MANAGERS AND

THE STUDY OF
MANAGEMENT
NARANJO, DAVE RYAN C.
BSEE – 4A
 At the end of this lesson, you should be able to:

1. Define the terms manager and management.

LEARNING 2. Discuss why the study of management can be

important to almost anyone.
OBJECTIVES 3. Describe the evolution of management as a field of
study and how the three established approaches to
management provide the foundations for practicing
management
 4. Explain the management functions of planning,
organizing, influencing, and controlling.
5. Describe the importance at different organizational
levels and explain the work of managers at those
levels.
LEARNING 6. Discuss the importance of conceptual, technical and

OBJECTIVES human managerial skills.

7. Identify the tool and techniques used by management
scientist
8. Compare the human relations and the behavioral
science approaches
 MEANING OF MANAGEMENT
The word “Management” identifies a special group of
people whose job it is to direct the effort and activities of other
people toward common objectives. Management is defined as
the process by which a cooperative group directs actions
toward common goals.

The chief characteristic of management is the

integration and application of the knowledge and analytical
approaches developed by numerous disciplines.
 MEANING OF MANAGEMENT
According to the Economist, management is one of
the factors of production together with land, labor, and capital.

According to the Specialist in administration and

organization, management is a system of authority.

According to the Sociologist, management is a class

and status system.

According to the Engineers, management refers to

the activity combining “technical knowledge with the ability to
organize and coordinate worker power, materials, machinery,
and money.
 MEANING OF MANAGEMENT
Managers are responsible for achieving results
through the specialized efforts of other people, individually, in
groups, or in organizations. The manager's problem is to seek
a balance among these special approaches and to apply the
pertinent concepts in specific situation that require action. The
manager must be oriented to solving problems with techniques
tailored to the situations. He must develop a unified framework
of thought that encompasses the total and integrated aspects
of the entire organization.
 WHY STUDY  Because managers guide and direct the
organization that provide goods and services
MANAGEMENT? upon which society depends. In doing so,
managers serve a critical function.
 Because many individual who aren’t trained
as managers often find themselves in
managerial positions. Studying management
better equips individuals to handle
managerial responsibilities.
 Because new approaches and skills in
management are needed in order to gain
competitiveness internationally.
 The Classical Approach emerged in the early 1900s.
Comprised of two schools:

1. Scientific Management – Theorist (primary engineers)

focused on increasing the efficiency of work. Sought the

The Evolution of “one best way” to perform each job via thorough analysis
of the way the job is performed.
Management as
a Field of Study 2. Classical Organization Theory – Theorist (primarily
practicing managers) believed organizations could be
effectively managed via practices and principles stressing
productivity and efficiency.
 Contribution to the evolution of management are comprised of
three groups:

1. Practicing managers who described their own experiences

and generalized principles from those experiences, which
they believed, could be applied in similar situations.

The Evolution of 2. Social and behavioral scientist that study management as

social phenomena using scientific methods.
Management as 3. Engineers, sociologists, psychologists, anthropologist,

a Field of Study lawyers, economists, accountants, mathematicians,

political scientists, and philosophers who represents a
middle ground between management as practice and
management as science perspectives to studying
management.
 There is no single, universally accepted management theory, and these
three different perspectives can’t be neatly classified. However, they
provide different ways of approaching management tasks. Although they
are discussed in order of their development in history, no one has
superseded the other. They are all used today as appropriate.
 THREE 1. Classical Approach – launched in the early 1900s
primarily by engineers to study how to increase the
APPROACHES TO efficiency and productivity of a rapidly expanding work
force. They developed extensive knowledge on plant and
MANAGEMENT job design, work methods, and other aspects of
managing work. The effort expanded into studying
THOUGHT problems of emerging, large, complex organizations.
 Four activities were identified as functions, which
comprise the management process as:
1. PLANNING – the process by which a manager
anticipates the future and discovers alternative
CLASSICAL courses of action open to him,

APPROACH
2. ORGANIZING – the process by which the structure
and allocation of jobs are determined
3. CONTROLLING – the process that measures current
performance and guides it toward some
predetermined goals.
 4. INFLUENCING – is the process of determining or
affecting the behavior of others. It involves motivation is
the willingness to put forth effort in pursuit of
organizational goals, leadership is the influencing of
others to do what the leader wants them to do,
communication is the transfer of information, ideas,
CLASSICAL understanding or feelings among people, group
dynamics, where two or more people having a unifying
APPROACH relationship, such as common objectives or physical
proximity, power is the ability to influence behavior,
politics is a network of interactions by which power is
acquired, transferred and exercised on others, and
corporate culture is the system of shared values, beliefs,
and habits in an organization that interacts with formal
structure to produce behavioral norms and
 Each management function involves and is affected by decision-making,
the process for generating and evaluating alternatives and making choices
among them. At all the three managerial levels, from supervisory to top
management, managers must motivate and lead workers and
communicates with superiors and subordinates.
 2. Behavioral Approach – Focuses on the interrelationship
between people and work, that is, helping managers
become more effective in managing people. Developed
THREE partly because the Classical Approach sometimes failed to
improve efficiency and harmony. Concentrates on
APPROACHES TO motivation, leadership, communications and work groups
and other behavioral-related topics.
MANAGEMENT
THOUGHT 3. Management Science Approach – applies math and
statistics to managing operations. Modern day version of
Classical Approach’s emphasis on managing work. The
computer is a key too.
TWO RECENT ATTEMPTS TO INTEGRATE THE
THREE APPROACHES
1. System Approach – views organizations as a total system
comprised of a group of interrelated departments contributing to a
single purpose. Actions by one part affect all others. Consequently,
managers must adopt a broad perspective to their jobs, viewing the
organization as a dynamic whole when solving problems.

2. Contingency Approach – Argues that there is no one best way to

manage. The best management approach depends on the situation.
Seek to match different situations with different management
methods.
 FOUNDATION OF MANAGING WORK &
ORGANIZATION, PEOPLE, AND PRODUCTION &
OPERATION
Three fundamental tasks make up managerial work: Managing
work and organizations, managing people, and managing production
and operations. These three tasks are generally applicable to manager
in all organization. These managers were particularly concerned with
the issues of increasing the productivity of individuals performing work
and organization within which work is performed.
 FOUNDATION OF MANAGING WORK &
ORGANIZATION, PEOPLE, AND PRODUCTION &
OPERATION
Successful managers do not happen as a matter of chance,
although lack is contributory factory. It is very important for the manager
to know the various factors leading to successful management this
includes ability, Motivation to manage, and Opportunity.
 FOUNDATION OF MANAGING WORK &
ORGANIZATION, PEOPLE, AND PRODUCTION &
OPERATION
To be effective, a manager must posses and continually
develops several essential skills. Conceptual skill is the ability to
comprehend abstract or general ideas and apply them to specific
situation. Technical skill is the ability to use specific knowledge,
methods, or techniques in performing work. The ability to understand,
motivate, and get along with other people is human skill.
 Frederick Taylor (the ‘father of Scientific Management)
was the major contributor. He launch a series of studies
of jobs to determine the most efficient way to perform
THE jobs and to set objective work standards.

MANAGEMENT
OF WORK
 Frederick Taylor developed the four principle of
managing work:

THE 1. Develop a science for each element of man’s work,

which replaces the old rule-or-thumb method.
MANAGEMENT 2. Scientifically select, train and develop the
workman.
OF WORK 3. Cooperate with the workers to ensure the job is
done according to scientific management principles.
4. Equally divide work and responsibility between
management and workers.
 Principle of work simplification – studying the
movement, eliminating inefficient movements,

THE combining others, and simplifying the work.

Principle of work scheduling – Engr. Henry
MANAGEMENT Gantt, developed the Gantt Charts, which shows
on the other. The scheduling chart is still used in
OF WORK industry. He expanded the Scientific
Management analysis to include the work of
managers.
 Principle of efficiency – Harrington Emerson
established principles for accomplishing the efficient
use of resources. Manager should:
THE 1. Use scientific, objective, and factually-based
analysis
MANAGEMENT 2. Define the aims of the undertaking
OF WORK 3. Relate each part to the whole.
4. Provide standardized procedures and methods
5. Reward individuals for successful task execution
THE MANAGEMENT OF ORGANIZATIONS
The two lasting contributions by theories:
1. Principles of Management - Henri Fayol developed five
management functions:
 Planning – all managerial activities that result in a
course of action.
 Organizing – activities that result in a structure of
tasks and authority
 Commanding – directing subordinates’ activities
 Coordinating – activities that bind all individual efforts
together and direct them toward a common objective.
 Controlling
THE MANAGEMENT OF ORGANIZATIONS
2. Principle of Organization – James D. Mooney
believed that natural laws of organizing existed which
he sought to determine through logic. His principles of
organization:
 Coordination – the primary rationale for
organizations and the reason for organizing.
 Authority – defining each managerial job in terms
of duties and responsibilities
 Leadership – the personification of authority, which
guides the delegation of authority.
 Specialization – the process of defining tasks.
 THE MANAGEMENT OF PEOPLE
Managers perform the four basic managerial functions
while playing a variety of managerial roles. According to Henry Mintzberg’s 10
managerial roles, these organized set of behaviors and they may be grouped into
three categories

Interpersonal Informational Decisional

  Figurehead role – the most basic and simplest of all
managerial roles, the manager represents the
organization at ceremonial and symbolic functions.

INTERPERSONAL  Leader role – involves responsibility for directing and

coordinating the activities of subordinates in order to
Interpersonal roles involve accomplish organizational goals.
relationship among people.

 Liaison role – refers to managers’ dealing with people

outside the organization.

INFORMATIONAL
Informational Roles is an effective
management that builds networks of
contacts.
 Monitor role – involves seeking, receiving, and
screening information
 Disseminator role – the manager share knowledge or
data with subordinates and other members of the
organization.
 Spokesperson role – the manager pass on information
to others, especially outside the organization.
  Entrepreneur Role – involves designing and starting a
new project, enterprise, or business.

 Disturbance Handler role – dealing with problems and

changes beyond their immediate control.

 Resource Allocator Role – involves choosing among

DECISIONAL competing demands for money, equipment,
personnel, a manager’s time, and other organizational
Decisional Roles use the information
they receive to decide when and how resources.
to commit their organization to new
goals and actions.
 Negotiator Role – meets with individuals or groups to
discuss differences and reaches an agreement
THE MANAGEMENT OF PRODUCTION AND OPERATIONS
Managerial skills are developed for increasing the quality and quantity of goods
and services produced in the economy. Productivity is a measure of the
relationship between inputs (labor, capital, natural resources, energy, and so
forth) and the quality of outputs (good and services). Productivity is usually
expressed in terms of output per person hours or per employed person. The
major challenge facing management is to attain levels of productivity growth
that will ensure that the business remains the most productive among others.

Closely related to productivity are effectiveness is the capability of bringing

about an effect or accomplishing purpose, sometimes without regard to the
quantity of resources consumed in the process and efficiency is the capability of
producing desired results with a minimum of energy, time, money, materials or
other costly inputs.