Pangasinan State University

Urdaneta Campus
School of Advanced Studies
Urdaneta City, Pangasinan

WRITTEN REPORT IN EDF 215

EDUCATIONAL MANAGEMENT
GROUP 2

Course Title: Educational Management

Professor: DR. VIRGILIO PADLAN
Discussant: ALJON A. CACABILOS
HARRY IAN M. CARAGAY
CHARLIE B. SANCHEZ
II. Evaluation of Management
a. Classical Approach
a.1. Systematic Management
a.2. Scientific Management
a.3. Human Relations
a.4. Bureaucracy
b. Contemporary Approaches
b.1 Quantitative Management
b.2 Organizational Behavior
b.3 System Theory
b.4 Contingency Perspective

A. CLASSICAL APPROACH
CLASSICAL MANAGEMENT
A theory of management that focuses on the productivity, output and efficiency of
workers, rather than differences in behavior that exist among them.It was introduced in
the late 19th century. Commonly used by small business owners to build their companies.
1. Hierarchical Structure
- a clear organizational hierarchy with three distinct management levels.
Board of directors/chief executives *Supervisors
Managers *Employees
 2. Division of Labor
- Projects are broken down into smaller tasks that are easy to complete.
- Responsibilities and expectations are clearly defined.
3. Monetary Incentives
- Employees should be motivated by monetary rewards.
- Employees will work hard if they have an incentives to look forward
4. Autocratic Leadership
- It states that an organization should have a single leader to make decisions, to
organize and direct the employees.

Classical Management Theory

It involves creating multiple levels of workers to improve productivity.
Rules must be followed exactly, and the hiring and firing of employees must relate only
to the skills they possess.

Advantages of Classical Management

1. Designing procedures for completing a task
2. Keeping personal issues out of the business
3. Organization focuses on the job

SCIENTIFIC MANAGEMENT
- It emphasizes the scientific study of work methods to improve the
productivity of individual workers.Frederick W. Taylor the father of
scientific management.
- The main intention of it is to enhance economic efficiency and especially
labor productivity.
- It is centered on the study of people, behavior and tasks.
- Evaluate a task by scientifically studying each part of the task
 - Carefully select workers with the right abilities for the task
- Give workers the training and incentives to do the task with the proper work
methods
- Use scientific principles to plan the work methods and ease the way for
workers to do their jobs

Functions of Scientific Management

1. Provide tools for workers to enhance their output and efficiency
2. Develop an assembly-line atmosphere.
3. Design repetitive tasks

Principles of Scientific Management

1. Employees must be selected based on their skills and abilities related to job.
2. Incentives and wages provided to employees should be based on encouraging
them and enhancing their output.
3. The leadership within the organization should be one that develops a standard
method for doing certain job with the assistance.
4. There should be attention on eradicating interruptions while planning work.
5. Rule of thumb work methods replaced with other methods, which are based on the
scientific study of tasks.

Advantages of Scientific Management

1. Enhanced production 8. Efficiency increased

2. Ability to control 9. Best use of resources and development
3. Decreases inaccuracy 10. Beneficial to the nation
4. Decreased autocracy 11. Less production time
5. Cost of production is reduced 12. Worker instructions
6. Pay system 13. Good working conditions
7. Quick-decision making 14. Avoid labor and management disputes

Disadvantages of Scientific Management

1. Require huge capital 2. Management takes control

3. Planning reduces productivity 10. Loss
4. Demotivating approach 11. Unemployment
5. Overly bureaucratic 12. Adverse effects
6. Mechanistic 13. Stress
7. Not suitable for teams 14. Wrong assumptions
8. Work division 15. Follow narrow application
9. Avoids bargaining 16. Time consuming

17. SYSTEMATIC MANAGEMENT

- An approach to management that focuses on the management process rather

than on the final outcome.
- It is directly link orderly operations, human resource management, and
communications to organizational success.

18. PEOPLE BEHIND THE DEVELOPMENT OF SYSTEMATIC

MANAGEMENT

1. ADAM SMITH
- He was the earliest theorist to contribute to the idea of a need for a system in
management.
- His book Wealth Nations, published in 1776, brought about the initial belief
that division of labor was the best way to increase productivity.
2. ROBERT OWENS
- He strongly believed that human resources were much more important than
the focus on machinery that existed during this time.
- He felt that a proper management system could place the needs of the
employees above all else.
3. CHARLES BABBAGE
- He was the author of the book On the Economy of Machinery and
Manufacturers.
- It gave suggestions to improve practices by the use of division of tasks.
4. HENRY TOWNE
- He was the president of the Yale and Towne Manufacturing Company.
- He proposed the idea that management needed to be a separated field of study
and that principles needed to be established to guide managers in various
managerial conditions.
5. HENRY FAYOL
 - He was a staunch supporter for managerial education.
- He was well versed in what worked and didnt work, and felt that managers
were not born. Instead, with training and education, they could be created.

19. Goals of Systematic Management

1. To create specific processes and procedures to be used in job task completion

2. To ensure that organizational operations were economical
3. To ensure that staffing was adequate for the needs of the organization
4. To maintain suitable inventory so that the demands of consumers could be met
5. To establish organizational controls

20. Principles of Management

1. Division of work 8. Remuneration

2. Authority 9. Centralization
3. Discipline 10. Scalar Chain
4. Unity of Command 11. Order
5. Unity of direction 12. Equity
6. Subordination 13. Stability of tenure of personnel
7. Esprit de corps 14. Initiative

15. Functions of Systematic Management according to Fayol

1. To forecast and plan 4. To develop output

2. To organize 5. To control
3. To command or direct
6.
7. HUMAN RELATIONS
8. Definition of human relations

9. a discipline within resource management which addresses interpersonal

behaviors.
10. a study of human problems arising from organizational and interpersonal
relations (as in industry)
11. a course, study, or program designed to develop better interpersonal and
intergroup adjustments.
12.
13. What are human relations?
We all belong to human society. In everyday life we live and work with people:
they may be our family members or neighbors or friends or other relatives, or they
may be people we work with in our places of employment. Whoever they are, we
recognize their presence and relate to them through various means of
communication..

14. Human relations in a working place

As a head of a school your work will involve the following:

planning the activities of the school

organising the resources to be used, which includes getting the equipment and
materials required; assigning work to each member of staff, agreeing how it
should be done and when it should be done and ensuring that the work is done
maintaining high standards of education in your school.

15.
In every working place each person must be given his or her duties. The school
head organises the programme for the school. He or she carries out the monitoring
necessary to ensure that the programme is followed. Each teacher prepares a
 scheme of work, lesson plans and assessment records for their class. In addition
some of the teachers may be in charge of out of class activities. At the end of each
school term progress reports are prepared for the pupils. If the head does not
produce the school timetable in good time, teaching may be delayed at the
beginning of the term. The syllabuses may not be covered sufficiently. If the
teachers do not prepare their schemes and lesson plans, the pupils may not be
taught properly. When this happens, it is the responsibility of the head. He or she
must organise it. If the subject teacher delays in preparing assessments for his or
her subject, the class teacher will be late in completing the end of term
assessments. Then, parents will not be informed of pupil progress.

In the working place therefore, we need to recognise that what others do affects
our own work and our work affects what they do. This is because all the different
tasks in an organisation are inter-related, and the individuals in the organisation
have a working relationship. Ensuring that everyone works in an agreed fashion is
essential if all the staff are to work together harmoniously and effectively.

What do we know about the techniques of forming human relations?

16. You will know that when two people meet and establish either friendly or working
relations, the three stages listed below are involved.

17. 1.Exploration phase

This involves seeking clues and information for forming opinions and impressions
about each other.
2.Consolidation phase
First impressions can be deceptive due to misleading information.
3.Preservation phase
This is the stage of mutual understanding based on trust and acceptance of each
other's good and bad points, weaknesses and strengths.
18. Human relations and motivation

* Staff motivation

19. Factors which might affect the quality of performance of the teachers in a school.

20. The performance of teachers in a school will be improved if:

they are given an increase in salary
they have a feeling of job security
they are supplied with all the basic resources required to teach
the head regularly consults with them
their work is appreciated
quality monitoring and supervision takes place
there are opportunities for promotion and personal development
they are paid on time
they are given advice to improve the quality of their teaching
they receive sympathetic help with problems.

Pupil motivation
Pupils are unlikely to be motivated unless:
they are assured of care and protection in the school
their problems are treated with understanding and justice
the teachers show patience and are sincere in guiding them
their efforts in class and in other school activities are appreciated by the teachers
and the head
their parents have a chance to see what they are doing in school.
They can see the progress they are making and understand the reasons why they
are doing what they are asked to do.

We could add other items to this list, but the important point to recognize is that it
includes a wide range of factors. An understanding of the nature of motivation
 suggests that for learning to take place, pupils' basic needs, physiological, safety,
love and belonging, must be met, as well as their need for self-esteem and self-
fulfillment. School heads and teachers can try to ensure that external and
situational factors both in and outside the classroom will stimulate their pupils to
learn.
Human relations and communications
Communication in an organization is like the nervous system in the human body.
If anything interferes with a nerve line it is no longer possible to co-ordinate the
work of the affected part with the rest of the body. Similarly, if anything interferes
with the communication links between individuals in an organization their work
will be badly affected. Decisions will not be taken at the right time. Work will not
be done as required. It may not even be done at all if the instructions are not
communicated. Or, it may be done incorrectly, if the instructions are poorly
communicated or received. Good communication is both about sending and
receiving information. Good relations between sender and receiver will help
ensure effective communication.

21. BUREAUCRACY

22. Definition of Bureaucracy

23.
24. A government characterized by specialization, obedience to fixed rules, and
adherence to a hierarchy of authority.
25. A system of government or business that has many complicated rules,
policies, and procedures.
26. Origin (1810-1820 French bureaucratie)
27. What is a Bureaucracy?

28. Bureaucracy is the administration of the many divisions of government by non-

elected officials. While it has been acknowledged that bureaucracy is a necessary,
efficient way to operate a far-reaching government, the term has met with criticism in
recent decades. Complaints about bureaucratic systems mainly refer to the systems
inflexibility, as workers within the system are held to strict rules and practices. It is ironic
that a system meant to efficiently administer large agencies is marked by inefficiency, due
to the complexity and rigidness imposed on the workers.

29. Bureaucracies are all around us. This form of organization, which is comprised of
non-elected officials who implement rules, is not only common in the public sector but in
the business world as well. Examples of bureaucracies in the public sector include the
Social Security Administration, Environmental Protection Agency and public universities.
Among the oldest bureaucratic structures in the country is the United States military.

30. Max Weber

31. One of the most important thinkers in modern organizational theory, Max Weber
(1864-1920), is the 'father of the bureaucratic management theory.' Weber was a
German sociologist and political economist that viewed bureaucracy in a positive
light, believing it to be more rational and efficient than its historical predecessors.

32. Bureaucratic Management Theory

33. Weber's theory of bureaucratic management also has two essential elements. First,
it entails structuring an organization into a hierarchy. Secondly, the organization and its
members are governed by clearly defined rational-legal decision-making rules. Each
element helps an organization to achieve its goals.

34. An organizational hierarchy is the arrangement of the organization by level of

authority in reference to the levels above and below it. For example, a vice-president of
marketing is below the company's president, at the same level as the company's vice
president of sales, and above the supervisor of the company's social media department.
Each level answers to the level above it, with the ultimate leader of the organization at the
top.

35.
 36. History of Bureaucracy

37. Bureaucracy can be seen as far back as Ancient Egypt and the Roman Empire,
when scribes used clay tablets to administer fruits of harvest. In more modern times, the
United Kingdom instituted a form of bureaucracy during the 18th century, by forming the
Department of Excise to collect taxes. The Department of Excise held its employees to a
strict hierarchy. Englands taxation system has been modified over the years, and todays
HM Revenue and Customs bears the responsibility for taxation.

38. Is Bureaucracy Necessary?

39. It is believed that large organizations, whether governmental or private, cannot be

run smoothly without compartmentalization and oversight. This is where bureaucracy
comes in. By requiring strict compliance with the organizations policies and procedures,
and following a specified chain of command, it becomes possible to make order from
chaos.

40. Characteristics of a Bureaucracy

41. Max Weber, a German sociologist known for being the architect of modern
sociology, viewed bureaucracy as the best way to achieve organization in government,
and in large business. Weber defined certain characteristics of a bureaucracy:

42. A hierarchical chain of command in which the top bureaucrat has ultimate
authority, and the power flows down from there.

43. A distinct division of labor in which every worker has a specialized job.
44. A definitive set of goals toward which all people in the organization work.
45. Formal rules that are clearly written, which all people in the organization are
expected to
46. follow.
47. Judgment of job performance is made according to each workers productivity.
48. Merit-based promotion and hiring.
49.

50. Bureaucracy in the Philippines

 51. According to Max Weber, Bureaucracy is a distinct form of organization that is
ideal for the government. It is structured by hierarchy of offices. These offices are ranked
in a hierarchical order and their operations are characterized by impersonal rules. Each
office has its own task in which they follow the rules of the government as a whole.

52. In the Philippines, the government bureaucracies include different offices or

agencies such as Department of Justice, Department of Science and Technology, Depart
of Education, Department of Agrarian Reform, Department of National Defense,
Department of Energy, Bureau of Internal Revenue, Department of Environment and
Natural Resources, Department of Trade and Industry, Bureau of Customs, Bureau of
Immigration, Bureau of the Treasury, and many more. These departments, agencies, or
bureaus have different tasks in which they implement the laws, rules, and regulations of
the Philippines. In a sense, they coordinate with one another and implement the policies
of the Philippine Government. Also, the performance of the executive branch of the
government, which is the performance of the president, can be evaluated through the
performance of the bureaus/departments/offices, since all of them are under the President.

53. These agencies have different responsibilities to which they publicly serve the
people. Most of the agencies also contain different sectors. The agencies report to the
office of the president and it is summed up to evaluate the performance of the executive
branch. With this report, the office of the president could tell which among the segments
performed well or which of them effectively and efficiently carried their responsibilities.

54. B. CONTEMPORARY APPROACHES

55. TYPE OF LEADERS
1. Transformational Leadership - Transformational leaders lead employees by
aligning employee goals with the leaders goals. Thus, employees working for
transformational leaders start focusing on the companys well-being rather than on
what is best for them as individual employees.
56. 4 Tools possessed by Transformational Leaders
i. Charisma
 ii. Inspirational motivation
iii. Use of intellectual stimulation
iv. Individual consideration
2. Leader-Member Exchange Theory- Leader-member exchange (LMX) theory
proposes that the type of relationship leaders have with their followers (members
of the organization) is the key to understanding how leaders influence employees.

3. Servant Leadership - Servant leadership approach defines the leaders role as

serving the needs of others. According to this approach, the primary mission of
the leader is to develop employees and help them reach their goals.

4. Authentic Leadership - The authentic leadership approach embraces this value:

its key advice is be yourself.
57.
58. Contemporary Approach to Management
1. Quantitative Managemen Approach - The quantitative management approach is
used to enhance decision making power by using quantitative tools and techniques
including computer simulations, information models, optimization models and
statistics.
59. Branches in Quantitative management

Management Sciences:
60. It is also called as Operations Research is the approach that increases decision
effectiveness by using specified statistical methods and mathematical models.

Operations Management:
61. It is the area of know-how, which is responsible chain and supply of products and
services of an organization.

Management Information System (MIS)

62. MIS is the computerized information, to be used by the managers, for the storing
operating and designing the information.
63.
2. Organizational Behavior Management
64. OBM is guided by a single theory of human behavior and has historically
emphasized identification and modification of the environmental variables that
affect directly observable or verifiable employee performance.
65. Areas of OBM Application
66. Performance Management
The management of individual employee or a group of employees through
the application of behavioral principles is called Performance Management (PM).
The PM process usually involves the analysis of antecedents and consequences
supporting the behaviors of individuals or groups within the organization and
manipulating these variables to either decrease unproductive or increase
productive performance (Austin, 2000; Daniels & Daniels, 2004; Diener et al.,
2009). Common interventions used in PM include goal setting, feedback, job aids,
token systems, lottery systems, etc. (Diener et al., 2009).
Behavioral Systems Analysis
The Behavioral Systems Analysis (BSA) method involves outlining how
the components of the system interact, including how each individual contributes
to the overall functioning of the system (McGee, 2007). The value of BSA is that
it allows us to analyze the organization outside the basic three-term contingency
of antecedents, behaviors, and consequences to identify variables that can
significantly impact individual and organizational performance. By analyzing the
entire organization as a system, one can identify areas of improvement that will
produce the largest positive impact on the organization and focus on planning and
managing the variables that support desired performance (Diener et al., 2009).
67. Behavior-Based Safety
 68. Behavior-based safety focuses on the analysis and alteration of
work environments to reduce injuries and promote safe behavior among leaders and
employees. This family of evidence-based interventions, which have traditionally focused
on safety communication, feedback,and reinforcement processes, can be applied to
compliment and enhance traditional safety controls. The first priority in safety is always
to eliminate occupational hazards from the work
environment (http://www.cdc.gov/niosh/topics/engcontrols/). The next priorities are
substitution and engineering controls. Behavioral processes would be best categorized as
administrative controls that can be used to promote the safety priority and protective
behaviors at all levels of an organization.
69. Why Organizational Behavior Matters?
70. OB matters at three critical levels. It matters because it is all about things
you care about. OB can help you become a more engaged organizational member.
Getting along with others, getting a great job, lowering your stress level, making more
effective decisions, and working effectively within a teamthese are all great things, and
OB addresses them!

71. It matters because employers care about OB. A recent survey by the
National Association of Colleges and Employers (NACE) asked employers which skills
are the most important for them when evaluating job candidates, and OB topics topped
the list.

72. The following were the top five personal qualities/skills:

1. Communication skills (verbal and written)

2. Honesty/integrity

3. Interpersonal skills (relates well to others)

4. Motivation/initiative
 5. Strong work ethic
73. Finally, it matters because organizations care about OB. The best
companies in the world understand that the people make the place. How do we know
this? Well, we know that organizations that value their employees are more profitable
than those that do not.Research shows that successful organizations have a number of
things in common, such as providing employment security, engaging in selective hiring,
utilizing self-managed teams, being decentralized, paying well, training employees,
reducing status differences, and sharing information. Research shows that organizations
that are considered healthier and more effective have strong OB characteristics
throughout them such as role clarity, information sharing, and performance feedback.
Unfortunately, research shows that most organizations are unhealthy, with 50% of
respondents saying that their organizations do not engage in effective OB practices.

74. Adding to Your OB Toolbox

75. Tom Peters is a management expert who talks about the concept of
individuals thinking of themselves as a brand to be managed. Further, he recommends
that individuals manage themselves like free agents. The following OB Toolbox includes
several ideas for being effective in keeping up your skill set.

76. Your OB Toolbox: Skill Survival Kit

Keep your skills fresh. Consider revolutionizing your portfolio of skills at least
every 6 years.

Master something. Competence in many skills is important, but excelling at

something will set you apart.

Embrace ambiguity. Many people fear the unknown. They like things to be
predictable. Unfortunately, the only certainty in life is that things will change.
Instead of running from this truth, embrace the situation as a great opportunity.
 Network. The term has been overused to the point of sounding like a clich, but
networking works. This doesnt mean that having 200 connections on MySpace,
LinkedIn, or Facebook makes you more effective than someone who has 50, but it
does mean that getting to know people is a good thing in ways you cant even
imagine now.

Appreciate new technology. This doesnt mean you should get and use every new
gadget that comes out on the market, but it does mean you need to keep up on
what the new technologies are and how they may affect you and the business you
are in.

77.
78. Isnt OB Just Common Sense?

79. As teachers we have heard this question many times. The answer, as you might
have guessed, is noOB is not just common sense. As we noted earlier, OB is the
systematic study and application of knowledge about how individuals and groups act
within the organizations where they work. Systematic is an important word in this
definition. It is easy to think we understand something if it makes sense, but research on
decision making shows that this can easily lead to faulty conclusions because our
memories fail us. We tend to notice certain things and ignore others, and the specific
manner in which information is framed can affect the choices we make. Therefore, it is
important to rule out alternative explanations one by one rather than to assume we know
about human behavior just because we are humans!
3. System Approach
80. System Approach to Management: Definition, Features and
Evaluation
81. In the 1960, an approach to management appeared which try to unify the
prior schools of thought. This approach is commonly known as Systems Approach. Its
early contributors include LudwingVonBertalanfty, Lawrence J. Henderson, W.G. Scott,
Deniel Katz, Robert L. Kahn, W. Buckley and J.D. Thompson.
82. They viewed organization as an organic and open system, which is
composed of interacting and interdependent parts, called subsystems. The system
approach is top took upon management as a system or as an organized whole made up
of sub- systems integrated into a unity or orderly totality.
83. Systems approach is based on the generalization that everything is inter-
related and interdependent. A system is composed of related and dependent element
which when in interaction, forms a unitary whole. A system is simply an assemblage or
combination of things or parts forming a complex whole.
84.
85. Features of Systems Approach:
86. (i) A system consists of interacting elements. It is set of inter-related and inter-
dependent parts arranged in a manner that produces a unified whole.
87. (ii) The various sub-systems should be studied in their inter-relationships rather,
than in isolation from each other.
88. (iii) An organisational system has a boundary that determines which parts are
internal and which are external.
89. (iv) A system does not exist in a vacuum. It receives information, material and
energy from other systems as inputs. These inputs undergo a transformation
process within a system and leave the system as output to other systems.
90. (v) An organisation is a dynamic system as it is responsive to its environment. It is
vulnerable to change in its environment.
91. The systems approach is considered both general and specialized systems.
The general systems approach to management is mainly concerned with formal
organizations and the concepts are relating to technique of sociology, psychology and
philosophy. The specific management system includes the analysis of organisational
structure, information, planning and control mechanism and job design, etc.
 92. System approach has immense possibilities, A system view point may provide
the impetus to unify management theory. By definitions, it could treat the various
approaches such as the process of quantitative and behavioural ones as sub-
systems in an overall theory of management. Thus, the systems approach may
succeed where the process approach has failed to lead management out of the
theory of jungle.
93.
94.
4. CONTINGENCY APPROACH
95. The contingency approach to management is based on the idea that there is
no one best way to manage and that to be effective, planning, organizing, leading, and
controlling must be tailored to the particular circumstances faced by an organization.
96. Fred Fiedler is a theorist whose Contingency Trait Theory was the
precursor to his Contingency Management Theory. Fiedler believed there was a direct
correlation to the traits of a leader and the effectiveness of a leader. According to Fiedler,
certain leadership traits helped in a certain crisis and so the leadership would need to
change given the new set of circumstances. Fiedler's Contingency Theory proposes the
following concepts:
1. Fiedler's Contingency Theory says there is no one best way to manage an organization.
97. 2. Fiedler's Contingency Theory of leadership says that a leader must be able to
identify which management style will help. achieve the organization's goals in a
particular situation
3. The main component of Fiedler's Contingency Theory is the least preferred co-
worker (LPC) scale which measures a manager's leadership orientation.
98. Classify your organization by the 3 variables in Fiedler's Contingency
Theory
99. The 3 variables to consider are: how well the employees accept the leader;
the extent that the employees jobs are described in detail; and the authority your leader
possesses through his/her position in your organization. Contingency theories state that
leaders will be able to exert more influence if they are able to have good relationships
with the employees. In addition, contingency theory management maintains that in
organizations where the tasks are spelled out in detail, the leader has more influence over
the employees than in those organizations that do not have structured tasks.
100. Understand the internal and external factors contained in Fiedler's
Contingency Theory
101. Fiedler's Contingency Theory says that there are many internal and
external factors that can influence the optimum organizational structure. These factors
include the size of the organization, technology that is in use, leadership style, and how
the organization can adapt to changes in strategy.

Spending some time each day getting to know your subordinates helps
strengthen your position in a Contingency Theory of Leadership model
because you will be able to exert more influence on the employees.
102. Emerging Views of Management
103. Emerging Views comprise of a few points that are:

1. Globalization
104. Managers in all sorts and sizes of corporations are confronted with the
possibilities and demanding situations of globalization by crossing the geographic
limits of operation in organizations.

2. Entrepreneurship
105. It is a process that undergoes processing of creating new opportunities of
profit through launching of new products, services, or processes to ensure new
means of profitability for organizations or launching of new or sub organization
through a corporation as per the need of the society.

3. Management in e-Business World

106. E-Business (Electronic Business):
107. It is a comprehensive term used to describe electronic technology applied
to the information and Communication based on internet linkages to achieve the
targets.
108. E-Commerce (Electronic Commerce):
109. Participation of two or more parties in sales, purchase and promotion of
products, services or processes through electronic media and source, is called as
the eCommerce.

4. Innovation and Flexibility Needs

110. 01- To avoid the failure, it is very necessary for an organization to create a
constant flow of new ideas and innovation.
111. 02- Where ideas flow, needs of costumers vary time to time, skills and
techniques take changes, flexibility is very much important to meet the new goals
and targets.

5. Quality Management Systems

112. 01- Total Quality Management is a method to drive the managers for
simultaneous improvement in work procedure to fulfill the needs, expectations
and focuses of costumers.
113. 02-W. Edward Deming was one of the small groups of quality experts,
who developed the quality philosophy and theory of profound knowledge to
inspire Total Quality Management.
114. 03- It represents a contrast to the earlier management theorists, who
believed in low cost as a go through to productivity and profit.
115. 04- Its aim is to obtain continuous improvement of the organization.

6. Learning Organizations and Knowledge Management

116. Currently, Managers must go through the environment that is in
continuous change. The most successful organizations of this century do possess
flexibility, ability to learn and respond on immediate basis, along with the wise
 and skilled managers that evolve with the change of environment and face the
challenges based on needs and knowledge. Two points are highlighted below:
117. 01- A learning organization should build the capacity to adapt the
continuous changes.
118. 02- Knowledge Management should be taking place that is the cultivation
of learning atmosphere where organizational individuals should gain and
distribute the knowledge for advancement.

7. Theory Z
119. Theory Z contains the positive characteristics of American and Japanese
management through a modified technique targeted for increasing managerial
effectiveness compatible with norms and trends of society and culture, is
proposed by William Ouchi.
120.

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129. http://www.cf.ac.uk/socsi/undergraduate/introsoc/weber12.html
http://prezi.com/iprhuslojpeq/philippine-bureaucracy/

130. http://www.slideshare.net/antonovanive/the-nature-of-bureaucracy-in-the-
philippines http://www.gmanetwork.com/news/story/343599/news/nation/pnoy-
to-launch-initiatives-that-will-institutionalize-good-governance-even-after-his-
term http://www.wepa-db.net/policies/structure/chart/philippines/agencies.htm

131. http://catalog.flatworldknowledge.com/bookhub/2199#bauer-ch01_s02