MONICA KAY T. GRAVIDEZ, R.N

The Practice of Management

I. Definition Management- is a process by which a

cooperative group directs actions towards common goals. It involves techniques by which a distinguished group of people coordinates the services of people.

Leadership- “a process of social influence in which one person can enlist the aid and support the others in the accomplishment of a common task.

II. Leadership vs. Management

Motto Do right things Do things right

Risk Takes risks Avoids risks

Focus Purpose Structures and procedures

Time Frame Future Present

Methods Strategies Schedules

Asks Why? Who, What, When, Where and How?

Evaluate Potential Performance

Style Transformational Transactional

CLASSIC ORGANIZATION

HUMAN RELATIONS

BEHAVIORAL SCIENCE

SCIENTIFIC MANAGEMENT

SCIENTIFIC

MANAGEMEN

T

Frederick Taylor (1856-1915)• father of scientific management• used the stop watch studies

Frank Gilbreth (1868-1924) and Lilian Gilbreth (1878-1972)• emphasized the benefits of job simplification, establishment of work standards, effects of the

incentives wage plan, and fatigue in work performance.

Henry Gantt (1861-1919)•refined previous work rather than introduce new concepts•developed a task and bonus remuneration plan.

CLASSI

C

ORGANI

ZATIO

N

father of Management Process Schoolencouraged group harmony through equal treatment and stability of tenure

Max Weber (1864-1920)•Father of Organizational Theory•conceptualized a structure of authority that would facilitate the accomplishment of the organizational objectives.

HUMAN

RELATIONS

Chester Bernard

(1886-1961)-Stressed the

role of informal

organization for; aiding

communication, meeting individual’s needs and

maintaining cohesiveness.

Mary Parker Follett (1868-

1933)-Mother of

Modern Managementperceived the organization as a social system and

management as a social

process

Elton Mayo (1810-1949)-Hawthorne

Studies-lighting had little effect

on production..

Kurt Lewin (1890 -1974)

-Group Dynamics-advocated the democratic supervision

Self actualization

Self-esteem

.Love and belongingness

Safety and security

Physiological

Frederick Herzberg•Two-factor theory•Job-content (factors in the job)=motivators•Job-context (surrounding environmental factors) –hygiene factors.

Douglas McGregor (1906 t-1964)•Theory X- People dislike and will avoid work. Workers must me directed, controlled, coerced, threatened.•Theory Y-Workers have self direction, self-control, responds to rewards for the accomplishment of goals.

William Ouchi•Theory Z- workers will be participating in the decisions of the company.•promotions tend to be slower in this type of setting.

Rensis Likert (1903-1981)• Four management systems as

follows;• Exploitive authoritative system• Benevolent authoritative

system• Consultative system• Participative (group) system-

Managerial GridB(1,9)

E(9,9)

C(5,5)

A(1,1)

D(9,1)

Vertical -Concern for the peopleHorizontal- Concern for the production

•Lack of concern for both people and production.

A. Impoverished Manager (1,1)

•-Thoughtful and friendly but lack of concern for production.

B. Country Club Manager (1,9)

•Represents a moderate concern for both people and production but not at the same time.

C. Organization Man Management (5,5)

efficiency in operation but lacks concern for human

elements

D. Authority-Obedience (9,1)

E. Team Management (9,9)The optimal managerial style. These managers integrate their concern for people and production

IV. Works of a Managers

I. FunctionsPlanning

Organizing

Directing

Coordinating

Controlling

II.Skills

Technical SkillsHuman or

Interpersonal Skills

Conceptual Skills

III. Roles

Informational roles

• monitor, disseminator, spokesperson

Interpersonal roles

• figurehead, leaders, liaison

Decisional roles

•entrepreneur, disturbance handler, resource allocator, negotiator.