METROPOLITAN INTERNATIONAL UNIVERSITY

KISORO MAIN CAMPUS

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QUESTION.
In administration various theories are used in regards to the meeting and achieving both
individual and organisational goals of later being most paramount. As a student of Educational
administration and management discuss the theories depending on the above statement.
Administration refers to the process of integrating the appropriate human and material resources
to achieve a certain goal of a given institution or organisation like colleges, secondary schools,
universities among others.
Management refers to the policy formulation, planning and establishment of rules and
regulations as well as guidelines in a given organisation.
Theories refers to a systematic and Deductive way of thinking about reality in order to describe
and understand such reality. It is also an attested or approved hypothesis which is found to apply
in a given situation.
Many administrators apply these theories of management in their organisations to achieve and
meet there goals. These are different theories which were laid down sometime ago by different
scholars and these are.

Contingency Theory. Fred Fiedler created the contingency management theory in the 1950s and
1960s.
The theory is based on the idea that good leadership correlates to the leader's traits in a given
situation; leadership styles need to change depending on external and internal needs. This theory
emphasizes that the decisions made by the manager are based on the present circumstances rather
than following the method one size fits all. An appropriate action is taken by the manager
depending on the features significant to the present situation. The leader or manager in the
university would want to use a leadership approach that embraces participation from employees.

Systems Theory. This was created in the 1940s by biologist Ludwig von Bertalanffy.
His theory is that everything works as a system. Both internal and external factors can help the
system grow or damage it.
For example, the digestive system works together with the immune system, and the brain needs
other organs. When we're sick, we can't function properly. When your arm is broken, you can't
use it. In the business world, departments and employees work together to create something
great. If one department is underperforming, the entire business system suffers, like a broken
arm. Managers with a good understanding of systems theory identify how an employee affects
the system around them and how different systems influence a worker. A system comprises of
variants of parts that function together to achieve the objective. The theory of system is a broad
viewpoint that enables managers to observe the events and patterns in the office space. Which in
turn helps the managers to match up programs to perform as a combined whole for the complete
mission or goal of the business rather than the isolated departments. Therefore this theory calls
for coordination between different departments of the organisation for the common good.

Human theory (Theory X and Theory Y). Social psychologist Douglas McGregor created Theory
X and Theory Y in the 1960s.
Theory X is more authoritarian, while Theory Y encourages collaboration, creativity, and
innovation.
He argued that leaders would switch between these theories depending on their employees.
If a manager believes their team dislike their work or are indifferent, lazy, irresponsible they are
more likely to use Theory X, which uses micromanaging or strict supervision.
Those who have self-motivated, committed and trustworthy teams will use Theory Y.
The management theory an individual choose to apply is strongly subjective to the beliefs about
the attitudes of the employee. Managers who believe Employees lack ambition naturally and
need incentives to upsurge the productivity lean towards the style of X management theory.
While believes of Theory Y is that the employees are naturally determined and take
responsibility. The managers who tend to follow the Theory X values often use a controlling
style of leadership, Theory Y leaders inspire participation from the employees hence directing
efforts towards achieving company or organisations goals.

Bureaucratic Management. It was created by Max Weber in the early 1900s. He believes that the
ideal business should use the following simple rules and procedures to organize itself: clear
division of labour and specializations, clearly defined hierarchy, Separation of personal and
business assets, Hiring based on qualifications and experience, not personal relationships,
Accurate and constant record keeping, People should be hired based on skill rather than whom
they know in the company. This eliminates sectarianism, emphasizes orderliness and
specializations for optimum utilisation of resources towards achieving and meeting goals of the
organisation.
Scientific Management Theory. Frederick Taylor published his theory on scientific management
in 1909. He was one of the first to view performance from a scientific perspective.
Taylor believed that scientific methods should be used when performing tasks, rather than
personal judgment or discretion.
Scientific management theory encourages leaders to simplify tasks and assign them based on
abilities. It also emphasizes that thorough training and supervision are key to productivity.
The underlying belief in the theory is that forcing employees to work hard will result in a
productive workplace. It doesn’t take into account humanity of workers rather considers them as
production units. In this way workers have clearly defined assignments, become competent thus
achieving the set goals and objectives of organisations and individuals they work for.

Administrative Management Theory. Henri Fayol's administrative management theory suggests

there are six functions that work in combination with 14 management principles.
The six functions are Forecasting, Planning, Organizing, Commanding, Coordinating,
Controlling and the principles include division of labour, unity of command, workers
remuneration among others
Essentially, employers need to plan for the future, gather the necessary resources, tell employees
what to do and ensure they are all doing as commanded. Receiving payment for work and
equality are legal requirements for all businesses.
Allowing employees the freedom to express ideas is essential for innovation. Leaders should
support professional growth with constructive feedback for the set goals to be met and achieved.

Human Relations Theory. Developed by Elton Mayo in the 1920s, the human relations theory
focuses on changing working conditions such as working hours, legal breaks and environments.
After several experiments, Mayo concluded that productivity didn't improve because the working
environment was improved, but rather because employees felt heard and valued.
This theory supports the idea that employees are motivated when appreciated, listened to and
part of a supportive group hence working towards meeting and achieving organisations goals.

Need hierarchy theory. Maslow Proposed a hierarchy of human needs built with basic needs at
the base and higher needs at the top, that is physiological, safety, social, esteem and self
actualization. An assumption is made in the theory that needs at each level needs to be satisfied
before elevating the needs to the next higher level.
In the present, the focus is on the elements towards the top of the hierarchy of Maslow in which
the work environment and work or the satisfaction are the typical features. Remarkably the
attainment of confidence at the top of hierarchy.
According to the theory, Managers should consider the aspirations and needs of individual
subordinates. This motivates employees towards increased productivity hence achieving
individual and organisational goals.

Two factor theory. This was developed by Frederick Hertzberg. Its called so because its based on
two factors that is motivation factor and hygiene factor.
Motivation factors are ones which have affection towards job satisfaction that is recognition,
responsibility, love for the job among others
Hygiene factors are ones that prevent dissatisfaction and these are influenced by wages, salary,
allowances, working conditions among others. These factors are important as they spur or
motivate workers towards achievement of organisation goals.