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Includes multiple management development approaches.

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Emphasizes individual or group behaviour and human relations in determining productivity.

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Views organizations as machines and human beings as parts of the machine.

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Helps in knowing whether or not output is accepted by the environment. Feedback means response of the environment to organizational outputs.

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This boundary is overlapping (flexible) in case of open system and non-flexible (rigid) in case of a closed. More the interaction of an organization with its environment, more flexible is its boundary.

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Open System actively interacts with the environment. It receives inputs as a raw material, labour, capital, managerial, and technical expertise from the environment and sells outputs (good and service) to the society.
Closed System has no or very little interaction with the environment.

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A part of the larger system which, in turn, is subsystem of a still larger system. For example, department is a sub-system of the organization which is a sub-system of the industry, which, further is a sub-system of the world economy.

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Defines relationships amongst all parts of organization.

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Leader sets challenging goals for her followers, expects them to perform their highest level. Most effective in professional work environments, such as technical scientific; or achievement environments, such as sales.

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The leader consults with his followers before making a decision on how to proceed. Most effective when subordinates are highly trained and involved in their work

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The leader makes work pleasant by being friendly and approachable. Most effective in situations in which tasks and relationships are physically challenging.

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Most effective when people are unsure about the task or when there is a lot of uncertainty within the environment.

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More effective when your followers need a lot of guidance but are highly motivated.

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Mostly a one-way street with a little input from the follower or employee.

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A theory of how rational individuals should behave under the risk and uncertainty.

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A leader's behavior is contingent on the satisfaction, motivation, and performance of their employees.

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A style of leadership where leaders consider the readiness level of the team members they serve and the uniqueness of every situation.

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For a leader to be effective, their leadership style must fit the situation. In this theory, you will identify your own leadership style, assess the situation that requires leadership, and determine wether you're the right leader

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A computerized database of financial information organized and programmed in such a way that it produces regular reports on operations for every level of management in a company. The main purpose of the MIS is to give managers feedback about their own performance, top management can monitor the company as a whole.

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A philosophy on continuous quality improvement of inputs, process, and outputs. Quality means how well a product or service function as it is supposed to be and how close reliable it confirms to the specifications for which it is constructed.

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The practice of operations has origins from gun manufacturing, particularly from the famous Beretta firearms and gun barrels. It engages supervising the daily operations of the company in producing goods and services. Usually uses a quantitative approach to look for ways in increasing productivity, improve quality, and reduce costly inventories.

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A science that makes use of mathematical approaches like linear and nonlinear programming, modeling, and queuing theory to assist managers in making accurate and better decision on organizational situations like inventory management, sales revenue, capital investment, and even profitability.

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- Safety
- Physiological

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- Self-esteem
- Social

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- Self-actualization
- Self esteem

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- Performance and achievement
- Recognition
- Job status
- Responsibility
- Oppotunities of advancement
- Personal growth
- The work itself

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- Salary
- Working conditions
-The physical workspace
- Relationship with colleagues
- Relationship with supervisor
- Quality of supervisor
- Policies and rules

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Air, water, food, shelter, sleep, clothing, reproduction

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Personal securit, employment, resources, health, property

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Friendship, intimacy, family, sense of connection

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Respect, self-esteem, status, recognition, strength, freedom

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desire to become the most that one can be

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THEORY X
Work avoiding
Need to control
Avoid responsibility

THEORY Y
Work is natural
Capable of self-direction
Seek responsibility

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The acceptance theory of authority posited that a worker has free will to disobey the orders of his manager.

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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 .

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3. Integrative conflict resolution is both parties considering their preferences in working together to find the best option that meets the needs of both groups.

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2. Compromise is both sides giving up something in order to have peace.

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1. Domination is a victory of one part over the other.

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Represents existence needs, relatedness needs and growth needs. This theory is built on Maslow's hierarchy of needs with a condensed understanding of human needs and behaviors.

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f.) Two Factor Theory of Frederick Herzberg

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f.) Two Factor Theory of Frederick Herzberg

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The two factor theory identifies two main sources of motivation for people in the workforce. The more these factors are present in the worker's environment, the more an employee will be motivated.

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Identifies a person's most basic needs on a progressive pyramid, ending with a person's least basic needs. For example, if a person makes a lot of money, he no longer views money as a motivating factor in his work. According to this theory, management can motivate workers by meeting their most basic human needs and building on them.

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d.) Theory X and Theory Y of Douglas McGregor

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d.) Theory X and Theory Y of Douglas McGregor

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Managers who believe workers naturally lack ambition and need incentives to increase productivity lean toward the Theory X management style. Theory Y believes that workers naturally driven and take rsponsibility. While managers who believe in Theory Y values often to use an authoritarian style of leadership, Theory Y leaders encourage participation from workers.

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He became the President of New Jersey Bell. His book "The Functions of Executives'' revealed two significant contributions.

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A social worker by profession believed that management is a continous process.

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Robert Owen, a Welsh social reformer, developed a theory based on his experience with machines during the Industrial Age of the 1800s. This theory was revolutionary during his time and has continued to be true. Management that places the worker's needs and desires as first priority will produce efficient and motivated people.

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He is well known for is Gantt Chart, a visual representation of the progress being carried out of each stage of work in a project. He introduced the quota systems and daily bonuses for workers who exceeded their quotas.

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They added more contributions in scientific management. Frank revolutionized the use of motion pictures to study motions. On the other hand, Lillian, the first woman to receive a Ph.D in Industrial Psychology became noted for championing workers via standard days, scheduled rest breaks and normal lunch breaks which are now being executed in today's workplace.

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4. Development Of Each and Every Person to His/Her Greatest Efficiency and Prosperity 

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4. Development Of Each and Every Person to His/Her Greatest Efficiency and Prosperity 

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The efficiency of each and every person should be taken care of right from his selection.

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All the activities done by different people must be carried on with a spirit of mutual cooperation.

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As per the principle, such an atmosphere should be created in the organization that labor (the major factor of production) and management consider each other indespensable.

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This principle says that we should not get stuck in a set routine with the old techniques of doing work, rather we should be constantly experimenting to develop new techniques which make the work much simpler, easier, and quicker.

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Named the "Father of Scientific management", Frederick Taylor describe scientific management as "75% science and 25% common sense". According to Taylor, "scientific management meabs knowing exactly what you want men to do and seeing that they do it in the best and the cheapest way"

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Suggests that a manager must encourage employees under him to act on their own in support of the organizational objectives using creative means.

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Means management must promote a harmony of interest and appropriate understanding among workers by working as a team.

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Provides security job for an employee in an organization which is very significant and a requirement condition.

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Provides job and materials in place or in proper order of efficient management and organization's direction.

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Creates loyalty and devotion among the employees through fair and discipline and order.

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The chain or line of command and communication from superior to subordinates.

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Designates that there should be one central point in organization which exercises general direction and control of all the parts.

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Both financial and non-financial incentives should be fair and adequate.

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Of individual interest to common means worker prioritizes the common interest of organizations rather than himself as an individual.

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connotes that all the works of an organization must perform jointly to achieve a common objective under one plan and ahead.

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Means a subordinate should receive order from only one boss or superior.

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Making expectations understandable at every level in every organization .

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Signifies the right to give order and power while responsibility means to realize objective.

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Indicates dividing each job into small specialized task and assigning responsibilities to a specialist of it.

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Is based on the uniform application of established laws and rules.

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Visible in a leader whose mission and vision in life encourage others.

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Is founded in custom, ancestry, gender, birth order.

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Refers to "who has the right to decide". The amount of authority amplifies with each level higher a person or organization is in.

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Is attaining the organizational goals the most efficient way.

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Is the visualization of employees and the organization as being loyal to each other over the span of the working life of the employees

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Serve as a norm for guiding or directing action or conduct of employees in the workplace and provide discipline which the organization requires to attain its goals and objectives.

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Provides equity and fairness for all employees

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Is the clear splitting and defining of work based on specialization and experience.

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Categorizes job based on the level of authority

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A theory of management that analyzes and synthesizes workflows. Its main objective is improving economic effeciency, especially labor productivity. It was one of the earliest attempts to apply science to the engineering to management. Promotes the idea that there is "one right way" to do something.

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His work experience as a managing director significantly shaped his thoughts and ideas in developing the five functions of managers and the fourteen principles of management. Includes Planning, Organizing, Coordinating, and Controlling. Fayol strongly believed that management could and should be taught to others. Managers are now being molded throught the combination of education and experience.

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Bureaucracy is the basis for the systematic formation of any organization and is designed to ensure efficiency and economic effectiveness. Proposes that all business tasks must be divided among the employees. The basis for the division of tasks should be competencies and functional specialization. In this way, the workers will be well aware of their role and worth in the organization and what is expected for them.

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An organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. A leader's effectiveness is contingent on how well the leader's style matches a specific setting or situation.

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It offers an alternative approach to the planning and management of organizations. The systems management theory proposes the businesses, like the human body, consists of multiple components that work harmoniously so that the larger system can function optimally.

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These theories viewed the oganization as an open system -a system that takes in resources from its external environment and converts or transforms them into goods and services that are sent back to the environment, where they are bought by customers.

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A school of management theories that is characterized by the use of operations, research techniques and other quantitative tools to minimize the utilization of organizations' resources in the production of goods and services. It focuses on solving technical rather than a human behaviour problem.

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Also referred to as behavioral science approach gives importance to human and social aspects of the worker and his relations in the organization.

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A branch of management theory which evolved around the 19th century. It was developed during the industrial revolution when problems related to factory systems began, to recognize the role that management plays in an organization particularly focusing on the effeciency of the work process.