matrix of classics in management

7/29/2019 Matrix of Classics in Management

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Vernice Marie D. Pilar MATRIX OF CLASSICS IN MANAGEMENT SW131

2011-11770 Prof. Jerry Leones

GURU OF

MANAGEMENT

CONTRIBUTION TO

MANAGEMENT

IMPLICATION TO SOCIAL WORK

ADMINISTRATION

LIMITATIONS AND CRITICS OF THE

PERSPECTIVE

Robert Owen Address to the Superintendents of

Manufactories

Managers should pay as much

attention to their vital machine or

employees as to their inanimate

machines.

This gives emphasis on the empowerment of

people working with you and giving enough

security to them. When you are a manager or

administrator, you always want to strengthen

the capacity of your subordinates to get the best

results out of them and treat them with utmost

respect. The latter is not just implied to achieve

the best quality of work out of the employees

but attests to the humanitarian principle.

This idea is limited to the perspective of

seeing success only through employees, but

there are various aspects that should be

considered such as managerial techniques,

budgeting, and other resources to relay the

best output.

Charles Babbage On the Division of Labor

Highly skilled or generally highly paid

workers spend parts of their job

performing tasks that are 'below their

skill level. If the labor process can be

divided among several workers, it is

possible to assign only high-skill tasks

to highly skilled and highly costing

workers and leave other working tasks

to less skilled and paid workers,

thereby cutting labor costs.

Each individual so employed,

discovering that he himself could thusmake a greater profit of his labor than

by pursuing more varied occupations.

Subordinates are task-oriented in a specific

field of their expertise. In social work

administration, this idea gives the best

backbone of any form of action plan created inthe work system to provide best results because

it came from the worldviews of people who are

highly commended from their knowledge in a

certain field. The manager is complacent with

the action plan thus being more confident and

positive with the expected outcome.

This is highly criticized by Karl Marx who

argued that it caused labor segregation and

contributed to alienation; and I couldntagree more. This principle is only

commendable in an ideal workplace but

not in a realistic one. In an ideal workplace

everything is going smoothly and at the

utmost perfection, but in a realistic

workplace problems may occur. There may

be instances that an expert in a certain field

may be excused for a couple of days. If the

subordinates labor force is only limited to a

specific task, then no one can step in to the

work of the absent sector. The point is that

every person involved in the system shouldhave sufficient knowledge in everything that

goes around but still manages to be cunning

in his/her field.

Captain Henry

Metcalfe

The Science of Administration

Comparison of accumulated

observations that share a common

This applies specifically to social work

administration in a way that Metcalfe

emphasizes the idea ofobservation. In social

work administration, observation is a crucial

The author of this paper only captures one

critic on Metcalfes work; this is how

laborious the card system is. The idea of

dealing with time and material cards require


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standard. Errors of observation:

instrumental and personal bias of the

observer.

The excellence of an administration isuniversally measured by its cost

costs of its actions. To value

administration; know what it has done

and the cost of doing it. Furthermore,

management should maintain only

relevant and crucial information. A

manager should prepare the details of

work, which will then be

communicated to foreman and

workers

Administration reduces the labor to aminimum yet increases its scope by

recording.

Card System of cost accounting and

production controltime card and

material card

step to further understand the system in which

the manager and the subordinates move in. The

administrator, given that he/she has already

accumulated observations, can interpret these

data and draw conclusions form them. If theadministrator observed that the subordinates

lack cooperation and coordination in their

work, then it would be necessary to supply

solutions in these aspects.

It is possible that the administrator also

observes positive actions coming from his/her

subordinates and with these good actions; the

administrator can commend his/her

subordinates. This exemplifies the

characteristic of an administrator that has an

open mind and does not only solely see thenegative actions of the subordinates but the

goodness in them.

much effort that is why in this endeavor, an

administrator should hire additional

personnel to see to it that the card system is

smooth sailing. I feel that this idea of

Metcalfe is too idealistic and would notgenerally apply to an ordinary workplace in

which the administrator has too much in

his/her hands.

I feel that there is a better system that can be

applied to assure that the subordinates are

working with utmost precision without the

card system.

Henry Robinson

Towne

The Engineer as an Economist

The association of engineers and

economists as industrial managersadded with at least some skill as an

accountant is essential for the

successful management of industry.

The organized exchange of experience

among managers and an organized

effort to pool accumulated knowledge

in the art of workshop management

It is fair enough that Towne expressed his ideal

industrial manager as someone who is not

solely educated about a certain field. I feel that

this applies to social work administrationbecause being an administrator is

interdisciplinary. It does not only involve the

knowledge of being a social work major but it

involves the ideals of other disciplines as well.

This idea clearly defines that an administrator

should not stop learning different things, be it

on his/her scope of knowledge or outside.

Towne presented his idea in an accessible

manner and that is a very commendable

aspect in his part but I still feel that there is

a lack of explanation on the organizedexchange of experience among managers

and the organized effort to pool

accumulated knowledge in the art of

workshop management. I certainly believe

in the idea of gathering information from

other colleagues in different situations, but I

feel like it is important to emphasize how

you shoulddisseminate the knowledge you


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were other points stated.

Shop Managementorganization,

responsibility, reports, systems of

contracts, piecework, and all thatrelates to executive management of

works vs. Shop Accountingtime and

wages systems, determination of costs,

distribution of various expense

accounts, ascertainment of profits,

methods of bookkeeping, and all that

enters in the system of accounts

I also feel that the organized exchange of

experience among managers has a distinct

application to social work administration. This

suggests the need for assemblies and

conventions of different organization or agencyheads. This effort to utilize different knowledge

from different work places truly suffices that a

professional cannot solely base his/her

knowledge in theories/written articles but also

through experiences coming from different

perspectives.

gathered. Given your colleagues come from

different workplaces, one should remember

that in gathering information, you should

remember that not all the knowledge you

gather from them are applicable in yoursituation. One should be wise in applying

the knowledge they have acquired.

Frederick Winslow

Taylor

Time Study, Piece Work and the First

Class Man

Time Study is the exact information as

to how much of any given kind of

work either as a first-class or an

average man can do in a day.

Maximum work coming from the

employees will come to life; given

that the workers have a suitable and

permanent reward.

High wages with low labor cost,

accurate time study, and unit times

are crucial for the whole system tomaterialize.

What is Scientific Management?

Scientific Managementinvolves a

complete mental revolution on the part

of the workingman engaged in any

particular establishment or industry

Taylor presented so many insightful ideas

concerning management. I feel that most of it

can be applied to social work administration.Ill emphasize the idea of having maximum

work coming from the employees with the right

compensation. This is a crucial idea in social

work administration because first of all, the

administrator does not only manages but sees

to it that all of his subordinates are regarded

with the right wage with concern to the efforts

that they exert in the organization or agency.

I also feel that the principles of management

take great interest in the field of social work

administration. Establishing standards is crucialbecause it evokes the feeling that managers and

subordinates alike should follow a certain

system that is attainable and is the leeway for

the best performance that is possible. If the

standards are to be followed then rest assured

that the agency or organization is working at

utmost ability to meet its goals and objectives.

My only critic of Taylors concepts is its too

much focus on surplus. I agree with him that

surplus is a vital idea that constitutes to thework system but there are more things to be

considered such as willingness for learning,

commitment to good work, etc.

Yes, the only main purpose of workmen are

to earn money to provide for their needs and

wants but I am not discouraged that there

are still workmen with good hearts that see

their jobs as their passion and surplus comes

secondary. Many might subject this idea as

an idealistic point but through my thorough

observations in different workplace settings,there are still people who have the heart for

what they do and prioritize commitment to

work rather than surplus.


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a complete mental revolution on the

part of these men as to their duties

toward their work, fellow men, and

their employees. This is not an

efficiency device, a new scheme ofpaying men, etc. It involves the great

mental revolution.

Surplus is the left amount after all the

expenses have been diminished form

the selling price. From the surplus

come the profit of the manufacturer

and the wages of the workmen. The

division of surplus has always been an

issue for the employees and

employers.

The great mental revolution takes part

within the employees and employers

and this happens when both sides take

their eyes off the division of surplus as

the priority but turn their attention

toward increasing the size of the

surplus until this becomes so large that

it is unnecessary to quarrel over how it

shall be divided.

The Principles of Scientific

Management

The Four Principles of Scientific

Management

1. The development of a scienceto replace the old rule-of-

thumb knowledge of the

workmen.

2. The scientific selection and

The principle that explains that everyone

should be involved, even the workmen, is the

most important application of Taylor to social

work administration. I can associate this to

Paulo Freires concept of libertarian educationor problem-posing method. Social work

administration should be grounded on this

concept and should banish the idea of the

banking concept in which only one sector

contributes to the welfare of both. I believe that

even if workmen are subordinates of educated

administrators; they also have a voice that in

one way or another may affect the system and

alleviate it from its current condition.


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the progressive development

of the workmen.

3. To bring the scientificallyselected workman and the

science together.4. The deliberate division of the

work which was formerly

done by the workmen into

two sections.

Standards should be established so

that one can get the greatest

improvements from the workmen in

that way. Everyone should be

involved; workmen, instead of holding

back, should be eager to make

suggestions.

Henry Laurence

Gantt

Training Workmen in Habits of

Industry and Cooperation

Task and bonus system of wage

paymentexplains that if a workman

does an excellent job for the day, he is

given just compensationadditional

pay and if he just does a regular job,

he is given his regular pay. Do better

than what is expected then you get abetter salary for the dayreward

system.

Workers should take interest in what

they do so it doesnt feel like a burden

and they perform better. With this,

quality of work does not need more

time.

Teach and lead is has a distinct effect to

social work administration. I believe that

managers and administrators alike should not

ponder on the idea of driving or just motivating

their subordinates to perform the job at the best

quality. They should remember that the

subordinates could not perform the bestwork if

they do not know the right manner on how to

perform such task and if there is no guidance

coming from the administrator. In social workadministration, the head sees to it that every

subordinate does his/her job in utmost

capability to achieve optimum results that is

why the administrator should guide the

subordinate and teach him the right manner on

how to accomplish tasks.

The emphasis on the idea that the community

I agree to everything that Gantt had laid out

in his article, but I feel that there should be

more emphasis on how greatly the

monopoly of different multinational

industries are affecting small industries to

the point that they die out and people are

left to consume whatever this big companies

lay out in front of them. Furthermore, if

small scale industries are banished in the

economy many people will result to seekemployment opportunities rather than being

self-employed. If the people could not seek

the jobs and wages that they feel is

appropriate for their capacity because of

competition, then these people will result to

better opportunities. If they feel that the

country could not support provide them with

opportunities then they result to migration.


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No drive, Yes to teach and lead

Training workmen in habits of

industry and cooperation. The average

workman is interested only in his dailywage and has no special desire to

learn improved methods. The human

element in productivity and the

concept of motivation are emphasized.

The Parting of the Ways

The small industries were already

replaced with big industries because

they provide better results. In this

phenomenon, the consumers are

greatly affected. There are feweroptions because there are smaller

numbers of large establishments. The

monopoly of the large players in the

business is prevalent.

The community needs service first,

regardless of who gets the profits

because its life depends upon the

service it gets.

The business system must accept its

social responsibility and devote itselfprimarily on service, or the

community will ultimately make the

attempt to take it over in order to

operate it in its own interest.

needs service first, exemplifies the concept of

social work administration. The administrator

should observe what the needs of the

community are so that the services that they

offer to the people are really apt to their currentsituation. Given that most if social work

administrators work in organizations and

agencies; they should always direct their efforts

to the goals and objectives of the organization

or agency.

From the latter comes pros and cons that

should be specifiedlack of human

resource, displacement of professionals, etc.

Russell Robb Organization as Affected by Purpose

and Conditions

All of the ideas that Robb presented applies to

social work administration. His emphasis on

The only critic I have for Robb is that he

dwelled so much on the idea that


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One must prevent assuming that

organization always means the

application of perfectly definite

method or system to the carrying outof any large and complicated

undertaking. The previous stated

secret formulae for a successful

organization have been centered on

military organization, but not all of the

organizations can take the system of

the army. Theories should not only be

the basis of knowledge, experience

and time are the key points in which

the organization can create a better

knowledge base that specifically

applies to their distinct system. Nogeneral principles can be applied to

every organization.

All organizations differ from one

another because the goals and

objectives they want to meet and he

way on how these things can be

achieved, are different. Moreover, the

material out of which the organization

is made differs in kind. The kind oforganization one should have depends

on the kind of results he/she wants toachieve.

There are different factors that make

an organizationstructure, lines of

authority, responsibility, division of

labor, system, discipline; accounting,

records, and statistics; and esprit de

corps. Their importance changes with

the different needs of different organizations

extrudes the ideas. Every social work

administrator should remember that their

workplace is distinct from that of their

colleagues, who may have the same orientationas them. Even though, many theories and

studies have been done already and are

effective statistically, the most important

knowledge to run a distinct organization comes

from experience and time. This can be

associated with the analogy that through time

comes wisdom. Social work administrators

should take the time to study their current

situation and address their needs accordingly.

The factors that are presented in his works are

the key areas in which a social workadministrator should dwell on. Administrators

should assess the current state of their

organization and work from that point and

enhance other factors and prioritize one from

the other.

organizations are like humans that have

individualization. This is a laudable concept

but he almost disregarded the previous

studies and theories that also constitute as a

basis for the knowledge base of anorganization. Believe me when I say that I

pretty much agree on all his points, but I

think that he also showed some regard on

the different studies that were upheld by

other gurus of management. For example,

Taylors contribution to management cannot

be simply disregarded since it has a great

bearing to most of organizations.


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the purpose, conditions and material

of the specific organization.

Harrington Emerson The First Principle: Clearly DefinedIdeals

The first principle is a clearly defined

ideal. Ideals are the same as objectives

or goals. Men should have a clear

statement of what he intended to make

and how the work should be done. The

ideal should never stop at the big

bosses or administrators, the foremen

and workmen should also be aware.

These ideals should be consistent all

throughout the managers, foremen,and workmen. If the administrator has

the specific ideal with him/her but the

workmens ideal is not in line with

what he/she believes in, then thered

be discrepancy in the ideals and it

would be hard to work from the

negative resultant force that may come

with it.

If every manager would formulate his

own ideals and promulgate them

accordingly to different officials andevery employee, then industrial

organizations could attain the same

high degree of individual and

aggregate excellence. This ideal

should include what labor unions

stand for, but disregard their stands

that are not in line with efficiency.

The concept of a clearly defined ideal best suitssocial work administration. The administrator

and his/her subordinates should be fully aware

on what their efforts stand for. The points laid

out by Emerson are all applicable to

administering agencies and organizations. If the

subordinates, possibly coming from different

fields of expertise do not have a clear

understanding on the agencys objectives then

he/she is doing a blind-folded work. This is

simply working without knowing its purpose

and would effect on being falsified by the act.

If the goal is not stated clearly, then the workeris not passionate about what he is doing. He

simply works for his wage and nothing more.

If everyone works toward the established

common goal then thered be no interfering

points of views that may jeopardize the whole

system. Differences in beliefs should be

considered for optimum results. Administrators

and subordinates alike should take part in the

establishment of goals so that one side is not

favored, but equality is implemented.

My only critic with Emersons work is thatit is too idealistic and might be a little

dreamy for my tasteregarding the setting

up of ideals and incorporating the stand of

the labor unions. I feel that it is somehow

impossible that the ideals of the one above

the workmen would be consistent

throughout the subordinates, themselves.

There are so many issues in society today

that can attest to this fact. Most often than

not, only the voices of the board of

directors, stockholders, and CEOs are heard

and the voices of employees or workmenare overshadowed because of their

hierarchy.

Emersons ideas are not feasible for me at

the moment but remains as a challenge to

the people in the industry.


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Alexander Hamilton

Church and Leon

Pratt Alford

The Principles of Management

1. The systematic use ofexperience

This is associated with standards of

performance that explains the quantity

and quality to any particular method in

doing something. This is also the

careful analysis of what is about to be

attempted, and its reference to existing

records and standards of performance.

New experience can be transmitted in

two waysminute instructions of

which individual workers do not

perceive the drift or as a connectedbody of new practice. Not until the

new experience becomes a habit then

will its full value be realized.

2. The economic control ofeffort

Effort is experience in action. To

produce organized action it is

necessary to control efforts in various

waysdivision: largely controlled by

design and deals with unit part orcomponent, wherein the design cannot

be considered apart from operation;

coordination: prearrangement of a

number of separate efforts in such a

manner as to produce a definite end;

conservation: proceeding along the

line of least effort to attain a given

end; remuneration: this is not as vital

The three principles explained by the authors

are very much applicable to social work

administration since experience, effort, and

personal effectiveness are key points tounderstand the field.

First, the systematic use of experience explains

my further analysis on how crucial a persons

experience is to developing new strategies and

reform to address the current hurdles the

organization is facing. The concept of seeing a

new experience and it becoming a habit is the

only way in which it will be fully realized helps

social work administrators that a reform on the

system does not happen overnight, it takes

great consciousness to realize this phenomena.Second, the concept of effort exemplifies how

experiences are not the tail-end of any

endeavor. Unless, these experiences are put

into action, then it serves nothing to the

administrator and subordinates. Third, the idea

of personal effectiveness further explains that a

persons capacity to be of full potential is not

constrained to the physical conditions, but most

likely on the psychological state of the person.

Through this idea, the social work

administrator can assess the conditions of

his/her subordinates and could help themalleviate their current condition to achieve

optimum results.

The critic I have for Hamilton and Alfords

work is simple. I feel that the principles of

management they presented lack further

information that can attest the purpose oftheir work. I read that this might be the

answer regarding the critic of Taylors

principles on scientific management, but I

feel that in itself, it lacked deeper

associations with other important principles

that should be included. I also feel that it

lacked the association of the administrator

and subordinate and how one interacts with

the other in a system.

Management does not only deal with the

personal outlook of either the administratoror the subordinate, it goes more than that.

Their individual realizations and

experiences should be related with that of

the other and should be further explained in

the article to have a good grasp of what

management really ismanager and

subordinate/s.


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as the first three stated but evokes the

reality that no man works for pleasure.

3. The promotion of personaleffectiveness

The ideal plant is one which has good

equipment, good methods, and good

men; underlying the welfare or square

deal to working relations during

working hours. Every human being

desires to feel that his work is

important. Physical plane is not the

only degrading aspect but also

psychological elements that play an

important role in understanding

personal effectiveness.

Henri Fayol General Principles of Management

Division of Work: Work should be

divided among individuals and groups

to ensure that effort and attention are

focused on special portions of the

task. Fayol presented work

specialization as the best way to use

the human resources of the

organization.

Authority: The concepts of Authority

and responsibility are closely related.

Authority was defined by Fayol as the

right to give orders and the power to

exact obedience. Responsibility

involves being accountable, and is

therefore naturally associated with

All of the principles presented by Fayol are

applicable in social work administration. The

general principles he presented are the altered

ideas presented by the other gurus of

management. He consolidated the principles

that were basically presented individually by

the different gurus. He saw the need to put it in

tabulation wherein one is dependent of the

other.

The most outstanding principle that I feel is

vital to social work administration is

Subordination of Individual Interests to The

General Interests. I feel that this is an

important tool to direct an agency or

organization to its goals and objectives. If

everyone subordinate and administrators alike

would prioritize the needs of the organization

My only concern of Fayols work is the lack

of summary and explanation on the

interrelationship of the different principles. I

believe that if he presented a concise

summary that connects each principle to the

other then thered be a better understanding

on how the system of the principles works.

This explanation can also serve as the point

to which a reader can understand the

importance of one principle to the other andhow it cannot stand independently. This will

also serve as a basis for deeper

understanding on how these are general

principles that are applied in different ways;

thus, unique in different work settings. This

summary would somehow take into

consideration the blur areas on why one

principle stands alone, but it has a distinct


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authority. Whoever assumes authority

also assumes responsibility

Discipline: A successful organization

requires the common effort ofworkers. Penalties should be applied

judiciously to encourage this common

effort.

Unity of Command: Workers should

receive orders from only one manager.

Unity of Direction: The entire

organization should be moving

towards a common objective in a

common direction.

Subordination of Individual Interests

to The General Interests: The interests

of one person should not take priority

over the interests of the organization

as a whole.

Remuneration: Many variables, such

as cost of living, supply of qualified

personnel, general business

conditions, and success of the

business, should be considered in

determining a workers rate of pay.

Centralization: Fayol defined

centralization as lowering the

importance of the subordinate role.

Decentralization is increasing the

importance. The degree to which

centralization or decentralization

should be adopted depends on the

and work towards the common interest and put

their personal interest as a secondary aspect,

then thered be less problems about conflicting

views.

Pretty much everything of the fourteen

principles is applicable to every aspect of

running a social work administration. The

interpretation of these principles is the only

justification on how these principles can serve

justice on different agencies.

relationship with the other.

But despite of this, his fourteen principles

are the best presentation to the science of

management. These explain the vital needsof every system organization and do not

generalize its principles since it works as an

independent idea through different mediums

or workplaces.


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specific organization in which the

manager is working.

Scalar Chain: Managers in hierarchies

are part of a chain like authority scale.Each manager, from the first line

supervisor to the president, possesses

certain amounts of authority. The

President possesses the most

authority; the first line supervisor the

least. Lower level managers should

always keep upper level managers

informed of their work activities. The

existence of a scalar chain and

adherence to it are necessary if the

organization is to be successful.

Order: For the sake of efficiency and

coordination, all materials and people

related to a specific kind of work

should be treated as equally as

possible.

Equity: All employees should be

treated as equally as possible.

Stability of Tenure Of Personnel:

Retaining productive employees

should always be a high priority ofmanagement. Recruitment and

Selection Costs, as well as increased

product-reject rates are usually

associated with hiring new workers.

Initiative: Management should take

steps to encourage worker initiative,

which is defined as new or additional


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work activity undertaken through self-

direction.

Espirit De Corps: Management should

encourage harmony and general goodfeelings among employees.

Frank Bunker

Gilbreth

Science in Management for the One

Best Way to Do Work

Employer and employee must

cooperate in the work process for

benefits to occur. The employee as an

individual has his/her productivity

depended on attitude, opportunity, and

the physical environment as well asthe correct methods and ideal

equipment.

The means for determining the One

Best Way to do Work:

Motion Study is the method ofincreasing the efficiency of the

worker. It is the science of

determining and perpetuating the

scheme of perfection; the

performing of the One Best Wayto do work.

Fatigue Study is the investigationof the causes and opportunities

for the elimination of unnecessary

fatigue, and the provision of rest

from necessary fatigue.

Skill Study is an inquiry into the

The points that Gilbreth presented are all

applicable to social work administration. The

best idea is how he emphasized that the

employer and employee must always cooperate

in the work process for benefits to occur. I

liked how simple the statement is, but in all

honesty, I feel that its the most important

thought that a social work administrator has to

know. This exemplifies that the hierarchicalsetting of power does not apply to the idea that

one is favored than the other. The

administrators and subordinates work

dependently with one another and the

knowledge that one has that is above the other

bridges the gap towards attaining the goals and

objectives.

Motion study can also be applied to social work

administration. This attests to the fact that

administrators should have a keen eye on

keeping the efficiency on the work of thesubordinates to achieve the best outcome. If the

manager sees to it that he/she made an effort to

guide the subordinates to have efficient work;

then this gives him/her a complacent feeling

that they will get the job done.

Gilbreth presented a praiseworthy article

regarding the one best way to do work, but I

believe that there are some points in which

he failed to take notes on.

First, I feel that the variables to establish the

one best way are too many. Id like it better

if there were concise points laid out that

formed the secret formula of utilizing thebest way possible. Second, his view on

standardizing everything seems to be a blur

for me. As a consumer of the different

management principles from the gurus, I

established the thought that one cannot

simply place an idea to every organization

and claim it as the secret formulait

doesnt exist. Third, the idea of motion

study is very frustrating. Motion study

presented a method in which it is not laid

out to a point that it is easy to understand. I

feel that if there is a more detailed yetconcise explanation about how simplistic

motion study is; then thered be a better

understanding coming from us consumers of

his work.


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causes of, and the best way of

acquiring and transferring skill. It

affects everyoneapprentice,

journeyman, laborer, manager,

employer or stockholder, andconsumer.

Time Study is the art ofdetermining how long it takes to

do work or how much work can

be done in a given time.

Oliver Sheldon A Professional Creed of Management

Industrial management is governed by

three principles: policies, conditions,and methods of industry shall conduce

to communal well-being; in the ethical

valuation, the management shall

endeavor to interpret; the community

is the ultimate authority in the

determination of matterswages and

profits.

Management should be more

concerned with the communitys

interest and not just of the

stockholders or employers.

Science of Industrial Managements

several purposes: forming a code to

govern the general conduct of the

industry, of raising the general level

and providing a standard measure of

managerial efficiency, of formulating

the basis for further development and

The most important implication of Sheldons

study is its emphasis on who is the real boss of

every organizationthe community. This is

crucial information because in every socialwork administration, surely, the community has

to be the real governing body of the institution.

If this concept is clear with the administrator

and his/her subordinates, theyd have a much

better understanding on the purpose of their

work. If people in general see the implication

of what their service means to the whole

community, a sense of deep clingy desire to

work is formed.

I guess in a deeper view, this perception is a

mere inspirational leeway for workers andconsumers alike to understand their position in

the economy and act upon these to ensure the

best interaction of their respective

relationships. If this interaction in an agency or

organization is clear from the start, no sector

would have identity crisis and would be

puzzled on what the role of the person may be.

The community being the boss of everything,

My only critic of Sheldons work is that it

sounds too optimistic for my taste. I dont

have anything against the idea and to my

surprise; I like how it has been proposed.But while I was pondering on his quest for

having the community as the boss of the

system, it made me wonder if this is really

possible. I guess that in my seventeen years

of existence, I have never really sighted a

company that fully embraces the needs of

the people. In fact, the only thing that I

suppose is important for stockholders and

workmen alike are profits and wages,

respectively. Though I do not disclose the

possibility of this phenomenon, I just think

that Sheldon shouldve presented concreteapplications to management rather than

presenting an improbable assumption.

Generally, his assumption is good and can

be presented as a healthy challenge for the

administrators, stockholders, and employers.

If this quest of him would materialize and

the equilibrium of the workers and owners


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improvement, and of instituting a

standard as a necessary qualification

for the practice of the profession.

The evolution of management asa separate profession

The need for a code or a set ofrules to serve as a guide for good

managerial practice

The need for formalizedmanagement training, particularly

at the university level.

The greater importance ofmanagerial ability over technicalability in the higher echelons of

management

The importance of developingbetter leadership to secure the

best cooperation from the workers

The importance of conferences incoordinating the overall effort

The need for unity of command.

from the management to the economy reminds

me of the famous line by the president, Ikaw

(the people) ang boss ko!

are worked out with equity, then the fuss of

labor unions rallies would come to an end

and Utopia is not far behind.

Mary Parker Follett Management as a Profession

Business management should have a

scientific standard applied to it or

scientific method. It involves a

technical side or knowledge of

production and distribution; and the

Every part ofFolletts article reminded me the

simplistic view on how social work

administration is not a traditional organization

that works with the same principle as that of

with industrial setups.

First, the management as a profession can be

The criticism I have for Folletts idea is that

it presented countless ideas that deserve

reasonable acknowledgements, but I lacked

the feeling of the connection between the

three articles. The articles may be of

separate nature, but I feel that it is

importance that she explained the bearing of


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personal side or the knowledge on

how to deal fairly and fruitfully with

ones fellow.

One should make experiments,compare and discuss this with each

other, and see what consensus we can

come to in our conclusions.

Managerial workers have to acquire

habits and attitudes with three

conditionsdetailed information in

regard to a new method; the stimulus

to adopt this method; and the

opportunity to practice it so that it

may become a habit.

Men must prepare themselves for the

professionassuming grave

responsibilities, taking a creative part

in one of the large functions of society

and realize success in the end.

The Essentials of Leadership

Leadership is the ability to grasp a

total situation, who can organize the

experience of the group, the ability to

organize all the forces there are in anenterprise and make them serve a

common purpose. The leader should

teach his followers their part of

leadership and how to control the

situations for which they are

specifically responsible.

The requisite of leadership is the

applied to social work administration in a way

that an administrator should know that the task

he/she is taking on requires adequate

knowledge and is not just a facade that one can

impose on different people. The importance ofexperimenting in the profession proves that an

administrator does not follow a definite set of

guidelines that may be the answer to every

query that pops in ones head. Second, the

reiteration of the idea of leadership explained

to me that an administrator does not only deal

with the hierarchical situation of the norm but

also has to keep into mind that the key is the

method on how one can organize the given

system. Subordinates are there as implementing

hands to perform the likely goal that one is

oriented with. Lastly, the principles ofcoordination explain that coordination is not a

mere coming together of the different units in

the organization, it involves more than that. In

social work administration where subordinates

may come from different expertise and fields,

the administrator should specifically impose

the importance of seeing the role of each

person and its bearing to the process of relaying

services to meet objectives.

each to the other. I suppose that if the first

article had been clearly associated with the

last two articles, then itd be better to hear

the different points of view of the other two.

If more ideas regarding the relationship ofeach point to the other is made then a

consumer of her thought like me would be

more likely to go on and read further the

other articles she presented outside of the

book.

Folletts thoughts would be better up

summarized and explained further to grasp

the deep understanding of what one thought

influences the other.


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thorough knowledge of your job. The

ability to grasp the total situation is

essential to leadership. Leadership has

the capability of transforming

experience to power. The great leadercreates as well as direct power.

Functional leadership vs. multiple

leadership; in which multiple

leadership is the only one given

importance in history.

Coordination

This is a system of cross-functioning

between the different departments of

an organization. There are three waysof settling differences: by domination,

by compromise, or by integration.

Principles of coordination:

Early stagemust startduring the planning stage of

the process.

Continuitymust not be aone-time activity, sustainable

Direct contactmanagersmust have a good contact

with subordinates Reciprocal relations

decisions and actions of all

managers, employees and

departments of the

organization are inter-related

Effective communicationgood communication avoids

misunderstandings


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Mutual respectbrotherlyhood among managers and

employees

Clarity of objectivesstatement of clear objectives

Scalar chaineach managerpossesses a certain amount of

authority

Collective responsibility is not the

matter of adding but interweaving, a

matter of reciprocal modification and

the matter of integration.

There is no such thing as unity, but

there exists only unifying. Each man

learning to fit his work into that ofevery other in the spirit of

cooperation, in any understanding of

the methods of cooperation.

Harry Arthur Hopf Management and the Optimum

Optimology is the science of the

optimum. The optimum is the state of

development of a business enterprise

which tends to perpetuate an

equilibrium among the factor size,cost and human capacity and thus to

promote in the highest degree regular

realization of the business objectives.

Efficient planning, organizing,

coordinating, and controlling might be

of good help in achieving the

optimum.

The most applicable concepts in social work

administration presented by Hopf are the

suggestions he concluded his paper with. The

presentations of the objectives down to the

more specific actions to attain these are suitable

for social work administration. I feel that if

administrators would see the scheme on howHopf presented the techniques for optimal size

and relations on his paper and how simple yet

meaningful his words are, then theyd have a

better understanding on the idea of how the

system of the organization works.

I also believe that his emphasis on the need for

specific classification of objectives and

My only critic with Hopfs work is that he

presented it with the assuming feeling that it

applies to every existing organization

possible. I somehow have apprehensions

with that because the previous papers placed

strong points that explained that not all of

the ideas presented are standardized. Somewould even reiterate that a standard quest

for management does not exist at all.

I captured this thought because I believe

that it is important to see different

organizations as unique systems. Yes, many

concepts may apply to majority of

organizations but not necessarily to all.


19/26



Suggestions:

1. Establish the objectives of thebusiness in comprehensive terms;

2. Define those general policieswhich should be followed

regardless of operating conditions

or results;

3. Define the task of management inhuman terms;

4. Staff the executive group withmembers who are competent to

perform successfully the tasks

assigned to them;

5. Furnish the executive group withstandards of accomplishment by

which performance can beaccurately measured.

6. Study operating results andestablish trends of

accomplishment;

7. Adjust the rate of replacement ofmembers of the executive group

in line with requirements for

maintaining the standard set;

8. Consider particularly the factor ofage in its relation to productive

capacity of executives;

9. Analyze all dynamic elements soas to discern the possibleoperation of the law of

diminishing returns with respect

to any element, substituting

measurement for judgment

wherever possible;

10. Establish the optimal size oforganization at the level at which

methods on how to attain them places a good

knowledge base for managers. If administrators

fully understand these concepts then he/she will

be at better relationship with the subordinates.

If this relationship is kept with goodcommunication and respect, as what is

explained by Follett in her principles of

coordination; then thered be a harmonious

environment between workmen and

administrators.

Hopf failed to explain this fact that is why I

had a difficulty about debating with myself

the previous insights I got from the latter

stated principles to his point of view.


20/26



the most favorable operating

results can be secured, within the

limits of the predetermined

objectives and policies and

without causing an executiveoverload at any point of the

organization.

George Elton Mayo The First Inquiry

Sense of participation and a feeling of

being a member of a team are stronger

motivating forces than economic self-

interest, lighting, rest periods and

similar material influences. Individual

workers cannot be treated in isolation,but must be seen as members of a

group to establish a better outcome

from them. In relation to this,

monetary incentives and good

working conditions are less important

to the individual than the need to

belong to a group.

Informal or unofficial groups formed

at work have a strong influence on the

behavior of those workers in a group.

Furthermore, managers must be awareof these 'social needs' and cater for

them to ensure that employees

collaborate with the official

organization rather than work against

it.

Hawthorne and the Western Electric

Company

Mayos emphasis on groups in the workplace is

very much applicable to social work

administration. If administrators are aware

about how cliques in workplaces affect the

performance of the person, then he/she may

find ways on how to avoid such instances or if

not possible, to address the situation of his/her

subordinates. This phenomenon has its prosand cons. Pros if the groups of his/her people

are aiding themselves to do the best they can in

their jobs; cons if it pulls a persons capacity

down because the group has a negative effect

on the subordinate. Several action plans

towards the situation may alleviate the current

trend of group setups to ensure that it happens

for the betterment of the workmen.

The reality of the interview method also opens

up a new venture for administrators to

strengthen their belief, Walang madadaan samagandang usapan. As social workers by

profession, administrators are fully aware that a

persons apprehensions and feeling can only be

addressed by communicating them to

professionals that can help them to address

these accordingly. This can apply to their

subordinates and how good communication is a

vital tool to acquire the best outcome from the

Mayos work produced promising results

that in my reading of the latter gurusarticles, I feel that this study of his in the

Hawthorne and Western Electric Company

provided good results without taking too

much standardization on their part. My only

concern for his work is that it only presented

the conclusion but there was a lack ofanalysis with it. If he further examined the

details on how to go about the interview

method with less partiality to address the

ongoing debate regarding its validity, then I

would have realize how his study is still

acceptable regardless of the debate.

In spite of this, I still feel that Mayo gave

the best points regarding group affiliations

of workmen in the workplace.
http://en.wikipedia.org/wiki/Bonushttp://en.wikipedia.org/wiki/Bonus


21/26



The study pondered on examining the

effects of social relations, motivation

and employee satisfaction. It

concluded that workers are bestmotivated by better communication,

more managerial involvement and

working in teams.

The three persistent problems of

management are: the application of

science and technical skill to some

material good or product; the

systematic ordering of operations; the

organization of teamworkthat is, of

sustained cooperation.

Discoveries regarding interview

method:

1. Interview aids the individual to get

rid of useless emotional complications

and to state his problem completely.

2. Interview has demonstrated its

capacity to aid the individual to

associate more easily, more

satisfactorily with other persons.

3. Interview develops his desire and

capacity to work better.

4. Interviewing possesses immenseimportance for the training of

administrators in the difficult future.

5. Interview is a source of

information.

The three persistent problems of

modern large-scale industry: the

application of science and technical

subordinates.


22/26



skill to a material product, the

systematization of operations, and the

organization of sustained cooperation.

Chester Irving

Barnard

The Theory of Authority

The Source of Authority

Authority is the character of

communication in a formal

organization by virtue of which it is

accepted by a contributor to or

member of the organization as

governing the action he contributes. It

involves two aspects: the subjective,

the personal, the accepting of

communication as authoritative; andthe objective aspectthe character of

communication by virtue of which it is

accepted.

Four conditions wherein a person can

and will accept communication as

authoritative:

1. He can and does notunderstand communication.

2. At his time of decision hebelieves that it is not

inconsistent with the purposeof the organization.

3. At the time of his decision,he believes it to be

compatible with his personal

interest as a whole.

4. He is able mentally andphysically to comply with it.

Barnards concepts of authority and nature of

leadership are applicable to social work

administration. I believe that an administrator

should realize that the idea of authority does

not just go with the position. Yes, the

subordinate might see you as someone who is

above him but this does not give you the ticket

to capture his attention and respect right away,

unless you are worthy of it. This disseminates

the idea that it is not always the subordinate

that needs a little fixing or upgrade, once in a

while the administrator should see to it that heis also apt to the position to do his/her job.

Regarding the nature of leadership, I see this as

a vital tool for administrators to see to it that

they have what it takes to govern the

subordinates and lead them to the right path to

produce fruitful outcomes. The things

presented here may serve as a guideline for the

administrator to work on what he sees as

requirements to be of best service to his

subordinates, the agency or organization, and

the clients.

My concern for Barnards concept is that it

is too focused on the concept of the

administrators or the ones in-charge of the

organization. It would have sounded better

if he also presented ideas regarding how

important the role of the subordinate is and

how the manager and subordinate interact

accordingly to produce the desired results. It

lacked the connection and explanation of the

reason why he insisted on putting these

thoughts in paper. I would have liked it if he

presented more subjective concerns into hiswriting for me to understand further where

he is coming from.

Id also like it if he placed his ideas in a

more concise yet insightful explanation that

would have captured by attention quickly

for me to be glued to his writing. In spite of

this, I still liked how he took the time and

effort to write the roots of leadership per se

and his idea of authority.


23/26



The System of Coordination

Authority of Position vs. Authority of

Leadership

It doesnt necessarily mean that a

superior have authority, nor is a

communication authoritative except

when it is an effort or action of the

organization. The determination of

authority remains with the individual.

The competence of thepersons serving as

communication centers, that

is, officers, supervisory

heads, must be adequate.

The line of communicationshould not be interruptedduring the time when the

organization is to function.

Every communication shouldbe authenticated.

Reconciliation with Legalistic

Conceptions

Legalistic conceptions seem to have

support in the relations between

superior and subsidiary organizations.

The Nature of Leadership

Addressed to the problem of

understanding the nature of leadership

A. Four Sectors of Leadership

Behavior:

o The determination of


24/26



objectives

o The manipulation of meanso The instrument of actiono The stimulation of

coordinated actionB. The Conditions of Leadership

C. The Active Qualities of Leaders

Vitality and endurance Decisiveness Persuasiveness Responsibility Intellectual Capacity

D. The Development of Leaders

Training Balance and perspective Experience

E. Selection

Douglas Murray

McGregor

The Human Side of Enterprise

Theory X and Theory Y

These deals with the perceptions

managers hold on their employees, not

the way they generally behave. It is

attitude not attributes. They describe

two contrasting models of workforce

motivation. McGregor suggests that

these are not different ends of thesame continuum. Rather they are two

different continua in themselves.

Theory X

In this theory, which has been proven

counter effective in most modern

practice, management assumes

employees are inherently lazy and will

The explanation of McGregors view on

Theory X and Theory Y is an important idea

with association to social work administration.

This difference between the two points can

shed light to the more favoredstyle of

management. I personally believe that Theory

Y is of good help for the administrator because

this concept is in line with the principles of

social work per sebelieves in the capacity of

the person. If the administrator uses this ashis/her guide in managing the subordinates,

then theyd be betterresults. This is so because

the administrator sees the person in a positive

manner as capable and willing to do the task

despite possible hurdles that may come his/her

way.

The statements regarding the different needs of

My only concern for McGregors work is

that it didnt really explain much further the

concepts and how it can be utilized as an

effective tool in the organization. I believe

that it is more appropriate if most of the

details are taken into account so that thered

be better understanding coming from a

consumer like me.

His explanation on the trends of the newdefinition of management, for me, has not

much of a bearing that may be incorporated

in the real workplace. I feel that it only

summarized the evolution of management

and has no particular use in real managing.

Furthermore, I guess that his explanation

has nothing bad about it. I just feel that a

more thorough explanation would have been


25/26



avoid work if they can and that they

inherently dislike work. As a result of

this, management believes that

workers need to be closely supervised

and comprehensive systems ofcontrols developed.

Theory Y

In this theory, management assumes

employees may be ambitious and self-

motivatedand exercise self-control. It

is believed that employees enjoy their

mental and physical work duties.

According to them work is as natural

as play. They possess the ability for

creative problem solving, but their

talents are underused in mostorganizations

Mans Needs:

Physiological and safetyneeds

Social needs Ego needs Self-Fulfillment Needs

The Carrot and Stick Approach

The means for satisfying mansphysiological needs can be provided

or withheld by management.

Employment, wages, working

conditions, and benefits are means. By

this means the individual can be

controlled as long as he is struggling

for subsistence. Man lives for bread

alone when there is no bread.

man are also useful tools in social work

administration. If the administrator has a clear

vision on what the needs of a person may be,

then he/she may use this knowledge to see to it

that most of the needs of the subordinate aremet. This knowledge would also help the

administrator to look deeper into the possible

causes of the unsuitable work effort coming

from the subordinates. With this understanding,

the manager can now infer different

conclusions and validate them to respond to

them adequately and guide the subordinate so

that he/she may perform better.

better for me.


26/26



New Concepts of Management

Trends in the Concept of

Management:1. The explosive growth of

science; both behavioral and

physical

2. The rapidly increasingcomplexity of technology

3. The growing complexity ofindustry-society relationships

4. The changing composition ofthe industrial work force

matrix of classics in management

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