standardized tools and work methods.

Worker Welfare

Provide rest breaks to reduce fatigue.

Differential Piece-Rate System

Reward employees who exceed production targets.

Bureaucracy Theory

Introduced a bureaucratic organizational structure based on rules, hierarchy, and specialization.

Max Weber

Who is the Father of Bureaucratic Management.

1. Hierarchical structure

2. division of labor and specialization

3. formal rules and procedures

4. impartial and fair decision-making

5. authority based on position.

5 Key Characteristics of Bureaucracy Theory

Administrative Management Theory

Focuses on how managers should organize and manage the entire organization effectively.

1. Planning

2. Organizing

3. Commanding

4. Coordinating

5. Controlling

Five Functions of Management

Henri Fayol

Who is the Father of Modern Management Theory.

1. Technical

2. Commercial

3. Financial

4. Security

5. Accounting

6. Managerial.

Six Functional Areas of Organizational Activities

1. Division of Work

2. Authority and Responsibility

3. Discipline

4. Unity of Command

5. Unity of Direction

6. Subordination of Individual to General Interest

7. Remuneration

8. Centralization

9. Scalar Chain

10. Order

11. Equity

12. Stability of Tenure

13. Initiative

14. Esprit de Corps.

14 Principles of Management

Human Relation Management

Focuses on psychological and social needs of employees.

Elton Mayo

Who is Father of Human Relations Management.

• Employee well-being improves productivity

• good supervisor-employee relationships increase motivation

• teamwork and workplace culture influence performance

• Hawthorne Effect.

Key Concepts of Human Relation Management

Hawthorne Effect

Employees perform better when they feel valued and receive attention.

Quantitative Management Theory

Uses mathematics, statistics, and computer models to support managerial decision-making.

• Statistical Analysis

• Forecasting

• Inventory Models

• Queuing Theory

• Break-even Analysis

• Simulation & Linear Programming.

Key Techniques of Quantitative Management Theory

• Production

• Marketing

• Finance

• Human Resources

• Distribution

• Research & Development

Applications of Quantitative Management Theory

Organizational Behavior Theory

Focuses on understanding individual, group, and organizational behavior to improve employee performance and organizational effectiveness.

Douglas McGregor.

Key Contributor of Organizational Behavior Theory

Theory X

Employees are lazy, avoid work, and need close supervision.

Theory Y

Employees are self-motivated, responsible, and enjoy meaningful work.

Systems Theory

Views an organization as a system of interconnected parts working together toward a common goal.

• Organization consists of interdependent subsystems

• open systems interact with the external environment

• uses the Input-Process-Output (IPO) Framework

• feedback helps improve future performance.

4 Key Concepts of Systems Theory

Input-Process-Output Framework

Meaning of (IPO) Framework

Contingency Theory

There is no single best way to manage an organization.

Fred Edward Fiedler.

Founder of Contingency Theory

• External environment

• organizational strengths and weaknesses

• employees' skills values, and attitudes,

• tasks, resources, and technology

• leadership style.

5 Key Factors of Contingency Theory