Management Toughts and Theories: Geleta Merera. (PH.D)

Chapter 2
MANAGEMENT TOUGHTS AND THEORIES
GELETA MERERA. ( Ph.D) Friday, December 04, 2020

THE ERA OF CLASSICAL
MANAGEMENT
 The classical school is the oldest formal school of
management thought.
 Its roots pre-date the twentieth century.
 It is a theory that focused on finding the 'one best way'
to operate (perform) and manage tasks.
 Efficiency and productivity became a critical concern of
the Managers at the turn of the 20th century.
 The classical school of thought generally concerns ways
to manage work and organizations more efficiently
 Three areas of classical school are:-
 scientific management
 administrative management, and
 bureaucratic management.

Cont…
2.1 Scientific Management Theory (F.W. Taylor)
 In the late 19th century, management decisions
were often arbitrary and workers often worked at
an intentionally slow pace
 It was introduced in an attempt to create a mental
revolution in the workplace
 It defined as the systematic study of work methods
in order to improve efficiency
 major contributors were Frederick W. Taylor, Frank,
Gilbreth, Lillian Gilbreth, and Henry Gantt.

Cont…
 F. W. Taylor (1856-1915) is rightly treated as the
father of scientific management.
 He suggested the principles of scientific
management.
 His concept dominated the industrial management
for several decades after him.

F. W. Taylor’s Contribution to the Development of
Management Thought / Science
1. Emphasis on rational thinking:- He suggested
rational thinking on the part of management for
raising efficiency and productivity

Cont…
 He wanted managements to replace old methods and
techniques by Modern methods which will raise
productivity and offer benefits to all concerned parties.
2. Introduction of better methods and techniques of
production
 He suggested new methods after systematic study and research
 Work-study techniques
3. Emphasis on planning and control of production:
 He suggested the importance of:-
 production planning and control for high production,

 superior quality production and also for low cost production.
 He introduced the concept of production management in
a systematic way.

Cont…
4.Importance of personnel and personnel
department:
personnel policies for the creation of efficient and satisfied
labor force.
the need of personnel department and its importance.
He favored incentive wage payment to workers
5. Industrial fatigue and rest pauses:
the introduction of suitable rest pauses for removing such
fatigue of workers.
reduce the burden of work on workers through the use of
scientific methods

Cont…
6.Time and motion study:- for the introduction of new
methods which will be more quick, scientific and less
troublesome to workers.
 Timing indicates how long it takes good workers to
complete each part of their jobs.

 Motion Study is breaking each task or job into its separate
motions and then eliminating those that are unnecessary or

repetitive
7.The positive view of scientific management was described
by Taylor as “
Science, not rule of thumb
Harmony, not discord ( conflict or disagrement)
Co-operation, not individualism
maximum output in place of restricted output.

2.1.1 Principles of Scientific Management
 According to Taylor there are four important underlying

principles of management.
1. The development of 'One best way" of doing a job.
finding out the best method for achieving the objectives of a given
job.
The standards are decided scientifically for Jobs and incentive wages
for all production above standard.
job analysis and standardization of tools, equipment, machinery,
etc. are required.
2. Scientific selection of workers and their development
through proper training.
3. Scientific approach by management.
The management has to develop a true science in all fields of work
activity through scientific investigation and experiments
4. Close co-operation of managers and workers
2.1.2 Features of Scientific Management
1. Scientific task setting:- the task is to be calculated

through careful scientific investigation(through
motion study and time study)
determining the best method of performing a job and the
standard time allowed for it
This replaces the old rule-of-thumb knowledge of the
workers.
2. Planning the task: planning the production activity
accurately
What has to be done,
how it is to be done,
where the work shall be done and
when the work shall be done.

Cont…
3. Scientific selection and training of workers:
 select the best and the most suitable persons for different
types of jobs
 placement of workers is important
 training of workers so as to raise their ability or efficiency.
 He also suggested differential piece wage plan for
compensation payment to workers.
4. Standardization: standardization of tools and
equipment, materials, conditions of work and
speed of machines.
 The workers will have satisfactory working conditions for
work due to such standardization.

Cont…
5. Specialization: Taylor suggested specialization in
the administrative and organizational setup of the
plant
He suggested functional foremanship
 it is useful for raising efficiency of the whole
organization.
6. Mental revolution: rests basically on the attitude of
management and workers.
 They must give up their old ideas and methods and must
accept new scientific methods.
 Cooperation from workers and management

Frank (1868-1924) and Lillian (1878-1972) Gilbreth
 They focused on:-

 identifying the elemental motions in work
 the way these motions were combined to form methods of
operation and
 the basic time each motion took.
 They believed it was possible to design work
methods whose times could be estimated in advance
 Frank Gilbreth, known as the Father of Time and
Motion Studies
 The Gilbreths believed that there was one best way
to perform an operation. However, this "one best
way" could be replaced when a better way was
discovered
Cont…
 The Gilbreths defined motion study as
 dividing work into the most fundamental elements possible,
 studying those elements separately and in relation to one another;
and
 from these studied elements, when timed, building methods of
least waste
 Frank Gilbreth’s analysis of bricklaying broke each
task or job into separate motions and then
eliminated those that were unnecessary or repetitive
 They time defined study as a
searching scientific analysis of methods and equipment used
or planned in doing a piece of work,
 development in practical detail of the best way of doing it,
and
determination of the time required.
Cont…
 They also made significant contributions in the
employment of handicapped workers, and
industrial psychology
 He documented the hundreds ways in which the
handicapped could effectively perform jobs.
 Lillian, who was concerned with the human side of
work, was one of the first contributors to industrial
psychology. Her contribution includes:-
 originating ways to improve office communication,
 incentive programs,
 job satisfaction, and
 management training

Charts: Henry Gantt
 Henry Gantt developed the Gantt chart which is used for
scheduling multiple overlapping tasks over a time period.
This chart shows whether the plant is being run efficiently
or not.
 Gantt others contribution includes:-
 to pay-for-performance plans and the training and
development of workers.
 Gantt, who was much more sympathetic toward workers
than Frederick Taylor.
 Gantt’s task and bonus system did not punish workers for
not achieving higher levels of production.
 He found that workers achieved their best performance
levels if they were trained first.

Importance of Scientific Management
1. Application and use of scientific methods.

2. Wide scope for specialization and accurate
planning.
3. Minimum wastages of materials, time and money.
4. Cordial relations between workers and
management.
5. Benefits to workers (higher wages and less
burden of work), management (cost reduction,
better quality productions) and consumers
(superior goods at lower prices)

Limitations and Criticism of Scientific
Management
 Scientific management has wider economic and social
significance
 In spite of several benefits, Taylor's scientific
management concept has widely been criticized by
employers, workers, trade unions and also by theorists.
 Criticism from Employers
 Huge investment required:-for reorganization of
preliminary standardization of tools, machines and
equipment and conduct of time and motion
 Sudden change may disturb existing working
arrangements: loss due to reorganization, if scientific
management is to be introduced.

Cont…
 Unsuitable to small units: due to financial and
other difficulties
 Benefits after a long period: The benefit of
scientific management will be available only after a
long period and financial and other difficulties
during the process of introduction of new changes
 Huge overhead expenses required: this may erode
profitability

Cont…
Criticism from Workers and Trade Unions
Heavy burden on workers: Workers feel that they will have to
share more burden of work as a result of introduction of
scientific management
Workers and their unions feel that it will lead to their
exploitation
Reduces initiative among workers: Workers and trade
unions argue that scientific managementill destroy their
initiative
Worker will be converted into machines in the production
process with no freedom, initiative and choice.
over-specialization will lead to monotony and mental
fatigue.

Cont…
 Possibility of unemployment: They believed workers
will be removed due to the use of labour-saving
devices
 Exploitation of workers: worker and trade unions
believed worker will have to share more burden of
work without corresponding increase in the wage rate.
 Possible adverse effects on workers unity: Workers will
be divided into efficient and inefficient categories.
 different piece rate plans will be introduced in place of
uniform wage rate
 As a result, workers will be divided

Cont…
 Trade unions strongly criticize scientific
management as it breaks solidarity of workers
 The criticism of scientific management by
employers and workers/trade unions is not based
on sound reasoning

Classical Organizational Theories and
Henry Fayol
 was aiming at administration of entire
organization.
 focuses on the management process and principles
of management
 administrative management provides a more
general theory of management.
 The great contributors to these theory were :-
Henry fayol, marry parkers Follet and James D.
Mooney

Henry Fayol (1841-1925)
 He rightly treated as the father of modern theory of
general and industrial management.
 He developed his management principles and general
management theory
 He recognized as the founder of modern management
theory
 suggested important qualities of managers and stressed
the need for raising such qualities.
 He developed fourteen principles of management out of
his practical experience.
 first management thinker who provided the conceptual
framework of the functions of management
 These basic functions of management process are related
to principles of management and universally accepted.
Cont…
 The functions of management according to Fayol
are,
 Planning
 Organizing
 Staffing
 Commanding
 Coordinating
 Controlling

Cont…
 Fayol divided general and industrial management
into following six groups:-
 Technical activities (production, manufacture,
adaptation).
 Commercial activities (buying, selling and exchange).
 Financial activities (search for and optimum use of
capital).
 Security activities (protection of property and
persons).
 Accounting activities (stock taking, balance sheet,
cost, and statistics).
 Managerial activities (planning, organizing,
command, coordination and control).
Fayol's 14 principles of management
 Division of work: produces increased and improved
performance with the same effect
 Various functions of management cannot be
performed efficiently by a single proprietor or by a
group of directors.
 Authority and responsibility: A manager may exercise
formal authority and personal power.
 Responsibility is closely related to authority and it
arises wherever authority is implemented.
 Discipline: obedience to authority, adherence to the
rules of service and norms
 It is necessary for the smooth functioning of a
business
Cont…
 Unity of command: Every employee should receive
orders from only one superior. There should be a
clear-cut chain of command
 Unity of direction: congruency between individual
and organizational goals on the one hand and
between departmental and organizational goals on
the other.
 Subordination of individual interest to general
interest: calls for reconciliation of objective of
individuals with those of the organization
 Organizational interests are more important than
those of the individuals.

Cont…
 Remuneration: the remuneration paid to the
employees of the firm should be fair.
 It should be based on general business conditions,
cost of living, productivity and efficiency of the
concerned employees and the capacity of the firm to
pay
 Centralization: the management must decide the
degree of centralization or decentralization of
authority based on the nature of the circumstances,
size of the undertaking, the category of activities and
the characteristic of the organizational structure.
 The objective should be the optimum utilization of
all faculties of the personnel.
Cont…
 Scalar chain: As per this principle, the orders or
communications should pass through proper
channels of authority along the scalar chain.
 Order: to put things in an order takes effort
 The management should observe the principle of
'right place for everything and for every man’
 Equity: Equity results from a mixture of kindness
and justice
 It requires managers to be free from all prejudices,
personal likes or dislikes.

Cont…
 Stability of tenure of personnel: In order to
motivate workers to perform additional and
improved quality and quantity of work, it is
necessary that they be assured of the security of
their job by the management.
 Initiative: Initiative is to think and implement a
plan.
 Employees should have a positive attitude and
make suggestions freely.
 Esprit de Corps: This means team strength
 Harmony and solidarity among the staff is a great
source of strength for the undertaking.

Constructive Conflict and Coordination:
Mary Parker Follett (1868–1933)
 Follett is known for developing ideas regarding

constructive conflict and coordination is one of
Follett’s most important contributions and the
importance of coordination in organizations
 She said that conflict is “the appearance of
difference, difference of opinions, of interests.
 For that is what conflict means—difference
 Follett believed that managers could deal with
conflict in three ways: domination, compromise,
and integration

Cont…
 According to Follett, there are four fundamental
principles of organizations:
1. Coordination as the reciprocal relating of all the
factors in a situation.
2. Coordination by direct contact of the responsible
people concerned.
3. Coordination in the early stages.
4. Coordination as a continuing process. i.e. the need
for coordination never goes away.
Follett’s first principle recognizes that most things
that occur in organizations are interrelated

Cont…
 leaders at different levels and in different parts of the
organization must coordinate their efforts.
 That means, managers cannot manage their part of
the organization while ignoring its other parts.
 Follett’s contributions significantly shaped our
understanding of the human, social, and
psychological sides of management.
 Peter Parker, the former chairman of the London
School of Economics, said about Follett: “People
often puzzle about who is the father of management.
I don’t know who the father was, but I have no doubt
about who was the mother.”

2.2.2 James D. Mooney (1884- 195)
 He credited with the notion that all great managers use

the same principles of management.
 He emphasized a tight engineering approach to the
manager's job of getting work done through others

 He gave little thought to the human element, but
instead was exclusively process-oriented.

 The framework by James 1947 was built around four
major principles
1. The coordinative principles
2. The scalar principles
3. Functional principles
4. Line and staff principles

2.3 Bureaucracy Management theory
 Max Weber analyzed bureaucracy as the most logical
and rational structure for large organizations.
 Bureaucracies are founded:-
 on legal or rational authority
 Positional authority
 Charismatic authority
 Efficiency in bureaucracies comes from:
 (1.) clearly defined and specialized functions;
 (2.) use of legal authority;
 (3.) hierarchical form;

Cont…
(4.) written rules and procedures
(5.) technically trained bureaucrats
(6.) appointment to positions based on technical
expertise
(7.) promotions based on competence
(8.) clearly defined career paths.

Bureaucratic Principles
Written rules
System of task A Bureaucracy Hierarchy of

relationships should have authority
Fair evaluation
and reward

2.2.3 Contributions administrative Theory.
 Demonstrated the importance of different skills at

different levels of management for managers.
 Systematically identified functions of management,
 Developed several important principles of
management.

2.2.3. Limitation of administrative
Theory.
 Assumed several difficult principles which are
difficult to apply in management of modern
organizations

2.4 Total critical appraisal of classical, theories
1. theory was aimed at generating more and more

profits for the factory owners and bringing further
dehumanization in the organization(Marxist
thinkers).
2. overlooking the human relations aspects of the
organization(social scientists).
3. workers are treated as units of production who are
always subject to review and assessment/control
4. classical, theories were anti-worker and pro-
capitalist.

Cont…
 5. Thought as being a “Closed Model” which does
not take into account the factors external to the
organization which are responsible for
organizational effectiveness(Ecological School of
Thought).
6. it overlooks the fact that a machine operator is also
an important entity along with the machine, and if
either one of them goes out of order, no work
could be carried out at all.
7. bureaucracy criticized for its excessive dependence
on rules, as too much reliance on rules tends to kill
initiative.

Cont…
The bureaucratic staff tends to concentrate power at
higher positions and very little of delegation of
authority and responsibilities down the step is
seen.

Chapter four
The Human Relations movement

4.1 Behavioral School
 The development of the human relations theory can

be traced back to the contributions of the Hugo
Munster Berg and Elton Mayo and his colleagues
 Hugo Munster Berg is widely recognized as the
founder of the concept of industrial Psychology
 He developed extensive psychological tests for fitting
the right person in the right job.
 He also studied monotony, fatigue, psychological
adjustment etc., and how these factors affect the
worker’s performance
 He describe how the societal and cultural factors
could affect a person and his job performance
Cont…
 His works hence provide a valuable connection between
the Classical and the Human Relations theories
4.2. Elton Mayo and Behavioral School
 He started by criticizing the entire classical school of
thought for dehumanizing the organizations thus

fastening social tensions and breaking traditional social
relations
 His approach was empirical and he relied upon the close
observation of organizations which based famous

Hawthorne experiment.
 Hawthorne experiment was conducted in the Hawthorne
Plant of the Western Electric Company manufactured

telephone equipment for the Bell Telephone Systems.
Cont…
 it was regarded as the most progressive company with
compensation schemes
 The experts attempted the usual methods like work
study, work measurements, spacing of rest periods,
altering company work hours etc. But that did not work
 Hence George Elton Mayo was called to tackle the
problem of low morale that prevailed in the organization.
 The experiments of Elton Mayo consisted of the
following four groups.
(i) The Great Illumination.
(ii) The Relay Assembly Test Room Experiment
(iii) Mass Interviewing Programme.
(iv) Bank wiring Room Experiment.
(i) The Great Illumination.
 Mayo first checked the assumption that the “better

the light, the better the work”.
 To study the effects of altered illumination on work
 He selected 2 groups of employees
 control group
 experimental group
 physical factors at work e.g. lighting had nothing to
do with production beyond a certain level and the
increase in output should be due to some unknown
factor.
(ii) The Relay Assembly Test Room Experiment
 In this group six girls were selected.

 The group was employed in assembling telephone
relays
 The group was subjected to various changes
throughout the series of experiments:-
 keeping the girls informed about the experiment
 introduction of two rest pause first fived and then six
 Mayo and his colleagues contended that the production
rose primarily because of the change in the girl’s
attitude towards their work team.
 They worked faster and better since they had sound
stability, and their ego was satisfied.
(iii) Mass Interviewing Programme
 interviews were conducted to determine
employee’s attitude towards their company,
supervision, insurance plans, promotion and
wages. From the mass interview the following
result were gained
 social factors, both inside and outside the
organization affect the attitude of workers towards
the work that they are doing
 behavior was being influenced by the group
behavior.
(iv) Bank wiring Room Experiment.
 Mayo noticed that the social groups influence the

behavior of individual remembers in groups .
 He hence decided to investigate the Bank Wiring Room.
 he felt there was a great scope for improvement in
output, but he found that the output was restricted
despite adequate financial incentives.
 The daily wages system was based on the individual
average output and bonus was paid based on the
average group output
 The little group of men developed spontaneously into
a team with “natural leaders” who had come to the top
with the active command of the group
Cont…
 Mayo and his colleagues hence observed that “an
informal organization existed which had its own
social norms, some expressed verbally, others by
implicit in actions”
Overall Theory of Human Relations (i.e.
Salient Features)
 implications of the Hawthorne experiment
1. organization is a social institution. Hence money is not
the whole motivator in an organization. management
should use socio-psychological means to motivate the
personnel.
2. Within the organization, informal groups are formed and
determine the norms of behavior of an individual worker.
3. adoption of participative leadership style or the
democratic leadership style
4. Adoption of a structure of organization which contains a
right mix of formal and informal groups
 harmonizing the interests of the formal and informal
organizations.
Cont…
5. The organizations communication channels should
be clear for the participation of the workers in the
decision making process.
6. The role of the managers in the organization is to
integrate informal groups with the formal
structure of the organization
 Overall the theory lays emphasis not only the
machine that is involved in production which is
important, but also the man behind the machine is
also very important.
4.4 Critical appraisal
 The model has been criticized on the following grounds:

1. Too much emphasis on human factors while structural
factors have been discarded by the scholars totally.
 That means organization having a poor structural
design but very good human relations and welfare

measures are not always successful
2. This model also has been accused of being a closed
model.
 The model does not take into account the external
environmental factors of the organization that shape the

policies of the organization and the behavior of the
personnel employed with the organization.
Cont…
3. Model does not explain as to what factors shape the
attitude of the personnel at work i.e. what factors are
there that lead to differentiation observed in the human
behavior
4. The human relations school of thought does nothing
extraordinary.
5. This approach interpreted the organizational conflicts as
being bad always.
6. Managers have criticized the approach for giving them
instructions about what they should do in an organization
7. Marxist scholars have criticized this approach for being
essentially pro-capitalist in nature
i.e. the concern for improving the conditions of the workers
is only superficial
4.5 Defense of Mayo
 Mayo was genuinely concerned about the interests of

the workers which are apparent from his suggestions
that he had made in his theory. only falls short of
what people expected.
 The Human Relations approach sought to curb the
powers of the managers by recommending that they
should adopt participative or democratic leadership
style instead of using a “Authoritative Style”.
 Most of the criticism emanating out of ego clash
since it tired to curb the powers of the management
 The model for the first time recommended for taking
into account the human factors in the organization
4.6 Comparison of Human Relations
School with the classical School
 Human Relations Theory is basically built upon the
successes and not on the failures of classical theory
classical school Human Relations School

created organizations to satisfy focused attention on the social
management needs. needs of the organization.
provides a first approximation to provides a second

the organizational development Approximation to the
organizational development
assumption of the nature of man Social Man” and states that “Man
as “Economic man does not live by bread alone”
Emphasis structural and not only the machine but the
mechanical aspects of the man behind the machine is also
Cont…
classical school Human Relations School
emphasized on the design of design of organization by

formal structure of organization integrating informal channels
advocated the adoption of favored the use of Democratic or
autocratic leadership style participative
up gradation of techniques and exploiting of the “will” of the
technology to improve the employees
efficiency of the organization
represents the technical side of represents the Human side of
an enterprise the Enterprise.
4.7. Contribution of Scholars
1. Chester Irving Bernard

2. Mary Parker Follet
3. Abraham Maslow
4. Fredrick Herzberg
5. Douglas McGregor
6. Chris Argyris
7. George C. Homan
8. Harsey & Blanchard
9. Herbet Simon etc.
4.7.1 Chester Irving Bernard
Contribution Chester Irving Bernard

 presented a theory of cooperation and organization
 highlighting the limitations of an individual and every individual
should joins a group to achieve larger ends
 He views organizations as a cooperative system.
 according to him communication is central to the formation of
an organization.
 There are three elements of a cooperative system which include-
(i) Willingness to cooperate
(ii) A common purpose
(iii) Communication
Cont…
 Bernard also gave his theory of motivation where
he divided the factors that motivate an individual
into two groups:
General Incentives:- Factors that are associated
workplace environment and social incentives
 Specific Incentives
 Material incentives
 Non-material incentives
 Ideal Benefactions
 Desirable physical conditions of work
Cont…
 Bernard also gave the theory of authority
 He reveals two aspects of authority
1. Subjective aspects of authority :-which relates to the

purely personal act of accepting the communication.
2. The objective aspects:- which relates to the character
in the communication by virtue of which it is accepted
by those for whom it is meant.
 Bernard also outlined the functions of the executive
 three main functions of an executive in an
organization
1. To provide the system of communication and
maintain an efficient personnel system.
Cont…
2. To provide the securing of essential services from
the individuals
3. Formulation of organizational objectives and
purposes
Mary Parker Follet (1986-1933)
 Ideals of Mary Parker Follet’s are a bridge between
the classical school of thought and the Behavioral
School of thought
 She gave a socio-psychological dimension to the
study of organizational theory.
 she regarded the conflicts as a natural adjunct of
the working of the organization
 She advocated the constructive methods of dealing
with the conflicts
 She advanced 3 methods of resolving conflicts in
an organization.
Cont…
 Domination:- victory of one side over the other side
usually results
 it is not suitable for the health of the organization in
the long run.
 Compromise:- each side gives up a part of its demands
 the most widely accepted method of resolving
conflicts.
 Integration:-the desires of both the parties are
integrated
 a “win-all” situation is created where neither side has to
sacrifice its desires
 It is a highly desirable method.
Cont…
The end!

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Chapter 2

MANAGEMENT TOUGHTS AND THEORIES

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

for several decades after him.

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

 production planning and control for high production,

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

complete each part of their jobs.

motions and then eliminating those that are unnecessary or

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

 According to Taylor there are four important underlying

1. Scientific task setting:- the task is to be calculated

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

 They focused on:-

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

1. Application and use of scientific methods.

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

 Follett is known for developing ideas regarding

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

 He credited with the notion that all great managers use

manager's job of getting work done through others

instead was exclusively process-oriented.

2. The scalar principles

4. Line and staff principles

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

System of task A Bureaucracy Hierarchy of

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

 Demonstrated the importance of different skills at

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

1. theory was aimed at generating more and more

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

GELETA MERERA. ( Ph.D) Friday, December 04, 2020

The Human Relations movement

 The development of the human relations theory can

thought for dehumanizing the organizations thus

observation of organizations which based famous

Plant of the Western Electric Company manufactured

 Mayo first checked the assumption that the “better

 In this group six girls were selected.

 Mayo noticed that the social groups influence the

 The model has been criticized on the following grounds: