Scientific Management Theory. A paradigm that examines and synthesizes procedures.

Its primary goal

is to improve economic efficiency, particularly worker productivity. It was one of the first attempts to apply
science to process engineering in management. Taylorism, named after its founder, Frederick Winslow
Taylor, is another name for scientific management. Taylor pioneered the approach in the United States
throughout the 1880s and 1890s in the manufacturing industries, particularly steel. It reached its pinnacle of
power in the 1910s.

Henri Fayol (1841-1925) popularized the Administrative Theory of Management with his
work and publications, 14 Principles of Management (1888) and Administration Industrielle et
Generale (1925). (1916). Administrative management theory differs from the scientific
approach to management, which held that higher worker efficiency will lead to better
managerial efficiency.

Because it emphasizes the human side of work, behavioral management theory is also known as the
human relations movement. Behavioral theorists felt that a greater understanding of workplace human
behavior, such as motivation, conflict, expectations, and group dynamics, increased productivity. The study
of how managers should act in order to motivate people and encourage them to perform well and be
devoted to the fulfillment of corporate goals. The emphasis is on how a manager should personally
manage to motivate staff.

The Management Science theory is one of the management theories that relates management effectiveness to
the use of scientific methodologies. It goes beyond the well-known scientific management theory by using
operations research tools and methodologies to practical problem solving. Its way of describing business aspects in
the form of variables enables accurate forecast of business occurrences and overall profit optimization. It approach
solves business challenges involving quantitative management, operations research, total quality management, and
management information systems by utilizing computer applications and operations research techniques.
 The organizational environment is the collection of forces that surround a company. These forces may impede or facilitate
the organization's access to resources, implying that they can provide both opportunities and threats. Furthermore, while these
resources are important to the organization, they are also scarce. The dynamics embraced by the idea of the organizational
environment include, among other things, competition between rivals to retain clients, rapid changes in technology, and a
growth in raw material prices. All of these issues have the potential to destroy an organization's competitive advantage. As a
result, the forces at work in the environment might have an impact on the organization's behavior.