It is a theory of management that analyzes and synthesizes workflows

It seeks to find out that particular management procedure that is applicable in a given situation through a careful examination of the job, determining what is to be done and eventually designing the the tools and methods to accomplish the task.

Father of Scientific Management.

Postulated that if workers could be taught the one best way to accomplish a task, productivity would increase.

They emphasized the benefits of job simplification and the establishment of work standards, as well as the effects of incentive wage plans and fatigue on work performance

This increased the wages of the workers because they accomplished more in a shorter time.

→He developed a task and bonus remuneration plan whereby workers received a guaranteed day's wage plus a bonus for production above the standard to stimulate higher performance.

He recommended that workers be selected scientifically and provided with detailed instructions about their tasks.

the originator of the Gantt Chart.

→ It is highly developed schedules that allow one to visualize multiple tasks that have to be done. Illustrates project schedule

This focuses on the management of work and workers

This addresses the issues concerning how overall organization should be structured.

Father of Modern Management

He studied the functions of managers and concluded that management is universal

Specialization makes employees more efficient which results to more and better outputs

Managers have the ability to give orders.

employees obey and respect the rules that govern the organization where they belong.

Each employee should receive orders only from one superior

For each group of organizational activities having the same objective, direction comes from one manager using one plan.

An employee or group of employees' interests should not precede over the interests of the whole organization.

Employees must be paid a fair wage for their services rendered to the organization

The degree to which subordinates are involved in decision making.

This represents the line of authority from top management to the lowest ranks in the organization.

when people and materials are in the right place at the right time. Specifically, people should be in the jobs or positions most suited for them.

exists when managers observe kindness and faimess to their subordinates

Management should see to it that an orderly personnel planning is provided and ensures that replacements are available to fill vacancies.

Whenever employees are allowed to originate and carry out plans, they are expected to exert high levels of efforts.

Promotion of team spirit builds harmony and unity within the organization

Father of Organization Theory.

Efficiency is achieved through impersonal relations within a formal structure

Advocated that the ideal form of organization for a complex institution was Bureaucracy, or an organization characterized by a well-defined hierarchy of authority, and division of work based on specialization of function.

This refers to highly structured form of administration and usually includes no participation by the governed.

It involves a clear-cut division of integrated activities which are regarded as duties inherent in the office

A system of differentiated controls and sanctions are stated in the regulations

He believed that management is the technique of directing people and organization is the technique of relating functions.

He stated that organization is management's responsibility

People get their right to command from their position in the organization

Managerial process is planning, coordinating, leading and controlling proper use of personnel, delegation, and departmentalization.

Study the behavior of people in groups

She put emphasis on Participative Decision Making, espoused her belief that managers should have authority with, rather than over, employees.

saw management as a social process that consisted primarily of motivating individuals and groups to work toward a common end

→ Suggested that successful leadership was more a result of training in leadership skills than possession of specific personality trait.

Suggested that a manager should not give orders to an employee rather, the two should together analyze the situation and then take orders from the situation.

He put emphasis on Hawthorne Studies which states that human factors like attention, recognition, and not just physical work influence productivity.

His study focuses on the effect of lighting in productivity. result is that lighting had little or no significant effect on productivity and that interaction among workers and participation in informal social groups had a great impact on individual behavior and productivity and not physical factors like light, beauty, fumiture, and etc.

People you work with affects your productivity, if you recognize the person he tends to be more productive.

It is the phenomena of being observed or studied, resulted in changes in behavior.

He identified the types of variables in an organization which are the Casual, Intervening, and End-Result Variables.

He believed that managers may act in ways harmful to the organization because they evaluate end results to the exclusion of intervening variables.

→This measures several factors related to leadership behavior process, motivation, managerial influence, communication, decision-making processes, goal setting, and staff development

This includes leadership behavior, organizational structure, policies, and controls

These are the perceptions, attitudes, and motivations imparted to the organization

These are measures of profit, costs, and productivity

Managers show little confidence with staff associates and ignore their ideas.

Staff associates do not feel free to discuss their jobs with their managers.

Responsibility for the organization's goals is at the top, goals are established through orders. Little communication downward, and top management makes all decisions and motivation by coercion.

It is also referred to as Benevolent-Showing Kindness.

Staffs' ideas are sometimes sought but they do not feel very free to discuss their jobs with their manager. Top management and middle management responsible for setting goals.

Manager has substantial confidence in staff members. Their ideas are usually sought, and they feel free to . discuss their work with their manager

Responsibility for setting goals is fairly general. Considerable communication, both upward and downward, and some delegated decisions are made at lower levels.

It is associated with the most effective performance.

Managers have complete confidence in their staff associates that's why their ideas are always sought and they feel free to discuss their jobs with the manager. Goals are set at all levels.

He proposed the Field Theory of Human Behavior.

He believes that a worker's behavior is influenced by interaction between the worker's personality, the structure of the primary work group, and the socio-technical climate of the workplace.

It is a result of an alteration in the social and psychological forces impinging on an individual, his equilibrium is upset, making him ready to change attitude and behavior

The individual acquires new attitudes and behaviors either by identifying with a role model who possesses those attitudes and demonstrates those behaviors or by discovering new attitudes and behaviors when placed in a situation.

The individual integrates new attitudes and behavior into his personality and on-going relationship.

He notes that one's style of management depends on one's philosophy of humans and categorizes those assumptions as Theory X and Theory Y.

The manager places emphasis is on the goal of the organization.

Because people dislike work, they must be controlled, threatened and coerced to put forth sufficient effort to meet the organizations objectives.

The emphasis is on the goal of the individual

He recommends breaking down management roles and responsibilities and organizing the workplace to simplify complex concepts. .

This helps to organize companies into a more efficient culture, and it allows each member to develop their own skills

This includes Figurehead, Leader, and Liason

This includes Monitor, Disseminator, and Spokesperson.

This includes Entrepreneur, Disturbance Handler, Resource Allocator, and Negotiator.

Hires and trains subordinates

Schedules employees work hours. Distributes employees and directs towards the achievement of organizational goals. Represents his institution at certain activities.

Communicates with persons outside of his vertical chain of command for the purpose of giving and receiving information

Scans the environment for information that is useful in fulfilling his or her roles, obtained through informal contacts such as verbal form-gossip or hearsay.

The manager directs some of his work-related information to persons outside of his own work unit

The one who organizes, manages, and assumes the risks, develops and promotes new projects and programs, and designs and initiates changes and strategies.