QUESTION 1

Though management is usually looked at as complex process, it’s true that in modern
organizations managers work is to a large extent eased since they tend to apply several
management principles derived from the several theories of management put forward by
different scholars. The major points of focus under classical theories include but not limited to
specialization/division of labour, autocratic management and structures, maximum monetary
remuneration for workers, formal relations in an organization, bureaucracy, close supervision
and control of subordinates.
The major criticism here was that the theories were so much dehumanizing and ignoring the fact
that an organization is made of employees/workers such that without then the organization can’t
exist. Also the fact that workers are human beings who by nature are social beings whose life
revolves around human relations which in most cases are informal, intertwined organizational
and personal goals to mention but a few.

Emphasis of monetary to employees as a motivator to boost their efficiency.

Managers today consider monetary rewards to employees as the most attractive incentive in
employee motivation. The epitome of this is the common attention by managers during the
recruitment process that is given to the information about the expectation of the employee
regarding monetary rewards. A numbers job adverts in highly reputable organisations whether in
public or private sector tend to make this information explicit by stating the salary scales and
brackets but little if any tends be mentioned about the other nonmonetary benefits.

Hierarchy of authority for integrating specialized units.

The concept of organisation structure is very pertinent to modern managers for example in most
formal organisations whether in the private or public sector, the information flow chart is
supposed to follow the organisation structure. Even in delegation of duties, managers tend to use
either vertical or horizontal approaches which are inclined to the organogram. In creation of
departments for instance finance, human resource, production, marketing, legal etc, managers
also use the principle of specialization/division of labour such that each employee is recruited
into a respective department depending on the area of specialization not only in training but also
if the tasks to be performed.

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Managing to achieve organizational goals by satisfying employee needs. Modern managers
tend to link achievement of organizational goals with those of the employees because it has been
realized good employees do not only accept work but also responsibility and that a worker is
also social being whose welfare should be given priority in management. It’s upon this
background that today most formal organisations have a fully-fledged human resources
department staffed with professionals. Also there has been a change in managers’ attitudes
towards workers to consider them as partners such that rather than coercion and intimidation
,modern supervisors engage the workers, give them compliments of appreciation encouragement,
and involve them in key decision making of the organisation. For example in the organisation I
work for i.e. Uganda Martyrs University, the employees are represented in the major decision
making organs of the university for example Senate and Governing council.

QUESTION 2
Since management of an organisation is always a complex act, it requires a critical understanding
and application of the management theories. However there are a number of managers that do
not follow either the classical or neoclassical theories and thus end up with gambled, unsolicited,
managerial decisions that may be detrimental to the organisation in terms of operational
inefficiencies. It also epitomes the idea that managers are born not made and this results into a
problem of where management is taken for granted to the extent that anyone with a conviction
that he/she can be a manager would think can perform the managerial functions.

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