Principles of Management and
Evolution of Management
ICC 111
Organization
Management Skills &
Roles
Manager
A manager is an individual
answerable for the performance of
group members in the workplace. He
has the official authority to assign
resources of the organization though
approval of other people in authority
is needed.
In his book Management: "Tasks, Responsibilities,
Practices", Peter Drucker classifies five basic
functions of a manager which are:
1. Set objectives and plan
a. settle on the objectives congruent with the corporate
vision and mission statement
b. establish the goals in every area of objectives
c. choose what has to be done to attain the objectives
d. communicate the objectives to the people whose act is
required to reach them
2. Organize the group
a. examine the activities, decisions, and relations
needed
b. organize the work
c. separate the work into controllable activities and
divide more the activities into handy jobs
d. cluster units and jobs into an organization structure
e. choose people for the supervision of the units and
for the job to be done
3. Motivate and communicate
a. create a team out of the people that are in charge for
different jobs
b. empower employees and encourage them to follow
through on strategic focus
c. acquire relationship accountability
d. formulate people decisions on pay, placement, and
promotion e. be in touch all the time to and from his
subordinates, superior, and contemporaries
4. Measure performance
a. set up standards and some factors that are as vital to the
performance of the organization and each man in it
b. construct the dimensions concentrated on the
performance of the entire organization and all individual
available to each staff member study, assess, and construe
performance
d. commune the meaning of the dimensions and their
findings to your subordinates, to his superiors, and to
colleagues
5. Develop people
a. improve himself as a
manager
b. build up others
Level of Management and their
Functions
First line manager
• Encourages, monitors and rewards the
performance of their subordinates.
• Teaches new hires how to do their jobs
• Makes detailed schedules and operating plans
based on middle management's intermediate
range plans
Level of Management and their
Functions
Middle manager
• Plans and allocates resources to meet objectives
• Coordinates and links groups, departments, and
divisions within the organization
• Monitors and manages the performance of the subunits
and individual managers who report to them
• Implements changes or strategies generated by top
management
Level of Management and their
Functions
Top manager
• Creates a framework for change
• Develops employees' commitment to and
ownership of the organization's performance
• Creates a positive organizational culture through
words and actions
• Monitors business environment
Level of Management and their
Functions
Team leaders
• Facilitates team performance
• Manages external relationships
• Facilitates internal relationships
The function of a manager in an organization is
crucial. An organization's capacity to exploit its
resources for its benefit depends on its manager.
Reaching the pre-established targets and goals.
BASIC MANAGERIAL
ROLES
Three criteria were proposed by Henry Mintzberg
for which a manager must work. After spending a
week observing about five American Chief
Executive Officers (CEOs), he arrived to this
The function of a manager in an organization is
crucial. An organization's capacity to exploit its
resources for its benefit depends on its manager.
Reaching the pre-established targets and goals.
Three criteria were proposed by Henry Mintzberg
for which a manager must work. After spending a
week observing about five American Chief
Executive Officers (CEOs), he arrived to this
conclusion.
Types of Role Specific Role Activities Being
Interpersonal Figure Head-In Done
• Greeting the visitors
This
Rolerole involves figure head role attending the social
human functions involving
manager perform
interaction both employees
activities whic are • Handing out me with
inside the ceremonial and certificate at other
organization and symbolic nature awards to
outsiders. outstanding
• represents
employees
organizations at
community
luncheon to support
Types of Role Specific Role Activities Being
Leader- managers Done
• Motivates and
to their role encourages
involves leading workers to achieve
Interpersonal • set examples of
objectives
Role his subordinates
hard work and
and motivating
dedication so that
them for willing subordinate follow
contributions his directions with
respect
Types of Role Specific Role Activities Being
Leader- managers Done
• Motivates and
to their role encourages
involves leading workers to achieve
Interpersonal • set examples of
objectives
Role his subordinates
hard work and
and motivating
dedication so that
them for willing subordinate follow
contributions his directions with
respect
Types of Role Specific Role Activities Being
Informational monitor -in Done
• Collects the
rule -This role monitoring role information which
involves the manager scan can affect the
sharing and the environment organizational
analyzing of for information • Reads magazine sa
activities
information and periodicals and
distributing reports from the
them as departments
required • Talk with others to
learn changes in the
public's taste
Types of Role Specific Role Activities Being
Disseminator -in Done
• Distribute the
disseminator
information to his
role the subordinates and
Informational manager share superiors by
rule the information sending circulars
collected with holding meetings
subordinates making phone
and others in calls and emails
the company
Types of Role Specific Role Activities Being
Spokesperson - in Done
• Attends press
spokesperson role
conference
the manager
meetings and issue
represents his
Informational notices
organization or
rule • Launches ad
unit with
campaign to
interacting
• promote new to
Gives speeches
without siders like
product
inform concerns
customer financer
about the future
government
intention of the
suppliers or other organization
Types of Role Specific Role Activities Being
Decisional role - Entrepreneur -as Done
• Takes decision in
this role involves an entrepreneur expansion or
the manager diversification
decision making
assume certain through committing
amusing pan
risk which can organizational
strategy and
affect the • resources
Constantly look out
utilization of and initiates new and
resources. organization
innovative projects
• Develops folder
procedures for
effective and efficient
management
Types of Role Specific Role Activities Being
Conflict handler - Done
• Results employee
he has to take care
disputes and
of certain
strikes etc
pressures and
Decisional role
problems in • Resolves
organization unexpected
especially those problems from the
that are severe internal and
that demands external
immediate environment
Types of Role Specific Role Activities Being
Resource Done
• Utilizes
allocator - as a organizational
resource resources in such
allocator way that no
Decisional role
managers fulfill department suffers
the demand of further inadequacy
• Sets budget at
our use units in
salaries of middle
terms of human
and first line
physical and managers
financial.
Types of Role Specific Role Activities Being
Negotiator- as an Done
• Negotiates with
negotiator
trade unions
manager has to
regarding
reach
Decisional role working condition
agreements with
and wage fixation
other managers
regarding the • deals with prices
first right to among suppliers
resource within and customers
and outside the
God Job!
Quick Questions before the next topic
• What kind of skills does it requires to be a
manager?
• Can everyone be a manager?
SKILLS OF A
MANAGER
Not everyone can be a manager. When
employers search for good managers
skills, diagnostic skills, communication
skills, leadership skills and the motivation
they certainly look for individuals with
technical skills, human skills, conceptual
to manage.
SKILLS OF A
MANAGER
Technical skills
• Technical skill requires the ability to apply
proficiency or expertise to perform particular
tasks. Accountants, engineers, market
researchers, and computer scientists possess
technical skills.
• Managers acquire these skills initially through
formal education and then further develop them
through training and job experience.
SKILLS OF A
MANAGER
Technical skills
• Technical skills are most significant at lower
levels of management and for team leaders,
because they oversee the workers who produce
products and render services.
• As managers rise through the managerial ranks,
technical skills become less vital, but still
needed.
SKILLS OF A
MANAGER
Human skills
• Human skill exhibits the ability to soundly work
in cooperation with others. Human skills emerge
in the workplace as a spirit of trust, enthusiasm,
and genuine involvement in interpersonal
• relationships.
A manager with good human skills has a high
degree of self-awareness, a capacity to
understand or empathize with the feelings of
others, good listeners and communicators.
SKILLS OF A
MANAGER
Human skills
• Some managers are naturally born with great
human skills. While others, improve their skills
through attending classes and trainings or
developed human skills via experiences.
• No matter how human skills are acquired,
they're critical for all managers' especially upper
managers, because of the highly interpersonal
nature of their managerial work.
SKILLS OF A
Conceptual skills MANAGER
• Conceptual skill is the ability to see the total
picture of the organization, to know how the
different parts affect each other and how the
company fits into or is affected by the external
• It calls for the ability to have analytical sense.
environment.
Analytical skill enables managers to break down
problems into smaller parts, to see the relations
among the parts, and to distinguish the
repercussions of any one problem for others.
SKILLS OF A
MANAGER
Conceptual skills
• As managers rise through the managerial hierarchy
in organizations, they must deal with more
uncertain problems that have long-term
consequences.
• Managers may obtain these skills primarily from
formal schooling and then further extend them in
training and job experience. The senior the
management level, the more essential
conceptual skills become.
SKILLS OF A
MANAGER
Conceptual skills
• As managers rise through the managerial hierarchy
in organizations, they must deal with more
uncertain problems that have long-term
consequences.
• Managers may obtain these skills primarily from
formal schooling and then further extend them in
training and job experience. The senior the
management level, the more essential
conceptual skills become.
SKILLS OF A
MANAGER
Conceptual skills
• As managers rise through the managerial hierarchy
in organizations, they must deal with more
uncertain problems that have long-term
consequences.
• Managers may obtain these skills primarily from
formal schooling and then further extend them in
training and job experience. The senior the
management level, the more essential
conceptual skills become.
SKILLS OF A
Diagnostic skills MANAGER
• Manager's ability to visualize the most appropriate
response to a situation is important. Problem
solving skills are also called as design skills.
• A manager should know how to identify a
problem. He should also possess an ability to find
a best solution for solving any specific problem.
• This requires intelligence, experience and up-to-
date knowledge of the latest developments.
SKILLS OF A
MANAGER
Communication skills
• Communication skill is required equally at all three
levels of management.
• A manager must be able to communicate the
plans and policies to the workers. Similarly, he
must listen and solve the problems of the
• He must encourage a free-flow of communication
workers
in the organization.
SKILLS OF A
MANAGER
Leadership skills
Leadership skill is the ability to influence
human behavior. A manager requires
leadership skills to motivate the workers.
These skills help the Manager to get the work
done through the workers.
SKILLS OF A
MANAGER
Motivation to Manage
Motivation to manage is the evaluation of how
inspired employees are to interrelate with superiors,
involve themselves in competitive situations,
confidently behave towards others, inform others
what to do, recompense fine behavior and discipline
bad ones, execute actions that are seen by others
and systematize administrative tasks.
SKILLS OF A
MANAGER
Motivation to Manage
Managers at higher levels are usually
motivated strongly compared those in the lower
ranks. Managers with high motivation are
promoted quickly and rated as exemplary by
their subordinates.
GOOD JOB!
YOU ARE NOW A SKILLFUL MANAGER
EVOLUTION OF
MANAGEMENT
EVOLUTION OF
MANAGEMENT
Bureaucratic Management
It was because of his disgust to the historical
background of monarchial and patriarchal rule
during his time that Max Weber (1864-1920), a
German sociologist proposed for the novel idea
of bureaucracy. Bureaucracy for Weber is "the
exercise of control on the basis of knowledge".
Maximilian Karl Emil
A.K.A Max
Weber
German sociologist
Weber
EVOLUTION OF
MANAGEMENT
Scientific Management
• In the late 1800s, as manufacturing
companies grew larger and industrialized,
managers expanded their roles to include
planning, scheduling, and staffing, beyond
just production.
• The advent of new technologies
necessitated the hiring of operations
specialists to address personnel and
EVOLUTION OF
MANAGEMENT
Scientific Management
• This situation led to the development of
scientific management.
• Scientific management involved studying
and testing various work methods to find the
most efficient way to complete tasks.
Frederick Winslow Taylor
[Link]
German sociologist
EVOLUTION OF
MANAGEMENT
Scientific Management
• Frederick Taylor (1856-1915), known as the
"Father of Scientific Management," was a
mechanical engineer who began his career at
Midvale Steel Company.
• Taylor described scientific management as
"75% science and 25% common sense,"
emphasizing systematic study to determine the
"one best way" to perform a task.
EVOLUTION OF
MANAGEMENT
Scientific Management
• This approach proved effective for organizations
with assembly lines and mechanistic, routinized
activities, improving operational efficiency at
the shop-floor level
According to Taylor, "scientific management
means knowing exactly what you want men
to do and seeing that they do it in the best
and cheapest way." It is based on the
following four principles.
1. Develop a science for each element of work by studying,
analyzing and determining the "one best way" to do the work.
2. Scientifically select, train, teach and develop workers to
assist them achieve their full potential.
[Link] with employees to guarantee execution of the
scientific principles.
4. Divide the work and the responsibility evenly among
management andworkers.
EVOLUTION OF
MANAGEMENT
Scientific Management
Specialization as the only source of authority is
one of the highlight of scientific management.
No single foreman could be an expert in all of
the assignments supervised. Each foreman has
a specific task of specialization which made him
theauthority in that field.
Taylor also believed that money was the
motivating factor for employees to work to their
capacity. He supported the piecework system as
the economically rational way to pay an
individual for the pieces of work he produced.
• Frank (1868-1924) and Lillian (1878-
1972) Gilbreth made notable
contributions to scientific
management through their unusual
• Frank Gilbreth revolutionized the
teamwork.
use of motion pictures to study and
analyze workers' motions.
• Lillian Gilbreth, the first woman to
earn a Ph.D. in Industrial
Psychology, became renowned for
advocating for workers' rights.
• Lillian championed improvements
such as standard workdays,
scheduled rest breaks, and normal
lunch breaks, which are now common
in modern workplaces.
• The Gilbreths’ played a significant
but often unnoticed role in
rehabilitating and employing 13
million wounded and disabled
soldiers after World War I.
• Frank Gilbreth, who had himself
been paralyzed from a rheumatic
attack, suggested measures to the
American government for
reintegrating disabled workers into
the workforce.
• Henry Gantt (1861-1919), an associate
of Frederick Taylor, made significant
contributions to the field of
• He is well-known for developing the
management.
Gantt chart, a visual tool for tracking
progress at each stage of a project.
• Unlike Taylor, Gantt believed workers
should not be punished for low
production due to the learning curve
associated with becoming productive.
• He introduced quota systems and daily
bonuses to reward workers who
exceeded their quotas.
• Gantt recommended that companies
train and develop their workers to
achieve optimal performance levels.
EVOLUTION OF
MANAGEMENT
Administrative Management
The manager and his basic functions is heart of
administrative management. Henri Fayol (1841-1925),
a French industrialist and a mining engineer was the
real Father of Modern Management.
His work experience as a managing director
significantly shaped his thoughts and ideas in
developing the five functions of managers Henri Fayol
and the fourteen principles of management.
EVOLUTION OF
MANAGEMENT
Administrative Management
These functions of management include
planning, organizing, coordinating, commanding
and controlling.
Henri Fayol
French mining
Derived 14 principles of
engineer
Management
CLASSICAL
APPROACH TO
MANAGEMENT
CLASSICAL APPROACH TO
MANAGEMENT
NEO CLASSICCAL THEORY OF MANAGEMENT
Neo-classical theory, also referred to as behavioral
science approach gives importance to human and social
aspects of the worker and his relations in the
organization. Following the Great Depression and World
War II, professional, skilled benefits and improved
working conditions. So, managers were forced to detect
workers and even the unskilled formed unions to
bargain for better pay, increased that people have
• Robert Owen (1771-1858) was a
notable supporter of the
behavioral science approach.
• Working as a manager in a textile
company, he criticized colleagues for
failing to value the human element in
management.
• Owen believed that proper attention to
workers could lead to a 50% return on
investment.
• He asserted that showing concern for
workers results in increased profitability
for the firm and reduced hardships for
workers.
• Mary Parker Follett (1868-1933), a
social worker by profession,
viewed management as a
• She believed
continuous that solutions to
process.
problems could create new dilemmas
for the company.
• Follett emphasized the importance of
including workers in decision-making
and the dynamism of management.
• From her observations, she is certain
that those closest to the action are best
positioned to make effective decisions
on task performance
• According to Follett, first-line
managers are ideally suited to
coordinate production tasks as
coaches and facilitators.
• She stressed that “maintaining good
working relations and effective
communication between managers and
workers are crucial for a harmonious
workplace.”
Follett is best known for her constructive conflict and
coordination ideas. She suggested three way of
dealing with conflict, namely:
1. Domination is a victory of one party over the other.
2. Compromise is both sides giving up something in order
to have peace.
[Link] conflict resolution is both parties
considering their preferences and working together to
find the best option that meets the needs of both
groups.
• Cherster Barnard (1886-1961)
failed to graduate from Harvard,
because of being incomplete in a
science course.
• Though in 1927, he became the
President of New Jersey Bell.
• His book The Functions of
Executives revealed two
significant contributions:
Funtion of Executive two significant contribution
1. The organization as social systems needs
cooperation and communication among workers to be
effective and achieve goals and objectives. The
examination of the external environment and adjusting
the internal structure
situation must be done for balance.
2. The acceptance theory of authority posited that a
worker has free will to disobey the orders of his
• Elton Mayo (1880-1948): Noted
Harvard psychologist and key
contributor to the Hawthorne
studies.
• Hawthorne Studies: Conducted
from 1924 to 1932 at the Western
Electric Company in Chicago.
• Joined the Studies: Mayo joined in
1928 with colleagues Fritz
Roethlisberger and William
Dickson.
• New Experiment: Their
involvement followed the failure
of the initial illumination
experiment.
• Key Publication: Mayo’s book, The
Human Problems of an Industrial
Civilization, includes the results of
the Hawthorne studies.
• New Experiment: Their
involvement followed the failure
of the initial illumination
experiment.
• Key Publication: Mayo’s book, The
Human Problems of an Industrial
Civilization, includes the results of
the Hawthorne studies.
There were actually four phases of the
Hawthorne studies namely:
• Illumination experiments (1924-1927)
• Relay assembly room experiments (1927 -
1928)
• Mass interviewing program (1928-1930)
• Bank wiring room study (1931-1932)
There were actually four phases of the
Hawthorne studies namely:
• Illumination experiments (1924-1927)
• Relay assembly room experiments (1927 -
1928)
• Mass interviewing program (1928-1930)
• Bank wiring room study (1931-1932)
Illumination experiments (1924-1927)
First Phase Objective: Examine the effects
of lighting or illumination levels on workers'
fatigue and productivity.
Expectation: Better lighting was anticipated
to result in higher output.
Surprising Outcome: Both groups showed
increased productivity.
Relay assembly room experiments (1927 -
1928)
• Introduced various aspects of the work context,
such as coffee breaks, rest periods, and
employee suggestions, aiming to improve
• productivity.
Changed the payment schedule to rule out financial
incentives as a factor.
• Attention from management and a unified group
positively influenced job satisfaction and
productivity
Mass interviewing program (1928-1930)
Through interviews, he discovered:
• The significance of informal groups.
• The importance of the social environment.
• Both were vital pressures influencing productivity.
Mass interviewing program (1928-1930)
Through interviews, he discovered:
• The significance of informal groups.
• The importance of the social environment.
• Both were vital pressures influencing productivity.
Bank wiring room study (1931-1932)
In this experiment:
Workers were classified into two groups based on
their adherence to output norms:
• Ratebusters: Workers who exceeded the group
performance norm.
• Chiselers: Workers who underperformed relative
to the norm.
END OF CHAPTER 1
Quick Question ☺
[Link] is Max Weber full name?
[Link] the evolution of
management What are the
main types of management?
