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M’s of Management
Presented by: Marianne M. Custodio
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Management…
Terry &Rue
•A process or form of work that involves the guidance anddirection of a group of people toward organizational goals orobjectives.
Johnson &Stinson
•The process of working with & thru people to accomplishorganizational goals
Stoner
•The process of planning, organizing, leading and controlling the
efforts of organization members & of using all otherorganizational resources to achieve stated organizational goals.
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9 Basic Resources:
• Nine M’s of Management 1.Man/Manpower
2.Money
3.Materials4.Machines
5.Methods/Procedures
6.Markets
7.Minutes/Time Management8.Motivation/Morale
9.Measurement
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1. Men/ Manpower
• The ―most important‖ resource People who work in business
enterprises.
The success or failure of any businessdepends on them.
The 8M’s are useless if man does not
know how to use them properly.
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1. Men/ Manpower
• The ―most important‖ resource Men are activating resource of the organization
and categorized into two groups such as:
Employees
Managers
Man is important in an organization and emerges
as:
As an economic unit
As a productive unit As a worker
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1. Men/ Manpower
• The ―most important‖ resource Without manpower, companies are unable to get
work done.
Untrained man can cause damage to goods and
services.
―Human Resource Management‖ is different from
―Personnel Management‖
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1. Men/ Manpower
• The ―most important‖ resource HRM vs PM
Factors HRM PM
People Involved All; from top
management torank & file
Mostly rank &
file
Hours of Work Full-time, part-time; flexitime
Full-time
Place of Work Formal &
InformalSetting
Formal setting:
office, factory,plant
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1. Men/ Manpower
• The ―most important‖ resource HRM vs PM
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1. Men/ Manpower
• The ―most important‖ resource HRM vs PM
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1. Men/ Manpower
• The ―most important‖ resource HRM vs PM
Factors HRM PM
Strategies Objective &
Scientific; “TotalSystems”Approach
Subjective based on
management’s needs & values “Compartmentalized” Approach
Philosophy Humane;People: an
investment & aresource
Traditional, mainly for profit;People: an expense & a factor
of production
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2. Money
• The ―driving force‖ of business Generally accepted as payment for goods &
services and repayment of debts
A medium of exchange, a unit of account and a store
of value.From Juno
―Moneta‖, the
Goddess of
ancient Rome
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2. Money
• The ―driving force‖ of business Our present economic system: ―Money Economy‖
Money is important to an individual person,
equally it so to business organizations & the
government.
Every business enterprise of any nature & size
needs ―capital‖
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2. Money
• The ―driving force‖ of business Capital is wealth used in furtherproduction & stresses physicalfacilities without regard to their
money values.
Capital is money or values usedin business regardless of source.
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2. Money
• The ―driving force‖ of business
Administration & maintenance of financial assets.
Identifying and & trying to work around the various risks towhich a particular project may be exposed.
―closely monitoring the cash flow ‖
Inflow – money coming into a company
Outflow – record of the expenditure being made by
the company in various resources.
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3. Materials
• The ―inputs to production‖Basically, pieces required to make something else.
Can be anything: a finished product in its own right or an
unprocessed raw material.
Things needed in the creation of products.
Materials that are first extracted orharvested from the earth & divided
into a form that can easily betransported & stored, thenprocessed to produce semi-finishedmaterials
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3. Materials
• The ―inputs to production‖
field of management that deals with materials
Important principles
governing raw materials:
1. Proper Determination of amount ofraw materials needed.
2. Raw materials should be availableto ensure continuous production.
3. Raw materials should be procurablenot only from one source but from ano. of different sources.
4. There must be periodic inventory ofstocks.
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3. Materials
• The ―inputs to production‖
field of management that deals with materials
Important principlesgoverning raw materials:
5. The transportation of raw materialsfrom the source must be fast aswell as economical.
6. The raw materials must always beof the desired quality.
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4. Machines
• The aide to work simplification Any device that uses energy to perform
some activity.
A device having parts that perform or assist
in performing any type of work.
Derived from ―machina‖
Prior to the birth of the Industrial
Revolution, manufacturing was done
largely thru the use of human hands
aided by simple hand tools.
SimpleMachine
• Transforms thedirection ormagnitude of aforce withoutconsumingenergy.
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4. Machines
• The aide to work simplificationIndustrial Revolution & Machinery…
A Watt steam engine,the steam engine thatpropelled the IndustrialRevolution in Britain andthe world.
http://en.wikipedia.org/wiki/Watt_steam_enginehttp://en.wikipedia.org/wiki/Steam_enginehttp://en.wikipedia.org/wiki/United_Kingdomhttp://en.wikipedia.org/wiki/United_Kingdomhttp://en.wikipedia.org/wiki/Steam_enginehttp://en.wikipedia.org/wiki/Watt_steam_engine
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4. Machines
• The aide to work simplification
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4. Machines
• The aide to work simplification
are technology & expertise deployed towards the
transformation process of input (resources) to output (end-
point objectives/products)
required by modern production—more efficient &
economical
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4. Machines
• The aide to work simplification
greatly reduces the need for human
sensory and mental requirements tocreate complex systems for a rapidly
expanding range of applications and
human activities.
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5. Methods/Procedures
• The technology/techniques of production
“There are 3 types of technology: primitive, intermediate & moderntechnologies” – E. F. Schumacher, 1973
Can also be systems, procedures &processes seamlessly put togetherfor the transformation of a raw
material to goods & services.
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5. Methods/Procedures
• The technology/techniques of production“theoretical knowledge of industry and the
industrial art”
“Human innovation in action that involves the generation
of knowledge & processes to develop systems that solveproblems & extend human capabilities.”
It is the total accumulation of tools, systems& work methods used collectively to
transform inputs into outputs
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6. Markets
• The ―transaction‖ in motion Any of a variety of different systems, institutions, procedures, social
relations & infrastructures whereby person’s trade, goods &
services are exchanged, forming part of the economy.
Transaction is the exchange of goods or services for money.
Markets allow any tradable item to be evaluated & priced.
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6. Markets
• The ―transaction‖ in motion
a. Financial markets
b. Futures markets
c. Currency marketsd. Money markets
e. Prediction markets
f. Stock markets
g. Bond market (credit, debt or fixed income market)
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6. Markets
• The ―transaction‖ in motion
Requirements of a market:
• People must need the product
• People must have the ability to purchase the
product• People must be willing to use their buying power
• Individuals must have authority to buy thespecific products.
Categories of a market:
• Consumer Market
• Organizational or Industrial Market
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6. Markets
• The ―transaction‖ in motion
field of management that deals with markets
An example of money market
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7. Minutes/Time Management
• Optimum time, with highest quality A set of principles, practices, skills, tools and systems that work
together to have more value out of time with the aim of
improving the quality of work.
Skills associated are: planning, prioritizing, goal setting, scheduling
and managing workload.Various means by which people effectively use their time & other closely
related resources in order to make the most out of it.
Efficiency is doing better what is already
being done. – Peter F. Drucker
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7. Minutes/Time Management
• Optimum time, with highest quality
P• Prioritize your time.
O• Organizing things you have to
accomplish regularly.
S• Streamlining things you may not like to
do but must do.
E
• Economizing things you should/like to
do, but not pressingly urgent.
C• Contributing by paying attention to few
remaining things that make a difference.
POSEC MethodInherent in the acronym
is Abraham Maslow’s
Hierarchy of Needs which
suggests that by attendingto one’s personal
responsibilities first, an
individual is better
positioned to shoulder
collective responsibilities.
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7. Minutes/Time Management
• Optimum time, with highest qualityThe BEST time is usually but not always the SHORTEST time
In individual careers, increased job performance &promotions may result.
All types of organizations- business, civic, school,
political and religious- may receive
productive, competitive & financial benefits.
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7. Minutes/Time Management
• Optimum time, with highest quality
―A Gantt chart is helpful in layingout the tasks associated with agiven project. It helps ensure thatthe project schedule is maintainedat a reasonable pace.‖
– Henry Laurence Gantt, 1921
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Pioneer Clinical Laboratory Inc.& Medical ClinicAll Rights Reserved 2008 32
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8. Motivation/Morale
• The ―secret weapon‖ of management ―Change equals Challenge‖ which is the source of motivation,
workplace efficiency & job security.
―Derived from ―motivate‖ meaning to move, impel or induce to act
to satisfy a need or want.‖ – Pefecto Sison, M.A.
Willingness to exert effort to achieve a goal or objective.― Getting people to contribute their maximum effort toward the
attainment of organizational objectives‖ – Carlos Lorenzana
Intrinsic inducement that propels an individual
to think, feel and perform in certain ways.
It is internalized & the most important yetelusive determinant of work behavior.
– Dr. Concepcion Martires
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8. Motivation/Morale
• The ―secret weapon‖ of management
Efficiency under worker responsibility
Management’s priority: GET THE JOB DONE!
Efficiency under command and control leadership
Management’s priority: CONTROL!
Decision-making responsibility &learning opportunity work together.
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9. Measurement
• The ―gauge‖ of effectiveness The score-keeping & in-process monitoring continuously with due
feedback to keep on-course on time.
Encompasses the assessment of performance and results achieved
by individual employees, groups of employees and entire organizations.
Determining the level of performance by judging the quality, quantity,timeliness and /or cost-effectiveness of the work against a set of standards.
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9. Measurement
• The ―gauge‖ of effectiveness Two basic parts of ICS:
1. Operational Procedures
2. Controls
CHALLENGE TO
MANAGEMENT:
Decide how much resource todeploy to create just sufficientcontrols to limit the possibility
of bad events occurring & tolimit the damage when they dooccur.
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Types of Controls:
1. Preventive Control
2. Detective Control
3. Reactive Control
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9. Measurement
• The ―gauge‖ of effectiveness
A large volume of laws & regulations now exist, specifyingstandards of conduct & controls that must be complied with
by organizations.
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There are no universally applied techniques &
principles to make management successful.
There are general approaches that enable managers
to effectively achieve their objectives.
Evolution of managerial thought is traditionally represented
by a number of schools & approaches that contributed the
development of managerial theory & practice.
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Evolution of Managerial Thought
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A group of people or scientists whoshare common characteristics ofopinion or outlook of a discipline.
Approaches tend to cover a more practicalaspect enabling managers to effectively run
their business & achieve organizational goals.
A set of methods, ideas or actions
intended to deal with a problem orsolution.
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The CLASSICAL SCHOOL – associated with the scientific
trends which emerged during the 19th & early 20th
centuries. This school includes:
First-line management analysis
(Scientific Management School), and
Comprehensive analysis of management (AdministrativeSchool)
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1.1 Scientific Management School
Frederick W. Taylor
Frank B. Gilbreth
Lilian E. Gilbreth
Harrington C. Emerson
Henry Laurence Gantt
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1.1 Scientific Management School
Father of Scientific Management
Made systematic study ofrelationships between people & tasks.
―Optimized task‖ = Reduced time a
worker spents on each task.
The Principles to Increase Efficiency
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1.1 Scientific Management School
Each element of a worker’s job is to be treated
scientifically.
Job specialization should be introduced to each job.Workers should be properly selected, trained &
developed.
The pillars of work are planning & scheduling.
Determined time & method standards should be
considered for each task.
Wage incentives have to be provided for all jobs.
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1.1 Scientific Management School
1. Managers often implemented only the increased
output side of Taylor’s plan:
They didn’t allow workers to share inincreased output.
Specialized jobs became very boring & dull.
Workers ended up distrusting scientific
management.
2. Workers could purposely under-perform;
3. Management responded with increased use ofmachine.
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1.1 Scientific Management School
Developed Time & Motion Studies
Used motion picture cameras to findthe most efficient & economical
motions for each task.
Time & Motion Studies:1. Break down each action into components.
2. Find better ways to perform each action.3. Recognize each action to be more efficient.
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1.1 Scientific Management School
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1.1 Scientific Management School
Developed the GANTT Chart
The Gantt chart shows the start &finish dates of the terminal
elements & summary elements of
a project.
Gantt charts also serve as visuals to
estimate the degree of projectcompletion.
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1.1 Scientific Management School
―Setting organizational objectives‖
Proceeded with Taylor’s efficiencyprinciples.
Idea of ―strict‖ distinction between
line & staff roles in management.
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1.1 Scientific Management SchoolKEY POINTS:
The School focused on ―production control‖, where
observation, logic & analysis are the tools to improve
manual operations.
Scientific Management School Methodology
concentrated on the analysis of work content,
job specialization & systematic use of incentives to
increase the production volume & perfect employee’s
performance.
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1.2 Administrative School
Henry Fayol
Max Weber
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1.2 Administrative School
Fourteen Principles of ManagementDivision of Labor
Authority & Responsibility
Discipline
Unity of Command
Unity of Direction
General Interests Over Individual Interests
Remuneration
Centralization/ DecentralizationScalar Chain (Line of Authority)
Order
Equity
Stability of Tenure
Initiative
Esprit de Corps
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1.2 Administrative School
Introduced ―rational authority‖
Rational authority : “When an
organization w/ a formal structure
is managed on a rational basis, it
would be more efficient &
adaptable to changes.”
Rational authority = Bureaucracy
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1.2 Administrative SchoolBureaucratic Organizations’ key points: 1. Clear division & specialization of labor.
2. Hierarchy of authority & responsibility.
People know what is expected of them &
who reports to who.
3. Fair evaluation & reward of the staff.
4. Written rules, standard operating
procedures & norms are provided to
regulate all the processes within the
company.5. Management & the ownership of the
organization are separated.
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1.3 Behavioral School
George Elton Mayo
Abraham Maslow
Frederick Herzberg
Douglas McGregor
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1.3 Behavioral SchoolThe incompetence of the Classical School in questions of
human relations & behavior gave birth to the Behavioral Scho ol.
Two Branches:
a. George Elton Mayo
b. Abraham Maslow
a. Frederick Herzberg
b. Douglas McGregor
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1.3 Behavioral School
Famous for his ―Hawthorne Experiments‖
which showed that scheduling, planning &
fair payments were not enough to provide
stable increase of organizational
productiveness.
Concluded that individuals are motivated by
social needs & good on the jobrelationships & respond better to work-
group pressure than to management
control activities.
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1.3 Behavioral School
Famous for his ―Hierarchy of Needs‖
Expanded Mayo’s ideas of social needs;
observed that his patients were motivated
by a sequence of needs.
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1.3 Behavioral School
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KEY POINTS:
The theorists believed that managers should take
care of their employees. Providing high level
of care, managers get high level of staffsatisfaction.
Mayo & Maslow recommended the human
relations management which includes more
effective actions of managers, consulting
the staff & enabling the workers to havebroad on-the-job relationships.
1.3 Behavioral School
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1.3 Behavioral School
Worked on different aspects of socialcooperation, motivation,
organizational communication,
changes in job specification &
quality of industrious life.
Their approach intended to help an
employee realize personal
potential.
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KEY POINT:
The general target of the school was to prove that
increase in staff performance provides an increase in
organizational effectiveness.
1.3 Behavioral School
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1.4 Management Science SchoolDeveloped after World War II from the operational research
teams in Great Britain & US.
Advocated that mathematics, statistics, cybernetics &
operations research models should be used to decide
operation problems.
Model - an idea of real situation; in order to solve operation
problems:
1. Define the problem;
2. Develop a model of the situation
3. Specify the quantitative characteristics to the model“substitution of verbal discussions for models, symbols &
quantitative values.”
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1.4 Management Science School
The optimal decision making algorithm based on
statistical decisions theory, game theory etc.Quantitative abstract and applied models of
economic phenomena
Management Science
School providesmanagers with ascientific basis forsolving problems &making decisions.
The most recent subfield of Management Science
is Management Information System (MIS ) which
provides managers with information in a timely &
cost-efficient manner
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Introduced to management after 1950s by the Management Science
School.Organization is a ―system‖ and considered relations inside & outside
the organization.
System A number of interdependent parts functioning as
a whole for some purpose.
Subsystem A system within a system.
An Organization is anOPEN SYSTEM
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Inputs(Goal
Oriented)
P l a nni n g
O r g a ni z i n g
S t a f f i n g
Outputs(External
ToOrgnzn.)
L e a d i n g
C o n t r o l l i n g
Product/Services,
Profits, Customer &Societal satisfaction,
Other Long-term Goals
9 M’s of
management
Stake holder Feedback (reenergizing the system)
Stakeholders
Shareholders;
Society; Customers;
Employees; Suppliers
EXTERNAL ENVIRONMENT(Opportunities, Constraints)
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Believes that it is impossible to select one combination of
management techniques for all situations.
Organizations differ in structures, spans of control, chains of
command, degrees of centralization, corporate culture, and so on. Thus,
each organization is tailored by some particular circumstances.
Applies ideas drawn from various schools of management thought to
real life situations.
Contingency theorists denote such elements of a management
situation as the conditions of a task (like the Scientific ManagementSchool), managerial job (borrowed from the Administrative School) &
person (Human Relations Movement).
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This approach points out the need for managers to examine
the relationship between the internal & external environment of anorganization.
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“Good management is the art of
m king problems so interesting nd
their solutions so constructive th t
everyone w nts to get to work nd
deal with them ” --Anonymous--