WEEK 2&3: STATE OF

MANAGEMENT TODAY
 Learning Outcome
• At the end of this topic you will
delineate the factors determining
the state of management today
through the study of the evolution
of management
 Learning Perspectives
• The universal process approach
• The operational approach
• The behavioral approach
• The systems approach
• The contingency approach
 A. THE UNIVERSAL PROCESS
APPROACH
• It is one of the oldest approaches to management.
• According to this approach, the administration of an organization
is the same whether private, public , large or small.
• The environment may be different, but the management is the
same. Successful managers can therefore fit in any organization.
• One of the proponents of this approach was Henri Fayol.
• He believed that the managers’ job can be divided into five
functions, or areas of managerial responsibility-planning,
organizing, command, coordination, and control.
• Fayol came up with 14 universal principles of management which
were intended to show managers how to carry out their
functional duties.
 Henri Fayol’s 14 principles of
management
• Division of work Specialization of labour is necessary for organization
success
• Authority The right to give order must accompany responsibility

• Discipline Obedience and respect help an organization run

smoothly
• Unity of Command Each employee should receive orders from only one
superior
• Unity of Direction The efforts of every one in an organization should be
coordinated and focused in the same direction
• Subordination of individual interest to the general Resolving the tug of war between personal and
interest organizational interests in favor of the organization is
one the greatest management difficulties
• Remuneration Employees should be paid fairly in accordance with
their contributions
• Centralization The relationship between centralization and
decentralization is a matter of proportion, the optimum
balance should be found for each organization
 Henri Fayol’s 14 principles of
management…….
• Scalar Chain Subordinates should observe the chain
of command unless expressly authorized
by their respective superiors to
communicate with each other
• Order Both material things and people should be
in their proper places
• Equity Fairness that results from a combination of
kindliness and justice will lead to devoted
and loyal service
• Stability and tenure of personnel People need time to learn their jobs
• Initiative One of the greatest satisfactions is
formulating and carrying out a plan
• Espirit de corps Harmonious effort among individuals is the
key to organizational success
 B. THE OPERATIONAL APPROACH
• Operational is a term used commonly in production
oriented process-improving efficiency, cutting down on
wastes, and improving quality. This approach has been
mainly concerned with technical and quantitative
orientation-referred to as the scientific management. The
proponent of this approach was Frederick Taylor. Scientific
management is that kind of management which conducts
business based on facts or truth or established standards.
• Taylor studied the scientific management in four areas:
• Standardization:
• Time and task study
• Systematic selection and training
• Pay incentives
 B. THE OPERATIONAL APPROACH….

• Many other people followed

Taylor’s footsteps, namely;
• Frank and Lilian Gilbreth and Henry
L. Gantt.,
 other quality advocates who contributed to the
operational approach…….

PHILOSOPHERS THEIR CONTRIBUTIONS

–Contributed to understanding of process
1. Walter A. Shewhart
variability.
–Developed concept of statistical control charts.

1. W. Edwards Deming –Stressed management’s responsibility for

quality.
–Developed “14 Points” to guide companies in quality improvement

1. Joseph M. Juran –Defined quality as “fitness for use.”

–Developed concept of cost of quality.
–Introduced concept of total quality control.
1. Armand V. Feigenbaum
1. Philip B. Crosby –Coined phrase “quality is free.”
–Introduced concept of zero defects.

1. Kaoru Ishikawa.” –Developed cause-and-effect diagrams.

–Identified concept of “internal customer

1. Genichi Taguchi –Focused on product design quality.

C. THE BEHAVIOURAL APPROACH
• This approach points that, people
need to be central of focus of
organized activity. The success of
managers largely depend on how
managers work with people who
have different background.
 C. THE BEHAVIOURAL APPROACH
GAVE RISE TO:…
1. Human relations movement: This movement
was more concerned with making managers
more concerned about the employee needs.
This movement was supported by; the threat
of unionization, the Hawthorne studies
(Psychology and sociology at the workplace)-
Elton Mayo, and the philosophy of industrial
humanism (study of human relations)- Mary
Parker Follet, , and Mcgregor’s theory X and Y.
 Mcgregor’s theory X and Y.
Mcgregor’s theory X : Some Traditional assumptions
about people
Most people dislike work and they will avoid it
when they can
Most people must be coerced and threatened
with punishment before they work. They
require close direction
Most people prefer to be directed. They avoid
responsibility and have little ambition. They
are interested only in security
Mcgregor’s theory Y. Some modern assumptions
about people
Work is a natural activity like play and rest
People are capable of self-direction and self-
control if they are committed to objectives
People will become committed to
organizational objectives if they are rewarded
for doing so.
The average person can learn to both accept
and seek responsibility
Many people in the general population have
imagination, ingenuity, and creativity.
 C. THE BEHAVIOURAL APPROACH
GAVE RISE TO:…
2. Organizational behavior: This a modern
approach to management that attempts to
determine the causes of human work
behaviour and translate results to effective
management techniques. It has a strong
research oriented activities. It has borrowed
from all the rest of behavioral sciences and
has applied them to people at work within
the modern organizations today.
 
 D. THE SYSTEMS APPROACH
• A system is a collection of parts operating
independently to achieve a common purpose. The
other approaches did the studies by taking parts in
the study.
• The systems approach has deviated from these
approaches and takes all the approaches to combine
them to achieve the organizational goal.
• The assumption is that the whole is greater than the
sum of its parts. The believe is that managers affects
and in turn are affected by the environmental factors-
they do not work in a vacuum.
 E. THE CONTINGENCY APPROACH

• It is an effort to determine through

research which managerial practices
and techniques are appropriate in
specific situations. The choice of
alternative courses of actions is
emphasized.
 E. THE CONTINGENCY APPROACH….
The characteristics of contingency approach are:
• An open system perspective; Focuses on the
internal organization as well as what affects the
organization from outside
• A practical research orientation; which leads on
to the job management
• A multivariate approach; Is a research done to
determine how a number of variables interact
to cause a particular outcome
 Group Discussion areas:

• Comparison of the above

evolution of management
approaches
 REFERENCES
• Robert Kreitner (2007), Management 10th
Edition, Houghton Mifflin Company. USA
Pages 32 to 50, and other readings

• Robert Kreitner (2004), Management 10th

Edition, Houghton Mifflin Company. USA
Pages 40 to 73, and other readings
 END OF WEEKS 2&3
• QUESTIONS
• THANK YOU VERY MUCH