BS4S16-V1-12711

Leadership and Management Theories

Title: Evaluation of the Management Theories in

BACCH as Contemporary Organization

Confidential

Student Name: Sally Alkot

Student Enrolment No. 74111346

Tutors Name: Ahmad Qammar

Submission Date: 9/11/2019

P a g e 1 | 30
Abstract

This research paper is attempting to provide an evaluation of the implementation of the most

famous management and leadership theories applied to a contemporary organization. This paper

is providing objective criticism on some research papers from the classical management theories

and contemporary management theories with more emphasis on the transformational leadership

theories, and how they are implemented in a contemporary organization. The leadership and

management are used as a tool to drive business to achieve its goals and objectives to succeed.

In spite of the fact that the classical management theories are by hook or by crook still leading the

management seen and are considered fundamental for today’s contemporary approach, but the

innovative implementation of the contemporary management theories such as transformational

management theory proved its effectiveness and democracy due to the inclusion of the human

factor. Today’s business and working environment are getting more complex, vibrant and

unpredictable, such factors impose specific requirements and technics that should be considered

by managers to achieve the required goals. This research paper aims to discuss the

implementation of some leadership and management theories and how they are implemented in a

contemporary organization such as Bayt Abdullah Children’s Hospice (BACCH), Kuwait.

P a g e 2 | 30
 Table of Contents

Abstract.............................................................................................................................................2

Section 1. Introduction.......................................................................................................................... 5

1.1. Background........................................................................................................................5

1.2. Methods..............................................................................................................................6

1.3. Structure.............................................................................................................................7

Section 2. The Classical and Contemporary Management and Leadership Theories............7

2.1. The Classical Management Theories................................................................................8

2.1.1. Critic on Scientific Management Approach......................................................................10

A. Multitasking.................................................................................................................10

B. Monetary and Non-Monetary Benefits........................................................................10

C. Management Responsibility Towards Training..........................................................11

2.1.2. Critic to Administrative Theory.........................................................................................12

2.1.3. Critic on Bureaucratic approach.......................................................................................14

A. Poor Performance and slow decision making............................................................14

B. Poor relationship with employees...............................................................................15

C. Unsatisfied customers................................................................................................15

2.2. Contemporary Management Theories.............................................................................16

2.2.1. Systems Approach...........................................................................................................17

Figure 1: Integration between various system approaches.............................................17

2.2.2. Situational or Contingency Approach..............................................................................18

Figure 2: Situational Approach........................................................................................18

Figure 3: Contingency Approach.....................................................................................18

2.2.3. Socio-technical Approach................................................................................................18

P a g e 3 | 30
 Figure 4: Elements of Socio-technical approach ............................................................19

Section 3. The Used Approaches in the Implementation of Management Theories.............19

3.1. Management Using Contemporary Approach.................................................................20

3.2. Management Using Motivation Approach........................................................................21

3.3. Management Using Human Relation Approach..............................................................23

3.4. Management Using the Social and Psychological School ..............................................24

Figure 5: Maslow’s Hierarchy of Needs...........................................................................25

Section 4. Conclusion .................................................................................................................26

References......................................................................................................................................27

P a g e 4 | 30
Section 1. Introduction

1.1. Background

This research aims to provide critical evaluation for the development of leadership and

management theories. The research will consider several management theories and researchers

presented by a number of authors between the 19 th and 20th centuries.

The critical evaluation in this research is going to study the management style and approach in

Bayt Abdullah Children’s Hospice (BACCH). Bayt Abdullah Children’s Hospice provides

specialized pediatric palliative care and support to children with life-limiting or life-threatening

conditions. The hospice provides holistic care for the patients and their families. BACCH is the first

pediatric palliative care hospice in Kuwait and in the Middle East. The services provided to the

children and their families’ are only limited to the patients in Kuwait. BACCH aims to improve the

quality of life for children and their families from diagnosis and beyond by offering palliative care

services, tailored to the individual family’s needs, in the location of their choice, whether at home

or in Bayt Abdullah or through our outreach program in patients’ local hospital. BACCH offers

specialized symptom management, medically supported ‘respite’ care, homecare, rehabilitation

services, and play activities as well as psychological and practical support for the whole family.

BACCH is applying equal employment opportunity policy and works within the boundaries of the

State of Kuwait rules and regulations. They are applying the international standards of pediatric

healthcare in cooperation with leading hospices in the United Kingdon.

Classic Management had emerged in the 19 th Century in reaction to the industrial revolution.

During this period, scientists adapted several managerial systems to meet the requirements of the

expansion of industries by employing a large number of skilled employees alongside the advanced

P a g e 5 | 30
machinery in order to maximize profits and productivity. Classical Management Approaches

comprised of Scientific Management, Administrative Management, and Bureaucracy. Eng.

Winslow Taylor (1911) describes the scientific management approach by applying modifications to

the industrial processes to break it down into small simple steps in order to ease the

standardization of any action/movement in order to increase the profitability. Max Weber (1905)

claimed that responsibility, authority, and power should be tied up to the job description within a

hierarchal structure. He believed that organizations should have clear rules, policies, and

procedures that should govern the performance and hiring/firing decisions (Cole & Kelly, 2016).

By the time we discuss the remaining management theories and the research presented by other

well-known scientists, we will be able to see the transition to human behavior school in addition to

other leadership and management theories.

1.2. Methods

As mentioned earlier, the main objective of this research is to provide critical evaluation for the

development of the leadership and management theories and its evolution in the past 100 - 120

years into a contemporary management approach. This research will address the management

style in Bayt Abdullah Children’s Hospice, Kuwait “BACCH”. In the following sections, the

management theories are presented with the commentary to reflect the BACCH’s executive

management approach and how it is correlated to the addressed theory. The research will include

criticism and appreciation of the applied leadership and management style in comparison to the

practice within BACCH. Variables such as individual morale, motivation, and cultural backgrounds

are going to be studied and tested during the research.

P a g e 6 | 30
The interrelationship between classical and modern theories is strong, yet different. Kotter (1988)

published the “8-step change model” that helps managers to deal with transformational change.

He also discussed how and why an individual leader should encourage the organizational change

for self and for others, in addition to the associated possible challenges that may face the leader

due to change. That brings us to the necessity to study different aspects of personality such as

motivation, cultural norms, backgrounds, and social engagement.

1.3. Structure

The research paper is structured into four sections, with main heading and subheading. The first

section provides a summary of the research background, methods, and structure of the research

paper. The second section is a literature review that provides an overview of both classical and

contemporary management and leadership theories. The third section discusses the

implementation of classical and contemporary management theories in a contemporary

organization and how it affected the management style. Finally, the fourth section includes the

conclusion of the research paper.

Section 2. The Classical and Contemporary Management and Leadership Theories

The classical management approach is one of the main sources of applied management theories

in the 19th and 20th centuries. The classical management approach developed in the 19 th Century

during the industrial revolution. The need to increase productivity, develop the employees’

performance and increase profits, encouraged scientists to change their way of doing things to

achieve this target. The school of classical management theories is flagged by Taylor (1903) who

developed the concept of Scientific Management, Fayol (1916) who developed the concept of

Administrative Management and Weber (1978) who developed the concept of the Bureaucracy

P a g e 7 | 30
Management. Since that time, the classical management theories are considered the fundamental

to study and understand management as they are still strongly implemented and have a great

influence on the contemporary organizations such as Bayt Abdullah Children’s Hospice “BACCH”.

It worth mentioning that the author worked in BACCH for almost 4 years in the capacity of HR

Manager.

Studying charitable organizations with great influence on philanthropic dimension can provide

undeniable evidence of implementing the classical management theories especially in 1) following

clinical and medical procedures in a standardized way, 2) working as part of the multidisciplinary

team to take daily, weekly, monthly and yearly operational decisions and, 3) attracting talents

through the provision of appealing compensation and benefits scheme. This does not deny the

fact that BACCH has a contemporary management style when it comes to project management,

volunteering process, and psychosocial system.

2.1. The Classical Management Theories

During the industrial revolution, the classical management approach emerged to improve the

efficiency of processes and increase the productivity of employees. Taylor (1903) proposed that

optimizing and simplifying jobs would increase productivity. He also emphasized the importance of

cooperation between workers and managers. One of the main principles introduced by Taylor was

providing guidance through the monitoring of workers’ performance, provide continuous

instructions and close supervision to ensure that workers are using the most efficient ways of

working. In an organization such as BACCH, classical management is evident in terms of having a

clear organization structure where employees are assigned to specific departments who has clear

roles and responsibilities. Those departments are segregated based on the performed function.

P a g e 8 | 30
The roles and responsibilities are assigned to employees based on their qualifications and skills.

All medical and clinical procedures are standardized procedures and everyone needs to strictly

follow those procedures especially the employees who are working in the medical and clinical

departments. Upon joining, employees are going through a structured on-boarding process to

ensure an increase in productivity and mitigation of risks. All departments are required to

cooperate with each other to provide the best palliative care service to the children and protect the

privacy of patients and their families. Training and development programs are developed internally

to improve medical and clinical skills. Training is provided on specific intervals to maintain the

professional level of conduct. Employees' performance is monitored through the Performance

Management System which is clearly outlined and structured in the Performance Management

Policy.

One of the pioneers in classical management theories is Henri Fayol (1916) who published his

book Administration Industrielle et Generale. Fayol defined the key managerial “Functions” as

planning, organizing, commanding, coordinating and controlling processes. Later, Brech (1975)

followed Fayol's steps, however, his approach included the human relations aspect while

conducting his studies. Brech defined the key managerial “Functions” as planning, motivating,

coordinating and controlling processes (Cole & Kelly, 2016).

In addition to the identification of the key management functions, Vincent (2014) elaborated on

Fayol’s (1916) 14 principles of management. The 14 principles include division of work, authority &

responsibility, discipline, unity of command, unity of directions, subordination of individual interest

to general interest, remuneration, centralization, scalar chain, order, equity, stability of tenure of

P a g e 9 | 30
personnel, initiative and esprit de corps. The above functions and principles are still used in

contemporary organizations.

2.1.1. Critic on Scientific Management Approach

Taylor (1903) promoted the concept of cooperation where workers and managers needed to

cooperate with one another to achieve the targets. One of Taylor’s principles is encouraging the

allocation of work between managers and workers so that the managers spend their time planning

and training, allowing the workers to perform their tasks efficiently. Taylor believed in motivation,

however, his understanding of motivation was limited to monetary motivation. The main criticism

that could be considered to Taylorism had been driven from the below two points. 1) Taylor

believed that the poor performance of workers was due to ignorance of management. 2) Taylor

believed that all workers are only motivated by money (MindsTool website, no date).

A. Multitasking

As defined by Taylor (1903), planning is an essential phase in the management process. This

has been witnessed through the implementation of the scientific management theory

developed by Taylor. He aimed to optimize and simplify the jobs into very small tasks and

motions to increase productivity. This is logically acceptable in some types of businesses and

projects. Taking BACCH as an example, daily, weekly and monthly meetings were conducted

between department heads and the multidisciplinary team to discuss the children's medical

condition, treatments, operational procedures, and home visits. Planned treatments and

management is communicated on a regular base. However, such plans should consider the

individuals’ interests, capabilities, culture, preferences, and background of the patient.

Simplifying jobs would increase the number of the clinical team visiting the patient at home

during the home visits, however increasing the knowledge and skills of the clinical team would

P a g e 10 | 30
 allow them to multitask, hence this will reduce the number of the clinical teams to be one or two

members during the home visit.

B. Monetary and Non-Monetary Benefits.

As mentioned, Taylor (1903) believed that workers were motivated by money, so he promoted

the idea of "a fair day's pay for a fair day's work.". that means that the employee who is not

working enough for the day, s/he does not deserve the pay of the day similar to someone who

produced more work for the same day. Generally, this is a fair concept and logically accepted.

However, this is hard to apply in BACCH. BACCH is a charitable organization providing

humanitarian services to patients who are diagnosed with life-limiting or life-threatening

conditions. Employees are exposed to a very high level of anxiety, stress and emotional

drainage. Employees who are living in such an atmosphere appreciated having an extra day off

during the week rather than taking additional money for the day. They felt that such type of

reward is more appealing to them to be able to relax and spend quality time with their family.

The consideration of job as a materialistic task that should be rewarded by materialistic benefit

ignores the humanitarian aspects in some jobs and consider people as machines.

C. Management Responsibility Towards Training

Taylor’s (1903) scientific approach encouraged the cooperation between workers and

managers put a huge responsibility on managers to provide incentives to make sure that the

work is completed as per the job requirements. Training and development are considered one

of the tools used as an incentive to motivate employees. Both concepts of collaboration and

incentives are encouraged in the workspace and still applied in today’s business. However,

keeping the responsibility of identifying incentive plans and training programs limited to

managers may ignore the differences between employees such as personal preferences,

P a g e 11 | 30
 background and career aspiration. The workplace is much complicated than we think due to

the differences in our preferences, behavior, attitude, background, culture, and beliefs. We are

affecting the workplace as it affects us. All of those dimensions should be considered during

management and this leads us to believe that Taylor’s approach is inflexible.

In BACCH, employees’ performance should be evaluated annually and during the course of

performance management and evaluation, employees are asked to express their interest in

career development and required training and workshops.

2.1.2. Critic to Administrative Theory

Henri Fayol (1916) published his book (Administration Industrielle et Generale). Fayol defined

managerial Functions as planning, organizing, commanding, coordinating and controlling. In his

book, Fayol developed the 14 principles of management which include division of work, authority &

responsibility, discipline, unity of command, unity of directions, subordination of individual interest

to general interest, remuneration, centralization, scalar chain, order, equity, stability of tenure of

personnel, initiative and esprit de corps. Fayol (1916) explained the organization structure and

how it should be formed. He elaborated on the importance of having an organizational structure

that has several levels with specific authorities. He also mentioned the importance of having

departments with clear functions and responsibilities. Such type of structure is common in the

contemporary organization where you can have clear organization structure, known executive

management team, a Board of Directors/Trustees and Department Heads. Department Heads are

responsible for detailed tasks and responsibilities with structured job descriptions for them and for

their teams.

P a g e 12 | 30
As an example of such hierarchy, and implementation of the 14 principles, Bayt Abdullah

Children's Hospice “BACCH” is a subsidiary of Kuwait Association for the Care of Children in

Hospital “KACCH”. KACCH and BACCH both have Board of Trustees (BOT) who are responsible

for the strategic moves for both organizations. BOT appointed BACCH’s CEO who is responsible

for the daily management of the organization with the support of the Department Heads.

Department Heads are responsible for setting the policies and procedures, ensure carrying out

their duties which are mainly related to the management of the department functions, direct the

team leaders and supervisors to ensure smooth collaboration and communication between several

departments to achieve the goals of BACCH.

Apart from the structural aspect of management, BACCH has an approved In-House Rules and

Code of Business Ethics and Conducts that has to be signed by all employees and volunteers. A

Disciplinary Code has been approved by the Ministry of Social Affairs and Labour. Non-Disclosure

agreement has to be signed by all employees and volunteers to protect the privacy of children and

their parents. Patients' data are stored into electronic systems with limited access to specific users

with specific access limitations.

Correlating between Fayol’s management functions and BACCH management practice, all

strategic projects shall be approved by the BOT and it flows to the CEO and the Department

Heads accordingly. All projects are coordinated with department heads from the inception of the

project (which represents the planning phase) and it continues until it is completed through the

two-way communication. The whole team works together to ensures a smooth transition,

implementation, and evaluation of the project. The management functions are evidenced in each

and every project. BACCH management delegates authority to Department Heads to coordinate

P a g e 13 | 30
the project activities, direct and guide the teams towards BACCH goals and targets using Fayol’s

functions of management. The top management is willing to discuss ideas, new concepts and

innovative approaches to achieve the best for the community, employees and mainly patients.

2.1.3. Critic on Bureaucratic approach

Max Weber (1978) believed that bureaucracy was the most efficient approach to set up any

organization. He claimed that a bureaucratic organization treats all employees equally. Managers

are organized into hierarchical layers, where each layer of management is responsible for its staff

and overall performance. He thinks that the established rules and procedures allow the

organization to act with high efficiency and ensure the steady execution of work by all employees

without interruption. Bureaucracy is also relying heavily on complying with rules, policies, and

procedures. Cole and Kelly (2016) described Weber’s three forms of power which are 1) rational

authority where authority takes the power from established laws; 2) Charismatic authority where

power is taken from the character of an individual leader, and 3) Traditional authority where power

is taken from traditions.  According to Cole and Keller (2016), the bureaucratic organization is

relying on the published policies, rules and laws, which leads to an inflexible hierarchical structure.

Authors criticized the bureaucracy approach and the most common criticisms were related to poor

performance, poor relationships with employees, unsatisfied customers and slow decision making.

Daneshfard, K., Aboalmaali, F. (2016) explained in detail how bureaucracy could affect the

organization. The below explanation has been cities from their research and collaborated with

BACCH as an example:

A. Poor Performance and slow decision making

P a g e 14 | 30
 Daneshfard, K., Aboalmaali, F. (2016) reasoned the poor performance due to the slow pace of

work that resulted in postponing work and hesitation in taking decisions. Employees are

expected to work within the boundaries of their job description and within the approved policies

and procedures, hence individuals are not ready to take risks for any decision beyond their

authority and they are not willing to take responsibility for any action outside the norms. This

has been witnessed during the licensing of BACCH as a hospital. Ministry of Health advised

licensing BACCH as Poly Clinic as BACCH does not have the minimum number of outpatient

clinics, although the other functions required for hospitals are available. An explanation was

given that the expected number of Pediatric Palliative Care patients are expected to be around

25 patients per year, however the approval to make an exception obtained from the Minister.

D. Poor relationship with employees

Daneshfard, K., Aboalmaali, F. (2016) believed that bureaucracy would lead to the inflexibility

of doing things that would impact the performance and efficiency of individuals who do not

accept responsibilities for actions outside the norms. Weber (1978) emphasized the formal

relations between employers and employees which is driven by the rules and regulations. This

created a distance for individuals who are looking for a promotion that had to be done through

competency testing as assessments. This approach neglected the personal relations,

innovation and flexibility within the team members. On the other hand, this has been witnessed

during the regular follow-ups with ministry employees to complete some formal procedures.

Employees from different departments may get into personal conflicts in case someone is

assigned to take the lead on a specific project and to be the point of contact with BACCH.

E. Unsatisfied customers

P a g e 15 | 30
 Daneshfard, K., Aboalmaali, F. (2016) mentioned that employees tend to complete any work

related to their requirements in a very short time, while this is the case with clients. He says

that employees tend to postpone clients’ work, hence unsatisfied clients were noticed. This

can be witnessed while working with the Ministry of Health (MOH) to provide practice licenses

to BACCH. The MOH has the authority to grant the medical and clinical practice license to the

health care providers in the State of Kuwait. That being said, BACCH obtained the approvals to

license the facilities, physicians, and paramedical staff who are also required to obtain their

practice license after a very long process of examination and assessment by the Ministry of

Health in Kuwait. This process took around 2.5 years which resulted in a delay in BACCH’s soft

opening. BACCH management and employees were able to test the drawbacks of bureaucracy

such as delay in decision making in case of the absence of ministry employees, unsatisfied

patients and families who are looking for such type of service, unsatisfied employees who are

not working with patients, delay in achieving targets due to long processes and procedures and

finally high cost due to payroll expenses. Nonetheless, many contemporary organizations are

still applying the bureaucratic approach partially or fully especially in the governmental section.

Such sectors need to be studied and innovation concepts should be considered especially for

projects that are unique of its kind.

2.2. The Contemporary Management Theories

During our study of the classical management theories and the concepts applied by the scientist

who adopted it, we can see the main criticism of those theories is the negligence of the human

aspect. Workers were considered as machines and concerns were always related to the

productivity and performance of employees to increase profits and revenue. The consideration of

“HOW” to develop the performance of employees not machines was not considered. The methods

P a g e 16 | 30
used to increase performance were related to the increasing work pressure, setting time limits and

getting paid only after achieving the production targets. complementary to this, Herzberg (1959)

created a couple of dimensional factors affecting people's attitudes within the workplace. He

concluded that factors like internal policies, supervision, relationships, working conditions, and

wages are hygiene factors rather than motivators. According to the theory, the absence of hygiene

factors can create job dissatisfaction, but their presence does not create satisfaction nor motivate

employees. In dissimilarity, his research data concluded that motivators were componants that

would enrich the person's job such as a sense of achievement, being recognized, type of work,

responsibility, and career advancement. Such factors were missing from the classical

management theory formula. Accordingly, this research will consider three of the contemporary

management theories to be discussed below in relation to a contemporary organization.

2.2.1. Systems Approach

Business Dictionary Website defines the System Approach as “A line of thought in the

management field which stresses the interactive nature and interdependence of external and

internal factors in an organization”. This type of management approach enables the company to

manage its business as a process that has input, process, output, and feedback. Even a small

activity in a department or section of the department is applying the same approach to achieve a

common goal. Each system process depends on another system process and at the same time

could be input to another system process where everyone is required to cooperate.

P a g e 17 | 30
 System Process 1 System Process 2 System Process 3

Input Input Input

Process Process Process
Output Output Output
Feedback Feedback Feedback

Figure 1: Integration between various system approaches

2.2.2. Situational or Contingency Approach

The Austrian Psychologist Fred Edward Fiedler (1967) was the first scientist who used the term

“Contingency”, which is later known as situational approach. The contingency theory is giving

great importance to two factors which are (1 The leader's personality (2 The situation that leader

reacts to. Although contingency and situational approaches are similar in setting those factors, yet

they are opposite.

Both approaches are stressing on the importance of the situations in which the leaders operate in,

yet both are opposite as they hold different anticipations on leaders. The contingency approach

constitutes that the right leader should be assigned to match the right situation. However, the

situational approach constitutes that the leader should adapt to the unexpected situation. Fielder’s

Theory has been criticized for being inflexible. Fielder believed that we need to change the leader

based on the situation as the leaders are naturally fixed in how they handle situations (Northouse,

2013).

Situation 1 Situation 2 Situation 3 Situation 1 Situation 2 Situation 3

Leader 1 Leader 2 Leader 3 Leader 1 Leader 2 Leader 3

P a g e 18 | 30
 Figure 3: Contingency Approach Figure 2: Situational Approach

2.2.3. Socio-technical Approach

According to Baxter and Sommerville (2011), the Socio-technical approach is “a design that

considers human, social and organizational factors as well as technical factors in the design of

organizational systems”. Such a perspective includes people as a human/social factor who are

using the tools/technology/knowledge, which is the technical factor to achieve the organizational

goal to provide products or services that should be delivered to satisfy customers.

Human / Customer Organizati Socio-

Technical
Socail Requirme onal Goals technical
Factor
Factor nts Approach

Figure 4: Elements of Socio-technical approach

Section 3. The Used Approaches in the Implementation of Management Theories

This section is going to discuss the implementation of different management theories considering

the types of organizations and environments that they are operating in. The business types,

industry, complexity, environment, culture, and legal structure are framing the management

approaches. Currently, organizations' objectives aim to increase profits and revenues as well as

keep employees motivated and loyal to the organization. The human factors became part of the

organizational values where they encourage personal and professional development. Corporate

Social Responsibility became part of the organizations' strategic approach for branding and

presence. Succession plans and training are effective tools used to attract and retain experienced

P a g e 19 | 30
and talented employees. In contradiction of the adopted attitude in the past centuries were such

elements were neglected.

As discussed in the previous section, the scientific management approach does not engage

employees in strategy formation and policy development. This is not the case when we are looking

at the contemporary approaches of management. In contemporary management approaches,

employees are involved in both policy development and implementation. Today’s organizations

are encouraging innovation and creativity to achieve their goals and targets, in addition, to ensure

that employees are always motivated.

3.1. Management Using Contemporary Approach

As discussed earlier, the contemporary management approach is giving greater attention to the

employees’ involvement and the formulation of the organization strategy and applied policies. This

perspective takes into consideration human factors like a sense of belonging, motivation, and

involvement. The contemporary scientists introduced democratic management approaches where

human aspects are more fundamental. Morgan (1986) believed that organizations are based on

human operation, and he raised the need to build organizations around people rather than

techniques. The used example of Sports Directs showed a piece of evidence that the adopted

management style is not compatible with the contemporary management approach and actions

like discrimination and harassment resulted in employee dissatisfaction and loss of global

reputation and clients.

Going back to the implementation of the Contemporary approach in BACCH, as Non-Profit

Organization (NPO), the main driver in practicing such type of operation is to provide the best

P a g e 20 | 30
medical and clinical care to patients as well as supporting the family members in their emotional

stress due to the complication and deterioration of the medical condition of children. Such support

is putting huge stress on the employees who are working continuously with those children and

their families, trying their best to manage anxiety and depression. On the other side, this is putting

more pressure on employees, hence paid leaves, sick leaves and entertainment programs are

provided to employees in addition to awareness programs on how to relieve the stress are part of

the management strategy and annual budget to deal with such challenges.

3.2. Management Using Motivation Approach

Herzberg (1959) built a couple of dimensional factors affecting people's attitudes at workplace.

The “Hygiene Factors” such as internal policy, supervision, relationships, working conditions, and

wages are factors causing dissatisfaction of workers. According to Herzberg's theory, the absence

of hygiene factors can create job dissatisfaction, but their presence does not motivate or create

satisfaction. In contrast, his research data determined that motivators were elements that would

enrich the job, such as the increase of responsibility, a sense of achievement, recognition of hard

work, interesting work, career advancement, and growth opportunities. Hence, motivation is not

limited only to the monetary benefits and this puts a huge responsibility on managers to make sure

that their employees are provided with suitable and adequate motivations that suit employees’

personalities to work harder.

Mitchel (1982) defined motivation as “what makes people behave in a certain way to achieve a

goal”. The management should explore the different ways and methods to motivate employees

and this will always be an area for research and studies. Currently, there are lots of studies trying

to link motivators to job satisfaction, an increase in performance, profitability and work-life balance.

P a g e 21 | 30
Rynes, Gerhart and Minette (2004), in their study The importance of pay in employee motivation:

Discrepancies between what people say and what they do discuss the importance of monetary

and non-monetary rewards on the employees behavior, and they concluded, “Money is not the

only motivator and it is not the primary motivator for everyone. However, there is overwhelming

evidence that money is an important motivator for most people” (p 391).

The study brought attention to the fact that people tend to reduce the importance of the monetary

rewards during the surveying (reporting) process rather than being neutral about it. On the other

hand, they keep on suggesting that an increase in pay would lead to satisfaction while reporting in

the same survey. Interestingly, only 35% of participants answered the survey questions in a

neutral way (Rynes, S. L., Gerhart, B., Minette, K. A., 2004, p 381).

By looking at the above study, we can see that the financial rewards are a very strong motivator

for the performance and it is a key factor to be considered during the recognition of performance.

However, there are other factors that should be adopted by the managers while practicing their

management approach to be able to drive the performance of the individuals and the whole

organization, such as verbal recognition, supporting the community, autonomy, career

advancement, trust and working for a cause. Those factors could be less valued for some

employees, but they are still drivers for motivation and performance for others who believe that

monetary rewards are not strong drivers for them.

As a practical example, BACCH does not provide a bonus scheme to employees at the end of the

financial year or after completion of a specific project, they are provided with attractive

compensation and benefits policy instead. However, employees are always motivated to work and

P a g e 22 | 30
provide additional support in any matter due to the belief of the priceless value they offer to the

patients and to the community in general. Working for a cause is the main motivator for most of

the employees. The sense of achievement and seeing that they are helping and supporting

children to relieve their pain has an immediate impact on employee motivation and satisfaction.

BACCH has adopted a “Total Reward Policy” where financial rewards are granted in addition to

other non-financial rewards such as attending training and conferences, Star Employee of The

Year, paid leave days and recognition certificates.

3.3. Management Using Human Relation Approach

The human relations approach is concerned with the workers more than the work they conduct.

This management theory started to evolve during the 19th century during the industrial revolution.

Professor Elton Mayo began the Hawthorne Studies between 1927- 1932 to prove that the

importance should be given to the people who are working in business more than the machines

they are operating. Prior to Mayo’s studies, the productivity of employees was linked to the

employees’ physical condition and paid wages. Following Mayo’s studies, the importance of

employee satisfaction at work has been introduced as an element affecting productivity (Perry,

2011).

Cole & Kelly (2016) confirmed the same finding, they analyzed the Hawthorne experiment to

conclude that human relations factors such as communication, emotional engagement, ability to

express an opinion and propose ideas would increase the employee satisfaction as well as

productivity.

P a g e 23 | 30
As humanitarian nature, people tend to seek socializing with others rather than being alone. They

tend to prefer working in-groups rather than working as individuals. This is due to their need to feel

a sense of belonging. Such factors should be considered by managers to increase satisfaction and

productivity. On the other hand, differences should be considered during the formation of team

members to considers factors such as culture, background, preferences and social preferences to

avoid or mitigate conflicts.

Appraising the human relation approach in BACCH as contemporary organizations, the

management team are organizing social events to gather employees in an informal atmosphere,

celebrating employees’ birthday and annual ceremonies, allowing employees to invite their

children to the facility, in addition to celebrating employees work anniversaries. Employees were

also given the opportunity to use the facility's main kitchen to cook healthy food for each other

during the day to increase the social element between employees.

3.4. Management Using the Social and Psychological School

While looking at Maslow’s Hierarchy of Needs (1954), we can see that Maslow identified that

people are usually motivated to achieve specific needs, which are defined later on as “Maslow's

Hierarchy of Needs”. Maslow believed that our basic need is for physiological needs such as the

need for air, food, and clothing to secure physical survival. Maslow claimed that this is the first

step to motivate behavior, and by the time that this need is fulfilled, the next category of needs

becomes required. Maslow (1954) identified different sets of human needs starting from

physiological needs, safety and security needs, love and belonging needs, self-esteem needs and

finally self-actualization needs.

P a g e 24 | 30
Maslow’s theory has been criticized for limiting the motivation to the next level until the person

satisfies the current level first. However, this is not the case for everyone, the person may seek to

satisfy some physiological needs with some basic and minimum safety and security needs like

having home or shelter, or the basic love and belonging needs such as belonging to family and

having friends.

Self-actualization needs

Self-esteem needs

love and belonging needs

Safety and Security needs

physiological needs

Figure 2: Maslow’s Hierarchy of Needs

Douglas McGregor (1966) developed two opposing theories that identify management beliefs with

regard to motivation and how this belief can affect their management style. He labeled then as

Theory X and Theory Y. The variable X refers to the authoritarian style, and the variable Y refers

to participative style. As per Theory X, the manager has a pessimistic view of things, s/he

assumes that employees are lazy, unmotivated and do not like to work. Based on this

understanding, the manager believes that the team members need to be controlled, punished,

monitored and threatened to complete his / her task. On the contrary part, Theory Y manager has

an optimistic view of things, s/he believes that employees are motivated, reliable and enjoy their

work. Based on this understanding, the manager delegate authority, decentralize decision and

P a g e 25 | 30
implement a participative management style. This management style encourages collaboration

and trust relationships between the team members. We can observe the similarity between Theory

Y and Maslow’s hierarchical needs where employees are motivated by fulfilling the self-esteem

needs and self-actualization needs.

BACCH is applying the Theory Y management style where employees are included in the decision

making, recruitment and separation, all of those processes are done through a multidisciplinary

team. The leadership team is included in the decision making in minor and major decisions.

Employees are asked to vote in some processes like customer satisfaction and events

organization.

Section 4. Conclusion

The leadership and management are the main tools used to drive the business to achieve its

goals. Those gaols could differ based on different factors such as business type and

competitiveness, employees' background, preferences, social preferences, culture, and values.

Such factors have been discussed, studied and analyzed through the leadership and management

theories during the 19th and 20th centuries. It is undeniable that there is a strong relationship

between employee performance and organizational efficacy. Based on this research, and after

studying the leadership and management theories, we can witness that the organizations are

moving from being bureaucratic, dominant and inflexible towards change, which is driven by the

classical management approaches, to become more democratic, driven by knowledge and

encourage participation in all aspects of business and behavior to complement the contemporary

management approach. This contemporary management approach aims to motivate employees

and observes their behavior at the workplace to grant their commitment and their productivity

P a g e 26 | 30
accordingly. The inclusion of employees in all business processes and adopting trust and

transparency within the working environment triggers the motivation for BACCH employees

(regardless of individual motivation triggers) to achieve their best results. BACCH managed to

attract, retain and develop their human capital to become the first hospice in the Middle East

providing Paediatric Palliative Care. BACCH’s approach towards innovation, creativity, and

inclusion has been demonstrated through organizational success and appreciation by the local

and national community. BACCH’s management is adopting a contemporary management

approach that sets the priority to employees who are providing their medical and clinical services

to the patients and their families and takes the responsibility to create a challenging attractive

working environment and atmosphere. As HR Manager (Department Head) worked in BACCH

between 2010 – 2013, I can say that a human-centered management approach is followed at Bayt

Abdullah Children’s Hospice with some evidence of classical management especially the scientific

management approach with a strong influence of transformational approaches.

References

Baxter. G, Sommerville, I (2011). Socio-technical systems: From design methods to systems

engineering. Oxford Academic: Interacting with Computers. [Online]. Available at:
https://academic.oup.com/iwc/article/23/1/4/693091 . (Accessed on 30 October 2019).

Cole, G.A and Kelly, P. (2016). Management theory and practice. (Custom Edition). UNICAF
Vitalsource. [Online] Available at:
https://unicaf.vitalsource.com/#/books/9781473759695/cfi/0!/4/4@0.00:0.00. (Accessed on 24
October 2019)

P a g e 27 | 30
Cole, G.A and Kelly, P. (2016). Management theory and practice. 8 th Edition [Online]. Available at:
https://unicaf.vitalsource.com/#/books/9781473759695?context_token=be205440-838a-0135-
fa37-782bcb1b2cf1 (Accessed on 24 October 2019)

Daneshfard, K., Aboalmaali, F. (2016). Max Weber's Philosophy of Bureaucracy and Its Criticism:
International Journal of Scientific Management and Development. Vol.4, No.6 pp:217-219.
[Online]. Available at:
https://pdfs.semanticscholar.org/2c48/3e0b73d506dc01f8c17ef1306a7bc9d58d1f.pdf . (Accessed
on 27 October 2019).

Fiedler, F. (1967) A Theory of Leadership Effectiveness, New York: McGraw-Hill.

Food and Nutrition Organization of the United Nations (1997). Management of Agricultural
Research: A training manual. Module 3: Organizational principles and design. Exhibit 1:
Organization theories [Online]. Available at: http://www.fao.org/3/w7503e/w7503e00.htm#Contents
(Accessed on 25 October 2019).

Gawel, Joseph E. (1997). Herzberg's Theory of Motivation and Maslow’s Hierarchy of Needs.
Practical Assessment, Research & Evaluation, 5(11). [Online]. Available at:
http://PAREonline.net/getvn.asp?v=5&n=11. (Accessed 29 October 2019).

Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The Motivation to Work (2 nd Edition). New
York: John Wiley & Sons.

Kotter, J. P. (1988) The leadership factor. New York: Free Press; London: Collier Macmillan

Lawter, L., Kopelman, R. E., & Prottas, D. J. (2015). McGregor's theory X/Y and job performance:
A multilevel, multi-source analysis. Journal of Managerial Issues, 27(1-4), 84-101. [Online].

P a g e 28 | 30
Available at: http://digitalcommons.sacredheart.edu/cgi/viewcontent.cgi?
article=1419&context=wcob_fac. (Accessed: 9 November 2019).

Leadership and Management Theories. (No date). Topic 5 – Culture and Leadership. Overview.
UNICAF Vitalsource. [Online]. Available at: https://vle-usw.unicaf.org/mod/resource/view.php?
id=68158 (Accessed: 17 October 2019).

Leadership and Management Theories. (No date). Topic 6 – Leader-centric and Behavioural
Theories of Leadership. Overview. UNICAF Vitalsource. [Online]. Available at: https://vle-
usw.unicaf.org/mod/resource/view.php?id=68162 (Accessed: 29 October 2019).

Maslow, A.H., Frager, R. and Fadiman, J., (1970). Motivation and personality (Vol. 2, pp. 1887-
1904). New York: Harper & Row.

Minds Tools (no date). Frederick Taylor and Scientific Management: Understanding Taylorism
and Early Management Theory. [Online]. Available at:
https://www.mindtools.com/pages/article/newTMM_Taylor.htm (Accessed at 24 October 2019).

Mintzberg, H. 1973. The Nature of Managerial Work. New York: Harper & Row.

Mitchell, T.R. (1982) Motivation: New directions for theory, research, and practice. Academy of
management review. 

Morgan G (1986) Images of Organization. London: SAGE: USA.

Northouse, G. P (2013) ‘Leadership Theory and Practice’, SAGE: USA.

P a g e 29 | 30
Perry, G (2011). Business.com - Human Relations Management Theory Basics. [Online]. Available
at: https://www.business.com/articles/human-relations-management-theory-basics/ . (Accessed on
4th November 2019).

Rynes, S. L., Gerhart, B., and Minette, K. A. (2004), The importance of pay in employee
motivation: Discrepancies between what people say and what they do. Human Resources
Management., 43: 381-394. DOI:10.1002/hrm.20031. Available at:
http://www02.utm.edu/staff/mikem/documents/Payasamotivator.pdf (Accessed 26 September
2019)

Shawn G. (2017). What Is Democratic Leadership? - Definition, Advantages & Disadvantages.

Available at: http://study.com/academy/lesson/what-is-democratic-leadership-definition-
advantages-disadvantages.html. (Accessed on 15 October 2019)

System Approach. BusinessDictionary.com. WebFinance, Inc. [Online]. Available at:

http://www.businessdictionary.com/definition/system-approach.html (Accessed: 27 October 2019).

Vincent V.V (2014). 14 Principles of management (Feyol). Available at:

https://www.toolshero.com/management/14-principles-of-management/  . (Accessed on 21 October
2019)

P a g e 30 | 30