ORGANIZATIONAL STUDIES REVIEWER - Human skills are equally important at all

levels of management, from team leaders

The Management Process
to CEOs.
MANAGEMENT SKILLS – the attributes or abilities
- Examples of these are adaptability,
that an Executive/Manager possesses to fulfill
negotiation, conflict resolution, persuasion
specific tasks in an organization
and affirmation, team building, etc.
- It is very crucial for various positions and at the
CONCEPTUAL SKILLS
different levels of an organization, from top
leadership to intermediate supervisors to first-line - Refer to the cognitive ability to see the
managers organization as a whole and the relationship
among its parts.
ROBERT KATZ and the 3 TYPES OF
MANAGEMENT SKILLS - it involves knowing where one’s team fits
into the total organization and how the
ROBERT L. KATZ – is an American social and
organization fits into the industry, the
organizational psychologist. He created the concept
community, and the broader business and
of managerial skills, which describes how the
social environment.
required skills structure changes, depending on the
management level. - These skills tend to be more relevant to the
top or upper management.
R. Katz introduced and identified the Three Types
of Management Skills which are the following: - Examples of these are planning, organizing,
decision-making, strategic thinking, ethical
TECHNICAL SKILLS
judgement, etc.
- Refer to the understanding of and
HISTORY OF MANAGEMENT THOUGHT
proficiency in the performance of specific
tasks. - CLASSICAL MANAGEMENT APPROACHES

- Include mastery of methods, techniques, - BEHAVIORAL MANAGEMENT APPROACHES

and equipment involved in specific
- MODERN MANAGEMENT FOUNDATIONS
functions as well as specialized knowledge,
analytical ability, and the competent use of CLASSICAL MANAGEMENT APPROACHES
tools and techniques in a specific discipline.
A. SCIENTIFIC MANAGEMENT APPROACHE
- Particularly important at lower level
B. ADMINISTRATIVE PRINCIPLES
management or to the first-line
managers because they supervise the C. BUREAUCRATIC ORGANIZATION
workers who produce products or serve
SCIENTIFIC MANAGEMENT
customers.
- Emphasizes careful selection and training of
- Examples of these are Computer and Digital
workers and supervisory support.
Literacy, Technical Writing, Information
Technology, Project Knowledge, etc. - Introduced by Frederick W. Taylor in 1911
through his book The Principles of Scientific
HUMAN SKILLS
Management
- Refer to a manager’s ability to work with
- “The principal object of management should
and through other people and to work
be to secure maximum prosperity for the
effectively as part of a group. It can also be
employer,
referred as Interpersonal Skills
coupled with the maximum prosperity for
- Managers with human skills work effectively the employee”
within groups, encourage others to express
ADMINISTRATIVE PRINCIPLES
their thoughts and feelings, are sensitive to
others’ needs and viewpoints, and are good - Introduced by Henry Fayol in 1916 through
listeners and communicators his book General and Industrial
Management (Administration Industrielle et
Générale)
 - It identifies Five Rules/Duties of received special attention that made them feel
Management : important

1. Foresight EMPLOYEE ATTITUDES and GROUP PROCESSES

2. Organization One study interviewed over 21,000

employees to learn what they like and dislike about
3. Command
their work environment. “Complex” and “baffling”
4. Coordination results led the researchers to conclude that things
like work conditions or wages could be sources of
5. Control
satisfaction for some workers and of dissatisfaction
Principles that Fayol introduced to guide managers for others.
in action:
The researchers concluded that groups can
1. Scalar Chain Principle – there should have strong negative, as well as positive, influences
be a clear and unbroken line of on individual productivity.
communication from the top to the
Hawthorne Effect – the tendency of people who
bottom in the organization
are singled out for special attention because of
2. Command Principle – each person expectation created by the situation
should receive orders from only one
MCGREGOR’S THEORY X AND THEORY Y
boss
Developed by psychologist Douglas McGregor in
3. Unity of Direction Principle – one
the 1960s, Theory X and Y are two contrasting
person should be in charge of all
theories that explained how managers' beliefs
activities that have the same
about what motivates their people can affect their
performance objective
management style.
BUREAURATIC ORGANIZATION
Theory X assumes people dislike work, lack
Bureaucracy – a rational and efficient form of ambition, act irresponsibly and prefer to be led.
organization founded on logic, order and legitimate This approach is very "hands-on" and usually
authority involves micromanaging people's work to ensure
that it gets done properly.
- The approach was introduced by Max
Weber, a German intellectual, in the late Theory Y assumes people are willing to work, like
19th century. responsibilities, and are self-directed and
motivated. With this, you'll more likely adopt a
- Weber’s ideas developed after noticing
participative management style. Managers who use
organizations of his day often performed
this approach trust their people to take ownership
poorly because of people holding positions
of their work and do it effectively by themselves.
of authority not because of their
capabilities, but because of their “privileged” Managers who hold either set of assumptions can
social status. create self-fulfilling prophecies—that is, through
their behavior they create situations where others
BEHAVIORAL MANAGEMENT APPROACHES
act in ways that confirm the original expectations.
THE HAWTHORNE’S STUDIES

SOCIAL SETTING and HUMAN RELATIONS

FOLLETT’S ORGANIZATION AS COMMUNITIES
Six workers of Western Electrical Company
The work of Mary Parker Follett was part of an
were isolated for intensive study in a special test
important transition from classical thinking into
rooms, they were given various rest pauses, as well
behavioral management. In her writings, Follett
as workdays and workweeks of various lengths, and
describes organizations as “communities” in
productions was regularly measured.
which managers and workers should labor in
The researchers concluded that the new harmony without one party dominating the other,
“social setting” created for workers in the test room and with the freedom to talk over and truly
made them want to do a good job. They shared reconcile conflicts and differences.
pleasant social interactions with one another and
 For her, groups were mechanisms through Continuous improvement – involves always
which diverse individuals could combine their searching for new ways to improve work quality
talents for a greater good. And she believed it and performance.
was the manager’s job to help people in
ISO certification - indicates conformance with a
organizations cooperate with one another and
rigorous set of international quality standards.
achieve an integration of interests.
KNOWLEDGE MANAGEMENT AND EVIDENCE
MASLOW’S THEORY OF HUMAN NEEDS
BASED MANAGEMENT
Need - a psychological or physiological deficiency
Knowledge management - the process of using
that a person wants to satisfy. It suggests that
intellectual capital for competitive advantage.
needs create tensions that can influence a person’s
work attitudes and behaviors Evidence-based management – involves making
decisions based on hard facts about what really
ARGYRIS’ THEORY OF ADULT PERSONALITY
works.
This theory presented by Chris Argyris in his book
Henry Fayol, also known as the 'father of modern
Personality and Organization, is one of the many management theory' gave a new perception of the
theories that seek to explain the human nature and concept of management. He introduced a general
behavior. According to this theory, a persons’ theory that can be applied to all levels of
development is processed along a continuous management and every department.
break of an immaturity situation to a maturity FUNCTIONS OF MANAGEMENT/CORE
situation MANAGERIAL FUNCTIONS

Planning
A mature person is characterized for being active,
independent, self-confident and self-controlled. On Managers first need to develop a detailed action
the contrary, an immature person is passive, plan. In the planning phase, management should
dependent, has lack of confidence and feels need identify the goals and create a reasonable course of
of control by others. action to attain them. There may be multiple ways
to achieve the goal, but it’s management’s
He believes common problems of employee
responsibility to determine the best course of
absenteeism, turnover, apathy, alienation, and low
action.
morale may be signs of a mismatch. And, he argues
that managers who treat people positively and as Organizing
responsibleadults will achieve the highest
The organizing function consists of taking the
productivity.
previously created plan and putting it into action.
MODERN MANAGEMENT FOUNDATIONS Key activities in this function include:

The concepts, models, and ideas discussed so far - Identifying all of the necessary steps of the
helped set the stage for continuing developments project
in management thought. They ushered in modern - Determining who will complete the actions
management approaches that include the use of and deploying those resources to work
quantitative analysis and tools, a systems view of - Establishing levels of authority and
organizations, contingency thinking, commitment responsibility for every individual involved
to quality management, the role of knowledge
Leading
management learning organizations, and the
importance of evidence based management. The leading stage consists of motivating and
influencing employees to do the work and meet
QUALITY MANAGEMENT
performance standards. Keep in mind that effective
Total quality management – an organization-wide leadership extends beyond delegating and
commitment to continuous improvement, product directing employees what to do.
quality, and customer needs. It makes quality
Controlling
principles part of the organization’s strategic
objectives, applying them to all aspects of The controlling function consists of monitoring
operations and striving to meet customers’ needs performance and progress through project
by doing things right the first time. execution and making adjustments as needed.
Managers should ensure that employees meet
deadlines while simultaneously balancing
synchronicity amongst the project’s resources and
the overall budget. Managers may need to take
corrective actions and be proactive in their
approach to ensure that team members meet their
assigned deadlines.

ORGANIZATIONAL CULTURE AND CHANGE

Change leader - takes initiative in trying to change

the behavior of another person or social system