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Organization and
Management
Quarter 1 – Module 1:
Nature and Concept of
Management
Organization and
Management
Quarter 1 – Module 1:
Nature and Concept of
Management

Module in Organization and Management

Author: MARIA BUENASGRACIA O. NOBLETA
School: SENIOR HIGH SCHOOL IN MALVAR,
School Address: MALVAR, BATANGAS
For the learner:

Welcome to the Organization and Management Alternative Delivery Mode (ADM)

Module on Nature and Concept of Management!

The hand is one of the most symbolized part of the human body. It is often used to
depict skill, action and purpose. Through our hands we may learn, create and
accomplish. Hence, the hand in this learning resource signifies that you as a learner
is capable and empowered to successfully achieve the relevant competencies and
skills at your own pace and time. Your academic success lies in your own hands!

This module was designed to provide you with fun and meaningful opportunities for
guided and independent learning at your own pace and time. You will be enabled to
process the contents of the learning resource while being an active learner.

This module has the following parts and corresponding icons:

What I Need to Know This will give you an idea of the skills or
competencies you are expected to learn in the
module.

What I Know This part includes an activity that aims to

check what you already know about the
lesson to take. If you get all the answers
correct (100%), you may decide to skip this
module.

What’s In This is a brief drill or review to help you link

the current lesson with the previous one.

What’s New In this portion, the new lesson will be

introduced to you in various ways such as a
story, a song, a poem, a problem opener, an
activity or a situation.

What is It This section provides a brief discussion of the

lesson. This aims to help you discover and
understand new concepts and skills.

What’s More This comprises activities for independent

practice to solidify your understanding and
skills of the topic. You may check the
answers to the exercises using the Answer
Key at the end of the module.

What I Have Learned This includes questions or blank

sentence/paragraph to be filled in to process
what you learned from the lesson.

What I Can Do This section provides an activity which will

help you transfer your new knowledge or skill
into real life situations or concerns.

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 Assessment This is a task which aims to evaluate your
level of mastery in achieving the learning
competency.

Additional Activities In this portion, another activity will be given

to you to enrich your knowledge or skill of the
lesson learned. This also tends retention of
learned concepts.

Answer Key This contains answers to all activities in the

module.

At the end of this module you will also find:

References This is a list of all sources used in developing

this module.

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 What I Need to Know

This module was designed and written with you in mind. It is here to help you master
the Nature and Concept of Management. The scope of this module permits it to be
used in many different learning situations. The language used recognizes the diverse
vocabulary level of students. The lessons are arranged to follow the standard
sequence of the course. But the order in which you read them can be changed to
correspond with the textbook you are now using.

The module covers:

• Lesson 1 – Definition and Functions of Management
• Lesson 2 – Evolution of Management Theories
• Lesson 3 – Functions, Roles, and Skills of a Manager

After going through this module, you are expected to:

1. discuss the meaning and functions of management
2. explain the various types of management theories
3. explain the functions, roles, and skills of a manager
4. Understand the basic concepts and theories of management.

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 What I Know

Directions. Matching Type: Read the following information in Column A and match
it with the word that is being referred in column B. Write the letter of your correct
answer on your Learner Activity Sheet (LAS). “Parang pag-ibig yan, dapat pilihin ang
the right one”.

Column A Column B
1. Is the process of coordinating and overseeing the work a. Leading
performance of individuals working together in
organization, so that they could efficiently accomplish
their chosen aims or goals. b. Effectiveness

2. It is also defined as the process of designing

and an environment for efficiently accomplishing c. Staffing
selected aims.
d. Management
3. 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
e. Organizing
set goals and plans of the organization.

4. Entails influencing or motivating subordinates to do their f. Maintaining

best so that they would be able to help the organization’s
endeavor to attain their set goals.
g. Coordination
5. Indicates filling in the different job positions in the
organization’s structure.
h. Efficiency
6. Demands assigning tasks, setting aside funds, and
bringing harmonious relations among the individuals
and work groups or teams in the organization. i. Planning

7. Being adapted to produce an effect that will help the

organization attain it aims. j. Controlling

8. Harmonious, integrated action of the various parts and

processes of an organization.

9. The character of being able to yield the maximum output

from a minimum amount of input.

10. Involves determining the organization’s goals or

performance objectives, defining strategic actions that
must be done to accomplish them, and developing
coordination and integration activities.

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 Lesson
Definition and Functions of
1 Management

Management is the process of reaching organizational goals by working

with and through people and other organizational resources.

What’s In

Activity 1: Let’s Examinei

Do you have the potential to become a good manager? Take this quiz to find
out. Read each statement and then encircle the corresponding number of your
answer. (Use your Learner Activity Sheet (LAS))

Some- Some-
Strongly Strongly
Behavior/Trait Disagree
what what
Agree
Disagree Agree
1. I often take chances even if I am
not certain of the outcome.
2. I enjoy working with others to
achieve a common goal.
3. I often tend to have an influence
on others.
4. I have strong views about what
is right and wrong and can easily
convince people to share my
views.
5. I inspire confidence in other
people.
6. I provide constructive criticism
to people who need them.
7. I make myself available to
others.
8. I exude confidence and
determination.
9. I express genuine concern for the
well-being and interest of others.
10. I often tell people when they
perform poorly or do not meet
my expectations.

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Add your score for all the statements and then check the tables below for an
interpretation of your total score.

68-80 points - You are a potential managerial candidate. Keep up

the good performance and you can become one of the best
managers in the future.
55-67 points - You are a good managerial candidate. You have
most of the qualities of a good manager. With consistent
improvement, you can become one of the best in the future.
41-54 points - You are an average managerial candidate. You have
some of the qualities of a good manager but still have traits
and skills that you need to improve on. With determination
and practice, you can take the next step to become a good
manager.
40 points and below - You are a below-average managerial
candidate. You have one or two traits of a good manager but
still need improvement in many aspects. Take time to gain
new knowledge and practice your skills. Improvement is a
reward gained only by a persistent learner.

If your total score is at least 55, then that is good. You have the basic
qualities of a good manager. If you score less than 40 points, do not
feel bad. The test result is only an outline of your current skill. It does
not dictate whether you will be a good or bad manager in the future.
This test will help you recognize aspects that you should
continue to improve upon, as well as traits that you need to
develop and enhance. With dedication and practice, anyone
can become a potential managerial candidate. Be ready to become
one!

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 What’s New

Activity 2: Decision Making

Directions. Identify a problem that needs your prompt decision-making. You may
choose to solve a situation you recently encounter. By using the
Decision-Making Model in your Learning Activity Sheet.

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 What is It

Nature of Managementii

Management is a science as well as an art. It is a body of knowledge whose

ideas and principles have become the basis of organizational frameworks employed
by many businesses and organizations.

It is considered a science because it evolved from a number of theories that

involved extensive studies and experiments. The management principles practiced
by businesspeople and professionals are based on scientific principles, scholarly
studies, and statistical data. The problem-solving nature of management benefits
greatly from methods and practices adopted from scientific principles. However,
many management experts point out that management is not an exact science like
mathematics. Despite the accuracy of data from statistics, the use of mathematical
tools is only one aspect of management.
A good manager must be able to look at situations and use creativity and
imagination in coming up with solutions to problems. It is in this aspect that one can
consider management as an art. Creativity and ingenuity are important traits of
managers that enable them to effectively use business strategies in any situation,
and make innovations that result in new products, services, and processes. This
ingenuity can be drawn from the effective application of knowledge and skills of
decision-makers.

Meaning and Importance of Management

Management is the process of planning, organizing, leading,

and controlling the activities of an organization effectively and
efficiently to achieve its goals. It plays a crucial role in every
organization, especially in today's world that is much more
complex and where constant change is the norm. Organizations,
therefore, need to keep abreast of all these changes and managers
need to be dynamic and flexible to address the challenges that
changes bring. M

Management also provides the means to maintain a firm's

competitive advantage. It lays out the foundation of successful
operations that lead to efficiency and profitability, and establishes
the link between the development of strategies and their
implementation and control. The effective application of plans
require skilled managers who are able to combine resources and
capital in executing strategies and sustaining the operations of
their organizations.

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Management

• Is the process of coordinating and overseeing the work performance

of individuals working together in organization, so that they could
efficiently accomplish their chosen aims or goals.

• It is also defined as the process of designing and maintaining

an environment selected for aims efficiently accomplishing
(Heinz, Weihrich, and Koontz, 2005)

Management characteristics

• It is a process or series of continuous and related activities.

• It involves and concentrates on reaching organizational goals.
• It strives for organizational goals by working with and through people and
other organizational resources.

FUNCTIONS OF MANAGEMENT

➢ PLANNING

Planning activity focuses on attaining goals and managers outline

exactly what organizations should do to be successful. It is also
concerned with the success of the organization in the short term
as well as in the long term.

➢ ORGANIZING

Organizing involves the act of assigning the tasks developed in the

planning stages to various individuals or groups to create a
mechanism to put plans into action.

People within the organization are given work assignments that

contribute to the goals of the company to make the outputs of each
individual contribute to division and organizational success.

➢ DIRECTING / INFLUENCING

Influencing is also known as motivating, leading or directing by

guiding the activities of organization members towards the
fulfillment of the goals. The purpose of influencing is to increase
productivity in human-oriented work situations to generate
higher levels of production over the long term than do task-
oriented work situations.

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 ➢ CONTROLLING:

Controlling is both a managerial function and a continuous process where the

manager performs the following roles:
 gathers information that measures performance;
 compares present performance to pre-established performance norms; and
 determines the next action plan and modifications for meeting the desired
performance parameters

Lesson
Evolution of Management
2 Theories

Guide Questions:
1. What are the major categories of the managerial
theories?
2. What are the distinct features of each major
category?
3. What sub-categories are present for each major
managerial category?
4. How are the managerial theories different from
each other?
5. Who are the proponents of the various
managerial theories presented?

What’s In

Activity 2: My Thoughts
Directions. From the guide questions above, write down own thoughts inside the
clouds.

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EVOLUTION OF MANAGEMENT

Since eighteenth century, the rise of the industry revolution has been evolving to a
variety of contemporary management theory including the classical, behavioral,
quantitative and new theories. Each theory is inclusive with a view on specific time
frames to meet the specific phenomenon and existing management needs.

Classical Theories

1) Scientific Management
Ideas of early management proposed by Taylor, Jill Perth and Gantt was
developed by the impact of natural methodology and it stressed rational
thinking based on the scientific work to improve individual staff capacity.
2) Administrative View
The administrative view proposed by Henri Fayol and Max Weber highlighted
the importance of operational efficiency on the whole organization to develop
a general theory explaining the good management of the elements required
which include infrastructure.

Behavioral Theories

1) Hawthorne Experiment
This is a well-known study which revealed that Classical Theory is mainly
focused on the organization and staff with mechanical perspective
concentrated on the point of view of human nature, importance of individual
attitudes and behaviors, methods for managers to motivate employees for
improving productivity.
2) Interpersonal Perspective
This was proposed by Maslow and McGregor that provided a basic foundation
of the behavioral view on human relations and was further derived from the
Hawthorne experimental results showing that the productivity of employees is
affected by the interaction and affective atmosphere of the management that
leads to better performance.
3) Quantitative Theory
(1) Management Science and Operations Management perspective view
Quantitative Theory originated in World War II and revealed that the spirit
of scientific management commitment, use of quantitative measurement
and computer modeling theory such as analysis of complex business
problems which gradually become a branch of the management science
and operations management perspective.

New Theories

(1) Systems Perspective

This emphasized that there is a gradual integration of a new theory through a
system point of view and the contingency perspective which successfully

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 meets the inconsistencies that sprouted in the Classical and Behavioral
Theories.
(2) Contingency Perspective
In the Contingency Perspective, academic industry focuses on how to adapt
the environmental change and believes that there is no "universal solution"
for the management to solve such conditions since all of management
challenges depend on varying circumstances. It further stresses that the
current time would be always be a timely situation for the management to
handle individual and managerial differences.

Lesson
Functions, Roles, and Skills
3 of a Manager
Guide Questions:
1. What are the different functions a manager should do?
2. How are functions different from the roles a manager must to do?
3. What are the different skills must a manager possess? Explain.

What’s In

Activity 3: My Thoughts
Directions. From the guide questions above, write down own thoughts inside the
clouds.

Managerial Responsibilities

Responsibilities of Managers

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 A manager wears many hats. He is not only team leader but also a
planner, organizer, cheerleader, coach, problem solver, and decision
maker — all rolled into one. In addition, schedules of managers are
usually jam‐packed. Whether they are busy with employee meetings,
unexpected problems, or strategy sessions, managers often find little
spare time on their calendars.

Below are their common responsibilities:

1. Hire great people. When employees are of great talent, the rest
is easy. Sometimes, managers instruct the Human Resource
employees in the sourcing, screening and selecting of potential
workers.

2. Exhibit performance management. Performance management covers the

people-management aspect of a manager’s job. It includes clarifying and
setting expectations and goals, coaching, measuring, and monitoring
employees’ work, addressing performance problems, providing feedback and
recognition, coaching, developing, training, and doing performance reviews.

3. Promote team development. In addition to individual employee

management and development, a manager is responsible for the
development of a high performing team. An interdependent team
is usually more productive than a group of individuals working
independently.

4. Set overall directions. A manager sets the long- and short-term direction
of the team or organization. This includes the vision, mission, goals,
objectives and strategy. Strategic managers spend a lot of time thinking
about mission and direction which make them always on the look-out for
the need to change or reinvent priorities. This involves others, including
their team members but they take ultimate responsibilities for final
decisions.
5.

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 5. Support team members. This is explained by Patrick Lencioini,
a famous author of a management book entitled, The Five
Dysfunctions of a Team when he quoted, “We all know that if there
is any daylight between executive team members, it ultimately
results in unwinnable battles that those lower in the organization
are left to fight.”

6. Produce unique quality outputs. This pertains on the fact that CEOs have
to do things that just cannot be delegated and entrusted. The accomplishment
of these tasks lie on the wings of the manager alone though assistance from
other employees and officials may be sought.

7. Manage resources. Managers have to make sure that the team

has the resources they need to do they work while at the same
time making sure that a team does not overspend or waste
resources.

8. Improve processes and quality. While individual should take

responsibility for the quality of their own work, managers are usually in the
best position to see the overall workflow and make adjustments and
improvements.

9. Encourage self-development. Managers are not just responsible

for the development of their employees and teams but also with
their own development achieved through management training,
mentor seeking, feedback consolidating, and advanced education
pursuance.

10. Communicate and disseminate information. Managers make sure

information is flowing from above, sideways, and upwards. They
are never the bottleneck in the information highway.

In case you are wondering where “leadership” fits into the role of a
manager, it is accurate to say that is woven throughout these ten
essentials roles for each of them require leadership in order to be truly
effective. Leadership is not a separate “do” but a way of being!

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 What’s More

Activity 4: I feel, I think, I can

Directions: Use the strategy sheet provided in your Activity Sheets as guide in
answering the question below.

1. How management and its main concept can help you in your daily lives?
2. As a student, how would you best apply these characteristics in classroom
management?

What I Have Learned

Activity 4: Fill in the Blanks

Directions. Complete the sentence by filling in the blanks with the correct answer.

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 1. ______________________ Is the process of coordinating and overseeing the
work performance of individuals working together in organization, so that they
could efficiently accomplish their chosen aims or goals.
2. ______________________ is also known as motivating, leading or directing by
guiding the activities of organization members towards the fulfillment of the
goals.
3. ______________________ Ideas of early management proposed by Taylor, Jill
Perth and Gantt was developed by the impact of natural methodology and it
stressed rational thinking based on the scientific work to improve individual
staff capacity.
4. __________________ When employees are of great talent, the rest is easy.
Sometimes, managers instruct the Human Resource employees in the
sourcing, screening and selecting of potential workers.
5. _________________________ While individual should take
responsibility for the quality of their own work, managers are usually in the
best position to see the overall workflow and make adjustments and
improvements.

What I Can Do

Activity 5: Sequencing
Directions. How will you describe the Evolution of Management Theories? Using
sequencing, illustrate your ideas and give simple description of each evolution (Use
numbers 1 to 3 in your activity sheet provided)

Assessment

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Directions. Each student shall complete the statement below. Make sure that the
functions will be stated in order.

Management is the attainment of organizational 1._______________ in an 2.

_______________and 3. _______________ manner using the management functions of
4___________, 5.___________, 6.___________, and 7._________ organizational
8.___________. 9. planning means______________________________. 10.controlling
means____________________________.

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 Answer Key

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References

Organization and Management Activity Sheets

(First Quarter) Department of Education June 2016

174 | FOUNDATION Teaching and Learning Strategies © 2013 School Drug

Education and Road Aware

© 2013 School Drug Education and Road Aware FOUNDATION Teaching and
Learning Strategies
The Management Concept; Let’s Examine; Organization and Management for
Senior High School, by, Cynthia Zarate, page 2-3

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 For inquiries or feedback, please write or call:

Department of Education - Bureau of Learning Resources (DepEd-BLR)

Ground Floor, Bonifacio Bldg., DepEd Complex

Meralco Avenue, Pasig City, Philippines 1600

Telefax: (632) 8634-1072; 8634-1054; 8631-4985

Email Address: blr.lrqad@deped.gov.ph * blr.lrpd@deped.gov.ph

i
The Management Concept; Let’s Examine; Organization and Management for Senior High School, by, Cynthia
Zarate, page 2-3
ii
The Management Concept; Let’s Examine; Organization and Management for Senior High School, by, Cynthia
Zarate, page 4

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