ORIGIN OF MANAGEMENT

Management-Came from Latin word “Manus” or hand.

Management was first applied to handling of horses.
Then it was used in the handling of guns and ammunition
Later the concept was applied to the handling of people or business
Now it is in increasingly used in the handling of development
programs/projects in developing countries.
 ORIGIN OF MANAGEMENT
Management concepts and theories developed in the west are
usually useful in explaining certain phenomenon in the east.
At present ,it is logical and practical to improvise a management
model that is more adapted to existing practices in developing
countries.But, it is advisable to first review the basic elements and
functions of the western-developed management model we know
today.
THE DEVELOPMENT OF MANAGEMENT
 The development of management as an academic
discipline was slow for the following reasons:
1. For sometime, business was not accepted as a
respectable occupation.
2. Early economists and political scientists were
interested primarily in the national and
international levels of analysis and did not concern
themselves with the managerial or entrepreneurial
aspects of business activities.
THE DEVELOPMENT OF MANAGEMENT
3. Business people themselves did not help in the
development of management thoughts. They considered
their profession an art rather than a science-explaining
that principles cannot be applied to management as they
can do to or other sciences.
4. Up to the last third and 19th century ,business was
operated principally on a small , personal basis as a sole
proprietorship or partnership. Thus there was a little
real incentive for management theory to develop.
APPROACHES IN MANAGEMENT
Five (5) Classical approaches of Management
 Mechanistic Approach- Workers are regarded as
just another factor of production such as land or
equipment.
 Scientific Management Approach- Seeks to
maximize production by improving employees
working condition and increasing earnings.
 Humanistic Approach- Focus is on the favorable
treatment of employees rather than on their
output or performance
APPROACHES IN MANAGEMENT
Five (5) Classical approaches of Management
 Rational Synthesis Approach – Uses the better
elements of the first three approaches.
 Contingency Approach- Management decision
and action are determined by prevailing situation
elements.
“Rational Synthesis Approach and Contingency
Approach continue to dominate the management
field.”
SYSTEMS IN THE INDUSTRIAL REVOLUTION
THAT AFFECTED MANAGEMENT
 Feudal System- a system principally designed to
be a form of land tenure and was best adopted to
rural and agrarian production. This system
continues to operate in some rural areas in
developing countries among landlords, tenants
and farm laborers.
 Guild System- Clear cut differences between
master , craftsman, journeyman and
apprentices, workers are organized in the
manner of their trade. Selecting, training and
developing workers became necessary and this
marked the beginning of personnel management
as well as wage and salary administration.
SYSTEMS IN THE INDUSTRIAL REVOLUTION
THAT AFFECTED MANAGEMENT
 Cottage System- Work was performed in the
homes of the workers in rural areas independent
merchant would pay the master craftsman on a
piecework basis. Today, with the use of internet,
knowledge workers work at home and report
their outputs through computers.
 Factory System- Mass production processes is
done through the use of machineries. This led to
industrial revolution ,which shifted work from
homes to the factory. The need for professional
managers was accelerated.
10 MANAGEMENT CONCEPTS
1. Management by Objectives (OB)- This concept believes that
employees should have specific goals which are linked to those of their
superiors. The managers looks at the outputs rather than the activities
of the workers in attaining these goal. This does not usually require the
worker to report regularly in the office. The output can be produced
anywhere but submitted to a superior on agreed time.

2. Management by walking around (MBWA)- This concept encourages

managers to leave their office to visit employees on the shop floor
instead of relying exclusively on written or verbal reports. In
government organizations, this is parallel to management by field
visits(MFV).

3. Managing for Productivity (MFP)- Improvement of productivity is the

single biggest challenge facing organizations. Management style and
the way in which work is organized and processed for employees are the
major determinants of productive performance. The MFP modular and
video-based programs are designed to develop an individuals
management skills.
10 MANAGEMENT CONCEPTS
4. Management by Participation (MBP)- This concept believes that we
must share knowledge and information with workers in order to get
their cooperation . Managers must share the decision-making process
itself so that employees can make better decisions themselves.

5. Management by consultant (MBC)- This concept relies on the use of

experts to help in every management function and operation specially
plugging gaps in a company’s expertise. This concept is now widely used
in developing countries.

6. Management by Meetings (MBM)- This concept believes that

meetings are the backbone of organizational communication and
management effectiveness . This is also very common among
government organizations in developing countries, but improvement is
needed on the use of this concept.
10 MANAGEMENT CONCEPTS
7. Management by Taskforce (MBT)- This concept grew out
managements need to deploy its personnel outside regular
organizational slots to deal with a special problem . It is a temporary
authority and responsibility.

8. Management by Delegation (MBD)- This concept believes that no

matter how talented or hardworking they are, managers cannot do
everything themselves. Managers must work through others.

9. Management by culture (MBC)- This concept takes people’s values

and value orientations as important variables in communicating and
motivating them toward peak performance.

10. Crisis Management- This concept believes that staff should be

trained on how to react to crisis situation which are increasingly
confronting organizations in the developing countries.
MANAGEMENT MODEL
Model- Is a graphical presentation of a theory or set of interrelated
concepts, structures or objects that provides a framework for
determining the inputs, activities and outputs needed for meeting a
set of effects and impacts found in the objectives. It provides an
estimate of what needs to be done and what it takes to do.
1. Traditional Management Model (TMM)- The simplest and the
most widely used in many small organizations, it does not work
well in big government offices. It is too simplistic for large
bureaucracies.
2. Business Management Model (BMM)- It was develop in the
more industrialized countries and is most widely documented
model. It continues to be taught in management schools in both
developed and developing countries.
3. Development Management Model (DMM)- Consolidates
academic, business and development perspectives into a unified
structural, processual and operational model.
MANAGEMENT FUNCTIONS
Planning
- The foundation pillar of management.
- The base upon which all other areas of management are
built.
- Planning is unending course of action.
- Planning requires administration to assess where the
company presently is and where it would be in the upcoming years .
From there. An appropriate course of action is determined and
implemented to attain the company’s goals and objectives.
- Depending on the conditions, a company may have to alter
its course of action regarding certain goals. This kind of preparation
or arrangement is known as strategic planning.
MANAGEMENT FUNCTIONS
Planning

HOW DOES PLANNING HAPPEN????

 Setting Objective Goal

 Developing Planning Premises
 Recognizing Limitations
 Plan Period
 Formulating Strategies and Policies
 Operational Planning
 Review and Appraisal of Plans
MANAGEMENT FUNCTIONS
ORGANIZING
- The second function of the management is getting
prepared and getting organized. The management must organize all
its resources beforehand, to follow the course of action decided
during the planning process. Management determines the division
of work according to its need. It also has to decide for suitable
departments to hand over authority and responsibilities.
STEPS IN ORGANIZING FUNCTIONS:
 Defining Jobs and Activities

 Organizing Activities

 Distribution of Authority

 Balancing Authority and Responsibility

MANAGEMENT FUNCTIONS
STAFFING
- Some modern management experts also include the
function of staffing as an important management practice. Without
human resource no organization can get off the ground, let alone do
business and make profits.
Distinct features of staffing function:
 Staffing is an important function because it puts the right man in
the right job.
 Efficiency is a prime focus of this function as managing people is
the toughest job there is, everything must be accounted for,
leaves, payments, benefits, medical allowances, social security
accounting and much more.
MANAGEMENT FUNCTIONS
DIRECTING/LEADING
- Third function of management. Working under this
function helps the management control and supervise the actions of
the staff.
- Directing attempts to motivate and lead the employees
toward the planned objectives. It is therefore inspirational in
nature.
- Directing aims to delegate tasks to subordinates, doing this
the right way can be helpful in increasing the productivity of the
entire organization.
-
MANAGEMENT FUNCTIONS
CONTROLLING
- The last of the five functions of management, includes
establishing performance standards, which are aligned to the
company’s objectives. It also involves evaluation and reporting of
actual job performance.
- The controlling function aims to check if the tasks being
allotted are performed on time and according to the standards set by
the quality department.
- Controlling happens after the planning process has been
implemented and the tasks assigned. It aims to see if the results are
in line with the objectives set forth in the original plan. Standards
must be set according to the resources available and accounting for
external factors which may affect performance.
End of presentation