Because many individual who aren’t trained as managers 1. Classical Approach – launched in the early 1900s primarily
often find themselves in managerial positions. Studying by engineers to study how to increase the efficiency and
management better equips individuals to handle productivity of a rapidly expanding work force. They
managerial responsibilities. developed extensive knowledge on plant and job design,
work methods, and other aspects of managing work. The
Because new approaches and skills in management are effort expanded into studying problems of emerging, large,
needed in order to gain competitiveness internationally. complex organizations. Four activities were identified as
functions, which comprise the management process as:
The Evolution of Management as a Field of Study
PLANNING – the process by which a manager
The Classical Approach emerged in the early 1900s. anticipates the future and discovers alternative
Comprised of two schools: courses of action open to him,
ORGANIZING – the process by which the structure
1. Scientific Management – Theorist (primary engineers) and allocation of jobs are determined,
focused on increasing the efficiency of work. Sought the INFLUENCING – is the process of determining or
“one best way” to perform each job via thorough analysis affecting the behavior of others. It involves motivation
of the way the job is performed. is the willingness to put forth effort in pursuit of
2. Classical Organization Theory – Theorist (primarily organizational goals, leadership is the influencing of
practicing managers) believed organizations could be others to do what the leader wants them to do,
effectively managed via practices and principles stressing communication is the transfer of information, ideas,
productivity and efficiency. understanding or feelings among people, group
dynamics, where two or more people having a
Contribution to the evolution of management are comprised of unifying relationship, such as common objectives or
three groups: physical proximity, power is the ability to influence
behavior, politics is a network of interactions by which the issues of increasing the productivity of individuals performing work
power is acquired, transferred and exercised on and organization within which work is performed.
others, and corporate culture is the system of shared
values, beliefs, and habits in an organization that Successful managers do not happen as a matter of chance,
interacts with formal structure to produce behavioral although lack is contributory factory. It is very important for the manager
norms and to know the various factors leading to successful management this
CONTROLLING – the process that measures current includes ability, Motivation to manage, and Opportunity.
performance and guides it toward some
predetermined goals. To be effective, a manager must posses and continually
develops several essential skills. Conceptual skill is the ability to
Each management function involves and is affected by comprehend abstract or general ideas and apply them to specific
decision-making, the process for generating and evaluating alternatives situation. Technical skill is the ability to use specific knowledge,
and making choices among them. At all the three managerial levels, methods, or techniques in performing work. The ability to understand,
from supervisory to top management, managers must motivate and lead motivate, and get along with other people is human skill.
workers and communicates with superiors and subordinates.
The Management of Work
2. Behavioral Approach – Focuses on the interrelationship
between people and work, that is, helping managers Frederick Taylor (the ‘father of Scientific
become more effective in managing people. Developed Management) was the major contributor. He launch a series of
partly because the Classical Approach sometimes failed to studies of jobs to determine the most efficient way to perform
improve efficiency and harmony. Concentrates on jobs and to set objective work standards. He developed the
motivation, leadership, communications and work groups four principle of managing work:
and other behavioral-related topics.
3. Management Science Approach – applies math and 1. Develop a science for each element of man’s work,
statistics to managing operations. Modern day version of which replaces the old rule-or-thumb method.
Classical Approach’s emphasis on managing work. The 2. Scientifically select, train and develop the workman.
computer is a key too. 3. Cooperate with the workers to ensure the job is done
according to scientific management principles.
Two recent attempts to integrate the three approaches: (1) 4. Equally divide work and responsibility between
System Approach – views organizations as a total system comprised of management and workers.
a group of interrelated departments contributing to a single purpose.
Actions by one part affect all others. Consequently, managers must Principle of work simplification – studying the movement,
adopt a broad perspective to their jobs, viewing the organization as a eliminating inefficient movements, combining others, and
dynamic whole when solving problems. (2) Contingency Approach – simplifying the work.
Argues that there is no one best way to manage. The best management Principle of work scheduling – Engr. Henry Gantt,
approach depends on the situation. Seek to match different situations developed the Gantt Charts, which shows on the other.
with different management methods. The scheduling chart is still used in industry. He expanded
the Scientific Management analysis to include the work of
Foundation of Managing Work & Organization, People, and Production managers.
& Operation Principle of efficiency – Harrington Emerson established
principles for accomplishing the efficient use of resources.
Three fundamental tasks make up managerial work: Managing Manager should:
work and organizations, managing people, and managing production
and operations. These three tasks are generally applicable to manager 1. Use scientific, objective, and factually-based analysis
in all organization. These managers were particularly concerned with 2. Define the aims of the undertaking
3. Relate each part to the whole. 2. Leader role – involves responsibility for directing and
4. Provide standardized procedures and methods coordinating the activities of subordinates in order to
5. Reward individuals for successful task execution accomplish organizational goals.
3. Liaison role – refers to managers’ dealing with people
The Management of Organizations: outside the organization.
The two lasting contributions by theories: Informational Roles is an effective management that builds
networks of contacts.
1. Principles of Management - Henri Fayol developed five
management functions: 1. Monitor role – involves seeking, receiving, and
screening information
Planning – all managerial activities that result in a 2. Disseminator role – the manager share knowledge or
course of action. data with subordinates and other members of the
Organizing – activities that result in a structure of organization.
tasks and authority 3. Spokesperson role – the manager pass on
Commanding – directing subordinates’ activities information to others, especially outside the
Coordinating – activities that bind all individual efforts organization.
together and direct them toward a common objective.
Decisional Roles use the information they receive to
2. Principle of Organization – James D. Mooney believed decide when and how to commit their organization to new
that natural laws of organizing existed which he sought to goals and actions.
determine through logic. His principles of organization:
1. Entrepreneur Role – involves designing and starting a
Coordination – the primary rationale for organizations new project, enterprise, or business.
and the reason for organizing. 2. Disturbance Handler role – dealing with problems and
Authority – defining each managerial job in terms of changes beyond their immediate control.
duties and responsibilities 3. Resource Allocator Role – involves choosing among
Leadership – the personification of authority, which competing demands for money, equipment,
guides the delegation of authority. personnel, a manager’s time, and other organizational
resources.
Specialization – the process of defining tasks.
4. Negotiator Role – meets with individuals or groups to
discuss differences and reaches an agreement.
The Management of people
The Management of Production and Operations
Managers perform the four basic managerial functions
while playing a variety of managerial roles. A role is an
Managerial skills are developed for increasing the
organized set of behaviors and they may be grouped into three
quality and quantity of goods and services produced in the
categories: interpersonal, informational, and decisional.
economy. Productivity is a measure of the relationship
between inputs (labor, capital, natural resources, energy, and
Interpersonal roles involve relationship among people.
so forth) and the quality of outputs (good and services).
Productivity is usually expressed in terms of output per person
1. Figurehead role – the most basic and simplest of all
hours or per employed person. The major challenge facing
managerial roles, the manager represents the
management is to attain levels of productivity growth that will
organization at ceremonial and symbolic functions.
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 a
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.