OM Q1 Week 2

Organization and
Management
We e k 2
t e r 1
Qua r
O OT Dbject f h
ive e ay
• Explain the meaning , functions and types and
theories of management. (ABM_AOM11-Ia-b-1-2)
Various Types of
Management
Theories
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1. Scientific Theory
Frederick W. Taylor
Broke the work process down into the smallest
possible units, or sub-tasks, to determine the most
efficient method.
This theory assets that organizations should
identify the best way to do a job, train workers to
handle each element in a pre-determined manner
and set up an equitable system of rewards for
improved productivity.
Definition: Simplify tasks, divide work equally,
and use monetary incentives.
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2. Administrative Theory
Henri Fayol
Also known as “Classical Management Theory”.
This theory concludes that management should
interact with personnel in order to control and
plan production.
2. Administrative Theory
Henri Fayol
Definition: Leaders had five main functions—to

forecast, plan, coordinate, command and control.
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3. Bureaucratic Theory
Max Weber
Built on principles outlined by Frederick Taylor in his

scientific management theory. Like Taylor, Weber
advocated a system based on standardized
procedures and a clear chain of command.
Key elements of in Bureaucratic Theory
• Clearly defined roles
• A hierarchy of authority
• Standardized procedures
• Meticulous record-keeping
• Hiring employees only if they meet the specific
qualifications for job
3. Bureaucratic Theory
Definition: A hierarchical structure adhering
to strict rules.
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4. Human Relations Management Theory
Elton Mayo
It is a researched belief that people desire to

be part of a supportive team that facilitates
development and growth.
4. Human Relations Management Theory
Definition: The promotion of social

interactions within an organization.
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5. Systems Theory
Ludwig Von
Bertalanffy
This theory recognizes how different systems
affect a worker and how a worker affects the
systems around them.
5. Systems Theory
Systems theory is a broad perspective that allows
managers to examine patterns and events in the
workplace. This helps managers to coordinate
programs to work as a collective whole for the
overall goal or mission of the organization rather
than for isolated departments.
5. Systems Theory
Definition: System-wide coordination between every

department.
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6. X & Y Theory
Douglas McGregor
Remains a cutting-edge management model though

more than 50 years old.
Theory X
• Managers tend to take a pessimistic view of their people
and assume that they are naturally unmotivated and
dislike work.
• Managers are more authoritarian and actively intervene
to get things done.
Theory Y
• Managers have an optimistic, positive opinion of their
people, and they use a decentralized, participative
management style.
• People have greater responsibility, and managers
encourage them to develop their skills and suggest
improvements.
6. X & Y Theory
Definition: suggesting two aspects of human behavior

at work, or in other words, two different views of
individuals (employees).
Roles of a Manager
The manager is expected to lead his unit or
department in achieving its objectives. A manager
wears many hats. Not only is a manager a team
leader, but he or she is also a planner, organizer,
cheerleader, coach, problem solver, and decision
maker — all rolled into one.
1. Figurehead: Perform ceremonial and symbolic
duties, such as greeting visitors, and signing legal
documents.
2. Leader: Direct & motivate subordinates; counsel
and communicate with subordinates.
3. Liaison: Maintain information links both inside
and outside organization via mail, phone calls, and
meetings.
4. Monitor: Seek and receive information; scan

periodicals and reports; maintain personal contact
with stakeholders.
5. Disseminator: Forward information to
organization members via memos, reports, and phone
calls.
6. Spokesperson: Transmit information to outsiders

via reports, memos, and phone calls.
7. Entrepreneur: Indicate improvement projects;
identify new ideas and delegate idea responsibility to
others.
8. Disturbance Handler: Take corrective action

during disputes or crises; resolve conflicts among
subordinates; adapt to environments.
9. Resource Allocator: Decide who gets resources;
prepare budgets; set schedules and determine
priorities.
10. Negotiator: Represent department during

negotiations of union contracts, sales, purchases,
and budgets.
Management Skills
The Three Management Skills
1. Technical Skills
Refer to the abilities to use special proficiencies
or expertise in performing specific tasks. They
refer to the use of tools, techniques, and
specialized knowledge.
2. Human Skills
Refer to the abilities to work well in
cooperation with other persons; whether they
are subordinates, peers, or superiors.
3. Conceptual Skills
Refer to the ability of the manager to see the
organization as a whole and to solve problems in
ways that benefit the total system.

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Organization and

Definition: Leaders had five main functions—to

Built on principles outlined by Frederick Taylor in his

It is a researched belief that people desire to

Definition: The promotion of social

Definition: System-wide coordination between every

Remains a cutting-edge management model though

Definition: suggesting two aspects of human behavior

4. Monitor: Seek and receive information; scan

6. Spokesperson: Transmit information to outsiders

8. Disturbance Handler: Take corrective action

10. Negotiator: Represent department during

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