Lesson 1 Nature and Concept of Management
Lesson 1 Nature and Concept of Management
Lesson 1 Nature and Concept of Management
Management analysis is done by breaking it down into five major managerial duties; thus,
making managerial knowledge more understandable. Management functions include the
following:
In other words, top-level managers, middle-level managers, and team leaders or supervisors must
all be conscious of the said practices of successful organizations as they perform their
management functions.
Coordination – is the harmonious, integrated action of the various parts and processes of an
organization.
Efficiency – is being able to yield the maximum output from a minimum amount of input.
Effectiveness – to produce an effect or being able to do things correctly.
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Lesson 2: Evolution of Management Theories
Evolution – is usually defined as slow stages of growth and development, starting from simple
forms to more complex forms. This, too, could be applied to management theories which have
evolved from simple improvement of work methods to more complex ones which focus not only
on work method improvement, but also on customer satisfaction and the conduct of people at
work.
Studying the evolution of management theories will help you understand the beginnings of
present-day management practices; why some are still popular and why others are no longer in
use; and why the expansion and development of these theories are necessary in order to adapt to
the changing times. Management theories include the following:
Taylor’s Scientific Management Principles (Robbins and Coulter, 2009) are as follows:
a. develop a science for each element of an individual’s work to replace the old rule of thumb
method.
b. scientifically select and then train, teach, and develop the workers.
c. 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; and
d. divide work and responsibility almost equally between management and workers.
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
According to Weber, bureaucracy is an
6. Subordination of individual interest
organizational form distinguished by
to general interest the following components:
7. Remuneration/pay • division of labor
• hierarchical identification of job
8. Centralization positions
• detailed rules and regulations
9. Scalar chain of authority
3. Total Quality Management
• impersonal connections with one
another
10. Maintenance of order (TQM)
- this is a management
11. Equity/fairness
philosophy that focuses on
12. Stability/security of tenure of the satisfaction of customers,
workers
their needs, and expectations.
13. Employee initiative Quality experts W. Edwards
14. Promotion of team spirit or esprit Deming (1900–1993) and
de corps Joseph M. Juran (1904–
2008) introduced this customer-oriented idea in the 1950s, however, the concept had few
supporters. The Americans did not immediately take to the idea since the US was enjoying
supremacy in the global market at the manufacturers, on the other hand, took notice of it and
enthusiastically experimented on its application. When Japanese firms began to be
recognized for their quality products, Western managers were forced to give a more serious
consideration of Deming’s and Juran’s modern management philosophy that eventually
became the foundation of today’s quality management practices.
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Deming’s 14 Points for Top Management Juran’s Fitness of Quality
9. Break down barriers between staff areas. 4. Develop a product that can respond to needs.
10. Eliminate slogans, focus on correction of 5. Develop processes which are able to produce
defects in the system. those product features.
11. Eliminate numerical quota for the work 6. Prove that the process can produce the
force. product.
12. Remove barriers that rob people of 7. Transfer the resulting plans to the operating
“pride of workmanship.” forces.