EXECUTIVE SUMMARY

Max Weber

Max Weber (1864-1920) was a German intellectual with no managerial experience, who

studied at the University of Heidelberg, taught Law at the University of Berlin and Economics of

Frieberg University, then studied politics, sociology and economics as a private scholar. His

major work on bureaucratic theory had a major impact on American management. He advocated

bureaucracy as the ideal form of organization for a complex institution. Weber described a

bureaucracy as having a well-defined hierarchy of authority, division of work based on

specialization, highly specific rules governing worker’s duties and rights, debuted work

procedures, impersonal interpersonal relationships and promotion based on technical

competence.

Mary Parker Follett

Mary Parker Follett (1869-1933) was an American who studied government and business

administration at Radcliffe and abroad. She viewed management as a social process aimed at

motivating individuals and groups to work towards a common goal. She advised managers on

avoid arbitrary authority and put stress on that successful leadership skills should be developed,

rather than possessing specific personality traits.

Henri Fayol

Henri Fayol (1841-1925) was a French industrialist known as the “father of modern

management” concerned with the management of production shops. Fayol studied the functions

of managers and concluded that management is universal. All managers, regardless of the type of

organization or their level in the organization, have essentiality the same tasks: planning,

organizing, issuing orders, coordinating, and controlling. Fayol derived some general principles
of administration from his observations. A believer in the division of work, he argued that

specialization increases efficiency. Fayol recommended centralization through the use of a scalar

chain or levels of authority, responsibility accompanied by authority, and unity of command and

direction so that each employee receives orders from only one superior. He believed that

although individual interests should be subordinated to general interest, workers should be

allowed to think through and implement plans and should be adequately remunerated for their

services. Fayol encouraged development of group harmony through equal treatment and stability

of tenure of personnel.

Chester Irving Barnard

Chester Irving Barnard (1886-1961) studied the functions of the executive while he was a

manager for the New Jersey Bell Telephone system. He saw the manager’s responsibilities as

defining objectives, acquiring resources, and coordinating activities. Stressing the importance of

cooperation between management and labor, he noted that the degree of cooperation depends on

nonfinancial inducements, which informal organization can help provide. Formal channels of

communication must be known and should be as short as possible. He stressed the role of

informal organizations for aiding communication, meeting individuals’ needs, and maintaining

cohesiveness. Because small units are the bulding blocks for complex organizations, the worker

contributes to the large organization, as well as the basic work unit.

References:

Books:

Aquino, Gaudencio V. (2001). Educational Management, Rex Bookstore, Manila.

Massie, Joseph L. (1987). Essentials of Management, 4th Ed. JMC Press, Inc., Quezon City

Schermerhorn, John Jr. R. (2011). Introduction to Management, 11 th Ed., John Wiley and Sons

Singapore, Ltd.

Venzon, Lydia M. et al. (2006). Nursing Management Towards Quality Care, 3 rd Ed., C&E

Publishing, Inc., Quezon City

Internet:

http://www.businessmate.org/Article.php?ArtikelId=30

http://www.businessmate.org/Article.php?ArtikelId=29

http://www.biography.com/people/max-weber-9526066#early-life-and-education&

http://kalyan-city.blogspot.com/2011/05/four-principles-of-coordination-given.html

http://kalyan-city.blogspot.com/2011/04/henri-fayol-14-principles-of-management.html

http://www.vectorstudy.com/management-gurus/chester-barnard