Management Theory

Timeline
Classical Theory
• Scientifically, he reduced each task to a series of physical movements.

Fredrick
1. Develop specific procedures for every job.
Select workers carefully. Make sure they have the right abilities for

Taylor
the job.
Train workers to do the job and give them incentives to carefully
follow the specific procedures designed for their jobs.
father of scientific
Support workers by carefully planning their work and removing
management.
obstacles

Henri
Scalar Chain – there should be a clear and unbroken line of
communication from top to bottom in the organization

Fayol
Unity of Command – each person should receive orders from only one
boss
Unity of Direction – one person should be in charge of all activities
developed and
that have the same performance objectives (one leader with one
implemented an
plan)
administrative model
1. Planning 2. Organization 3. Command 4. Coordination & Control

Mary diverse individuals could combine their talents for the

Parker
greater good
managers and workers should work in harmony

Follet
1. Negotiation
2. Conflict Resolution
3. Power Sharing
Administrative Principle

Max Bureaucracy is a rational and efficient form of an

organization founded on logic, order, and legitimate

Weber
Bureaucratic
authority
1. Clear division of labour 2. Clear hierarchy of authority
3. Formal rules and procedures 4. Impersonality
Organization

Behavioral Approach
concluded that gains in worker productivity had more to do with human
relations and the social needs of workers than the lighting conditions.

Elton Factors that account for increased productivity include group atmosphere,
one with high trust and low fear

Mayo Work conditions or wages could be sources of satisfaction or

dissatisfaction
Hawthorne Effect: the tendency of persons singled out for special attention
to perform as expected
Maslow created a pyramid of needs that every human seeks to
satisfy.

Maslow Need: a physiological or psychological deficiency a person feels

Deficit Principle: people act to satisfy “deprived” needs
Progression Principle: needs exist in a hierarchy – need at any
level is only activated when the lower level need is satisfied

Mcgregor
McGregor’s Theory X assumes that McGregor’s Theory Y assumes that
workers: workers:
• Generally dislike work • Are willing to work
• Lack ambition • Are capable of self-control
• Are irresponsible • Are willing to accept responsibility
• Are resistant to change • Are imaginative and creative
• Prefer to be led than lead • Are capable of self-directio

“Management Science” and “Operations Research” are both terms used to

Quotative
describe the use of mathematical techniques to analyze and solve
management problems.
(1) The focus is on rational decision making that leads to specific action

Approach plans.
(2) The techniques are based on “money” issues (ex. cost and profit)
(3) Mathematical models with sophisticated rules and formulas are used.
Learn m
ore at w
ww.rea
Modern Management Theory llygrea
tsite.co
m Important aspects:

Total Total Quality is a description of the culture, attitude, and

operation of an organization that works to provide its
customer-driven quality, top
management leadership

Quality customers with goods and services that satisfy their and commitment, continuous
needs. The culture requires quality in all aspects of the improvement, fast response,

Theory company's operations, with the emphasis on things being actions based on facts, and
done right the first time. employee participation.

open systems which means they interact with their

System
environment – transforming resource inputs, into outputs.
Good managers understand that organizations must

Theory
successfully integrate the contributions of many
individuals. Managers must ensure that each part of
the system works well in cooperation with the others.