WILLIE C. BUCLATIN
BSIE Faculty Member
CHAPTER 1:
Introduction to
Management
CHAPTER 1:
Introduction to
Management
Learning Outcomes:
After the completion of the chapter, students will be able to:
Ø discuss the definition of management as well as its elements;
Ø explain the history of management; and
Ø explain the basic of management.
Management
– it is the process of reaching goals through the use of human
resources, technology, and material resources.
– Management involves communication and interpersonal skills,
plus the abilities to plan, organize, supervise, and solve
problems
– Good management is working through others to accomplish
tasks that help fulfill organizational objectives as efficiently as
possible.
– A position in management is one of the
greatest challenges any employee can face.
Management
ELEMENTS OF DEFINITION
PROCESS – represents on-going functions or primary objectives engaged in by managers. Also refers to the
activities being performed to achieve an objective.
EFFECTIVENESS – completing activities so that organizational goals are attained
o
o
o
Doings the right things
Concerned with ends
Achieving the objectives on time
EFFICIENCY – getting the most output from the least amount of inputs
o
o
o
Doing things right
Concerned with means
Achieving the objectives in time
History of Management
SCIENTIFIC MANAGEMENT
FREDERICK WINSLOW TAYLOR
"Father" of the Scientific management (1911) & Efficiency
Movement, Father of Industrial Engineering
The theory of scientific management
–
Using methods to define the “one best way” for a job to be done:
–
Putting the right person on the job with the correct tools and equipment
–
Having a standardized method of doing job
–
Providing an economic incentive to the worker
Taylor was focused with achieving efficiency through the quickness of a task
being done, the scientific tool he is often associated with being the stopwatch.
History of Management
SCIENTIFIC MANAGEMENT
Taylor’s Principles
1. Develop a science for each element of an individual’s work, which will
replace the old rule-of-thumb method.
2. Scientifically select and then train, teach, and develop the worker.
3. Heartily cooperate with the workers so as to ensure that all work is
done in accordance with the principles of the science that has been
developed.
4. Divide work and responsibility almost equally between management
and workers. Management takes over all work for which it is better
fitted than the workers.
History of Management
SCIENTIFIC MANAGEMENT
– Focused on increasing worker productivity through the reduction
of wasted motion
– Developed the micro chronometer to time worker motions and
optimize work performance
– The Gilbreth’s on the other hand were more focused on
reducing the number of motions needed to achieve a
goal or task. They did use the stopwatch, but they were
more interested in finding ways to reduce motion and
were more concerned with the well being of the worker.
FRANK & LILIAN GILBRETH (Therbligs)
Founders of Modern Industrial Management
History of Management
SCIENTIFIC MANAGEMENT
HENRY GANTT
Project Management Guru
– His most popular legacy to
management was the Gantt Chart.
Gantt Chart - accepted as a commonplace
project management tool today, it was an
innovation of worldwide importance in the
1920s.
History of Management
SCIENTIFIC MANAGEMENT
How Do Today’s Managers Use Scientific Management?
Ø Use time and motion studies to increase productivity
Ø Hire the best qualified employees
Ø Design incentive systems based on output
History of Management
GENERAL ADMINISTRATIVE THEORIES
HENRY FAYOL
Father of Administrative Management
• Believed that the practice of management was distinct from
other organizational functions
• Developed principles of management that applied to all
organizational situations
• He synthesized the 14 principles of management serve as a
guideline for decision-making and management actions. They are
drawn up by means of observations and analyses of events that
managers encounter in practice.
History of Management
GENERAL ADMINISTRATIVE THEORIES
FAYOL’s 14 PRINCIPLES OF MANAGEMENT
History of Management
GENERAL ADMINISTRATIVE THEORIES
FAYOL’s 14 PRINCIPLES OF MANAGEMENT
1. DIVISION OF LABOR – work of all kinds must be divided & subdivided and allotted to various
persons according to their expertise in a particular area
2. AUTHORITY & RESPONSIBILITY - management has the authority to give orders to the employees.
Of course with this authority comes responsibility.
3. DISCIPLINE - about obedience. It is often a part of the core values of a mission and vision in the
form of good conduct and respectful interactions.
4. UNITY OF COMMAND - an individual employee should receive orders from one manager and
that the employee is answerable to that manager. If tasks and related responsibilities are given
to the employee by more than one manager, this may lead to confusion which may lead to
possible conflicts for employees.
History of Management
GENERAL ADMINISTRATIVE THEORIES
FAYOL’s 14 PRINCIPLES OF MANAGEMENT
5. UNITY OF DIRECTION – all about focus and unity. All employees deliver their activities that can be
linked to the same objectives. These activities must be described in a plan of action.
6. SUBORDINATION OF INDIVIDUAL INTEREST – personal interests are subordinate to the interests of the
organization. The primary focus is on the organizational objectives and not on those of the individual.
7. RENUMERATION - the compensation should be sufficient to keep employees motivated and productive.
There are two types of remuneration namely non-monetary (a compliment, more responsibilities, credits)
and monetary (compensation, bonus or other financial compensation).
8. DEGREE OF CENTRALIZATION - an organization should strive for a good balance in the degree of
centralization (concentrated at the top management) and decentralization (sharing the authority with
lower management) in terms of decision making.
9. SCALAR CHAIN - there should be a clear line in the area of authority (from top to bottom and all
managers at all levels). This can be seen as a type of management structure.
History of Management
GENERAL ADMINISTRATIVE THEORIES
FAYOL’s 14 PRINCIPLES OF MANAGEMENT
10. ORDER – employees in an organization must have the right resources at their disposal so that they can
function properly in an organization. In addition, the work environment must be safe, clean and tidy.
11. EQUITY - employees must be treated kindly and equally.
12. STABILITY OF TENURE OF PERSONNEL - minimize employee turnover and to have the right staff in the
right place. Focus areas such as frequent change of position and sufficient development must be
managed well.
13. INITIATIVE - encourages interest and involvement and creates added value for the company.
14. ESPRIT DE CORPS - stands for striving for the involvement and unity of the employees. Esprit de corps
contributes to the development of the culture and creates an atmosphere of mutual trust and
understanding.
Basics of Management
4M’s of MANAGEMENT
MATERIALS
MONEY
MANAGEMENT
MACHINERY
MANPOWER
ATERIALS – inventory control, storage & handling
procedures.
ANPOWER – recruitment, selection, training,
promotion and grievances handling of
personnel.
ACHINERY – selection of appropriate machine,
allocation and maintenance.
ONEY – budget allocation
Basics of Management
THE
ANAGER
• A Manager is someone whose primary responsibility is to carry out the management process
within the organization to achieve the organizational goals.
MANAGERIAL SKILLS:
Primary Skills – conceptual, technical, human skill
1. Conceptual Skills – mental capacity to develop plans, strategies and vision
2. Technical Skills – use knowledge or techniques of a particular discipline to attain ends
3. Human/Interpersonal Skills – ability to work with other people in team.
Basics of Management
THE
ANAGER
Basics of Management
THE
ANAGER
Basics of Management
THE
ANAGER
Basics of Management
Basics of Management
THE
ANAGER
• A Manager is someone whose primary responsibility is to carry out the management process
within the organization to achieve the organizational goals.
MANAGERIAL SKILLS:
Secondary Skills – design, communication, leadership skill
1. Design Skills – ability to handle and solve any kind of unforeseen or actual problems, that may
crop up in the organization.
2. Communication Skills – ability to exchange ideas and information effectively. To
understand others and be understood by others comprehensively.
3. Leadership Skills – ability to influence other people to achieve the common goal.
Basics of Management
LEVELS OF
ANAGEMENT
Top Management
These are people who make planning decisions that affect the whole company.
They are the persons with greatest responsibility.
Top management job titles include:
1. Chief Executive Officer
2. President
3. Vice President
Basics of Management
LEVELS OF
ANAGEMENT
Middle Management
• These managers implement the decisions of top management.
• They are the link between the top and supervisory levels of management.
Basics of Management
LEVELS OF
ANAGEMENT
Middle Management
• These managers implement the decisions of top management.
• They are the link between the top and supervisory levels of management.
Basics of Management
LEVELS OF
Supervisory-Level
Management
They supervise the activities
of employees who carry
out the tasks determined
by the plans of middle and
top management.
They assign duties and
evaluate the work of
production or service
employees.
Management that
interacts directly with
employees on the job.
ANAGEMENT
THANK YOU!!! 