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MANAGEMENT THEORIES

THEORIST
THEORY ASSERTION
EXAMPLES

SCIENTIFIC MANAGEMENT

Frederick W. TaylorFrederick Taylor (1911) delineated four fundamental principles

of scientific management as follows:

1. Traditional methods of organizing work, often relying on imprecise rules of

thumb, should be replaced with systematic, scientifically derived approaches. This
entails utilizing time and motion studies alongside the expertise of seasoned
workers to methodically design tasks for optimal time and energy efficiency.

2. A methodical personnel system should be implemented, ensuring that employees are

hired, trained, and promoted based on their technical competence and skillsets.
Taylor believed that each worker's capabilities and limitations could be assessed,
allowing for the best possible job-person matching.

3. Workers should have a clear understanding of their role within the organization
and how their contributions impact overall productivity. This alignment fosters
shared objectives and a collective sense of the organization's mission. Taylor
proposed achieving this through financial incentives as rewards for accomplished
work, as he perceived humans as primarily motivated by financial incentives,
remunerating them according to their level of production rather than hourly wages.

4. The relationship between managers and workers should be one of cooperation and
interdependence, with the workload shared equitably. However, their roles are
distinct. Managers, often referred to as functional foremen, are responsible for
planning, preparation, and supervision, while workers are tasked with performing
the actual work.

The outcomes of scientific management led to a significant increase in both

productivity and profits. It offered organizations a logical approach to
effectively utilize the potential of the industrial revolution.
BUREAUCRACY ORGANIZATION

Max WeberMax Weber's vision of bureaucracy sought to establish an organizational

framework that minimized uncertainty, enhanced efficiency, and encouraged logical
decision-making. Although his concepts have played a significant role in shaping
contemporary institutions, they have also faced critique for their possible
downsides, including excessive inflexibility and a prioritization of regulations
over innovative practices.MANAGEMENT FUNCTIONS
Henri FayolHis foundational management principles, which encompass the five key
functions of management, are commonly known as the "POSDC" functions. This acronym
is derived from the initial letters of each function:

1. Planning involves the process of defining the organization's philosophy, goals,

objectives, policies, procedures, and regulations. It also entails making both
short-term and long-term forecasts, establishing a financial strategy, and
overseeing planned changes.

2. Organizing encompasses the creation of a structure that can effectively

implement the established plans. This includes determining the most suitable method
for delivering patient care and organizing tasks to meet unit-specific objectives.
Additionally, it involves operating within the organizational structure and
demonstrating appropriate use of power and authority.

3. Staffing functions involve activities like recruitment, interviewing, hiring,

and onboarding of personnel. Staff scheduling, employee development, socialization,
and fostering teamwork are often considered integral components of staffing.

4. Directing, at times, may encompass aspects of staffing. However, this phase

primarily involves managing human resources, including tasks such as motivation,
conflict resolution, delegation, communication, and the facilitation of
collaborative efforts.

5. Controlling functions cover a range of responsibilities, including conducting

performance assessments, ensuring fiscal responsibility, maintaining quality
standards, adhering to legal and ethical guidelines, and fostering professional and
collegial relationships.

It's crucial to emphasize that Fayol's management functions are regarded as

fundamental tenets of management and have exerted substantial influence on the
realm of management theory. While they furnish a structured framework for
comprehending managerial roles within an organization, modern management theory has
grown and developed to encompass a wider array of functions and concepts, including
leadership, communication, innovation, and organizational culture. Nevertheless,
Fayol's management functions still serve as a valuable initial foundation for
grasping the fundamental duties of managers within organizations.

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