O R G A N I Z AT I O N
What is Organization?
A group of individuals who are cooperating willingly and effectively for a common goal.
Seeks to know who is to do and what is to be done
STRUCTURAL ELEMENTS OF AN ORGANIZATION
 Men
 Materials
 Machine
 Methods
 Money
MAJOR ELEMENTS OF ORGANIZATIONAL STRUCTURES
 Distribution of functions
 Vertical and horizontal authority relationships
 Communication and decision processes
 Policies
MANAGEMENT
What is Management?
It is the process of directing and facilitating work of people who are organized for a common
purpose. It is the process of combining the efforts and resources of individuals with a common
interest to achieve a desire objective.
It is the function of getting things done through the efforts of others. It is the application of
authority and the assumption of responsibility. It is an art, the art of handling people.
MANAGEMENT CONCEPT
 Systematic
Things can be done better by means of plan of action. Good decisions and actions
are based on the systematic application of sound principles of complete and
reliable facts and of good practices.
 Scientific
By the application of the scientific method to the study and analysis of the
operations of a particular job, men have discovered the best-known methods of
performing the operations.
 Humanistic
It has been proven many times in the past that application of good human
relations “pays off” through cooperation and coordination leading towards
greater accomplishment.
MANAGEMENT THEORIES
 Scientific Management Theory
o Frederick Taylor
o Scientific method should be used to perform task in the workplace, as opposed
to the leader relying on their judgement or the personal discretion of team
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members.
o His philosophy emphasized that forcing people to work hard would results in the
most productive workplace.
o He recommended simplifying tasks to increase productivity.
o He suggested that leaders assign team members to jobs that best match their
abilities, train them thoroughly and supervise them to ensure they are efficient in
the role.
o FOUR MAIN PRINCIPLES
 Using scientific methods to determine and standardize the one best way
of doing a job
 A clear division of tasks and responsibilities
 High pay for high-performing employees
 A hierarchy of authority and strict surveillance of employees
Human Relation Theory
o George Elton Mayo
o He conducted experiments designed to improve productivity that laid the
foundation for the human relations movement.
o His focus was on changing working conditions like lighting, break times a nd the
length of the workday. Every change he tested was met with an improvement in
performance.
o Ultimately, he concluded that the improvements weren’t due to the changes but
the results of the researchers paying attention to the employees and making them
feel valued.
o These experiments gave rise to the theory that employees are more motivated by
personal attention and being part of a group than they are by money or even
working conditions.
Theory X and Y
o American social psychologist Douglas McGregor introduced X and Y theories in
his book, “The Human Side of Enterprise,” and they refer to two styles of
management – authorization (Theory X) and participative (Theory Y).
o THEORY X – people dislike work have little ambition, and are unwilling to take
responsibility. Managers with this assumption motivate their people using a rigid
“carrot and stick” approach, which rewards good performance and punishes
poor performance.
o THEORY Y – people are self-motivated and enjoy the challenge of work.
Managers with this assumption have a more collaborative relationship with their
people, and motivate them by allowing them to work on their own initiative,
giving them responsibility and empowering them to make _______ decisions.
EXECUTIVE FUNCTIONS
Managers do not do the actual work of an organization. His specific actions are:
1. To Plan
2. To Organize
3. To Direct
4. To Control
Directing People on the Job
 An ORDER is a specific message conveyed by a leader to a follower for the purpose of
influencing the followers to take desired actions.
WHEN TO USE VERBAL ORDERS?
 When the orders is simple and the message can be clearly heard
 When privacy is important
 When the follower is intelligent and reliable
 When a demonstration is involved
WHEN TO HAVE WRITTEN ORDERS
 When precise figures or complicated details are involved
 When orders must be passed on to someone else
 When the workers involved are slow to understand and forgetful
 When you want to hold the receiver strictly accountable
 When particular sequence must be followed exactly
 When a notice board can be suitably used
 When you are quoting general instructions from higher authorities
 When a record is desirable, perhaps the order may need to be referred to in the future
The way an ORDER is phrased makes a lot of difference. Here are some principles on how to
phrase orders effectively. It should be:
1. CLEAR – phrase it in simple terms and repeat anything that might be forgotten or
misunderstood.
2. COMPLETE – answer all the questions who, what, how, when, where and why.
3. CONCISE – make it short enough for the receiver to be able to repeat it to prove that he
received it fully.
4. ACCEPTABLE – ensure that the receiver will readily act on the order as he sees it
justified, practical, tactful, challenging and accompanied by efficient authorities.
Always remember that every order has three meanings:
1. The meaning YOU THINK you convey
2. The meaning YOU DO CONVEY, directly and by implication
3. The meaning THE RECEIVER THINKS you convey