Welcome
Theories of Management
Presented to:
Habiba Rahman,
Assistant Professor & Chairperson,
Department of Television, Film and
Photography, University of Dhaka.
Presented by: Asrafun Naher
Roll: RK-048-001
Course: Broadcast and Film Production
Management (TFS 404)
Contents
• Management and Process
• Classical School of Management
• Human Relations School of Management
• Modern Approaches to Management
• A New Economic Theory for Management in the
twenty-first century
Source
• Book: Management of Electronic and Digital Media,
6th Edition
• Writer: Alan B. Albarren
 Management and Process
Process:
i. Series of actions or events marked by change;
ii. Continuous operation in which many things are happening simultaneously.
Management as a process:
i. Ongoing state of operation;
ii. The tendency of changing content and advertising constantly;
iii. Dealing with changing consumer tastes and preferences, as well as social, regulatory, and
technological trends;
iv. Not a static but a dynamic concept.
 Classical School of Management

Flourished from the late 1800s through the 1920s;

Associated with the Industrial Revolution;
Centered on practical measures (improving the means of production and increasing productivity
among workers);
Philosopher Mary Parker Follett was the first to study what would someday be known as
management (Follett, 1995; Tonn, 2003).
Three different approaches to Classical school management:
Scientific Management (United States);
Administrative management (France);
Bureaucratic management in (Germany).
  Scientific Management

The father of scientific management:

 Frederick W. Taylor
Objective:
 Increasing production in a systematic approach.
Introduced practices:
 Determination of the most effective way to coordinate tasks;
 Careful selection of employees for different positions;
 Proper training and development of the workforce;
 Introduction of economic incentives to motivate employees.
  Administrative Management
Developed by: Henri Fayol.
Fayol’s 14 principles of management:
Division of work; Centralization;
Authority and responsibility; Scalar chain.
Discipline; Order;
Unity of command; Equity;
Unity of direction; Stability of tenure of personnel;
Subordination of individual interest to general interest;
Initiative;
Remuneration of personnel; Esprit de corps/ team spirit.
  Bureaucratic Management
Developed by
 Sociologist Max Weber;
 Characteristics
 Focused on organizational structure;
 Enables an organization to produce at its highest level;
 A clear division of labor and management, a strong central authority, a system of
seniority, strict discipline and control, clear policies and procedures, and careful
selection of workers based primarily on technical qualifications.
 Human Relations School of Management
 Started to flourish in the 1930s and 1940s;
 Recognized managers and employees as members in the same group;
 Employees has more needs than wages and benefits;
 Contributors
 Elton Mayo, Abraham Maslow, Frederick Herzberg, Douglas McGregor, and William Ouchi.
 Contributions
 The Hawthorne Studies
 Maslow’s Hierarchy of Needs
 Herzberg’s Hygiene and Motivator Factors
 Theory X and Theory Y
 Theory Z.
  The Hawthorne Studies
Developed by: Harvard business professor Elton Mayo;
Background:
 Investigation of the impact of illumination on worker productivity
 Control group ( worked under normal lighting)
 Experimental group (worked under varying degrees of illumination)
Outcomes:
 Increased productivity of the both groups;
Decisions:
 Increased attention and interaction leads to the greater productivity;
 Employees have social as well as physical and monetary needs.
  Maslow’s Hierarchy of Needs
Developed by: Psychologist Abraham Maslow;
Characteristics:
i. Other levels of needs become important as one level of needs is met;
ii. Requirements of different motivational techniques to motivate people according to their needs.
Five areas of needs of Maslow’s hierarchy:
i. Physiological needs: Food, water, shelter, and clothing;
ii. Safety: Free of the threat of physical danger and to live in a predictable environment;
iii. Social needs: The need to belong and be accepted by others;
iv. Esteem: Self-esteem and recognition from others;
v. Self-actualization: the idea of maximizing one’s potential.
  Herzberg’s Hygiene and Motivator Factors

Developed by: Frederick Herzberg.

Hygiene/ maintenance factors:
Represent the work environment;
Include technical and physical conditions, company policies and procedures, supervision, the work itself,
wages, and benefits.
Have some similarities to the three lower levels (physiological needs, safety, and affiliation) of Maslow’s
hierarchy.
Motivator Factors:
Involve aspects of the job such as recognition, achievement, responsibility, and individual growth and
development;
Represent the two upper levels of Maslow ’s hierarchy (esteem and self-actualization).
  Theory X and Theory Y
Developed by:
Industrial psychologist Douglas McGregor
Theory X:
 Emphasizes tactics as control, threat, and coercion to motivate employees.
Theory Y:
 Centers on matching the talents of the individual with the proper position in the
organization;
 Provides an appropriate system of rewards.
  Theory Z
Details:
• A Japanese model of management, developed by William Ouchi;
• Cites employee participation and individual development as important components of
organizational growth;
• Interpersonal relations between workers and managers are stressed;
• Fails to recognize the cultural differences between U.S. and Japanese firms;
Areas of Application:
i. Employee training;
ii. Various types of fringe benefit programs;
iii. Lines of communication with managers.
 Modern approaches to management

Integrated and expanded version of the elements of classical and human

relations schools;
Areas that illustrate the diverse range of the modern school of management:
i. Management effectiveness;
ii. Systems approaches to management;
iii. Total quality management (TQM;
iv. Leadership.
  Management Effectiveness

 Effectiveness:
i. The actual attainment of organizational goals;
ii. Claimed as the very foundation of success for an organization by the “father” of modern management
theory, late Peter Drucker.
Management by Objectives (MBO):
i. Developed by Drucker;
ii. Goals are identified and shared with each individual area of responsibility, unit and employee;
iii. Shared objectives are used to guide individual units or departments and serve as a way management
can monitor and evaluate progress;
iv. Can be applied to any organization, regardless of size;
  Systems Approaches to Management

Characteristics:
i. Follows a macro perspective;
ii. Recognizes the relationship between the organization and its external environment;
iii. Identifies change and assess goals by studying the external environment;
iv. Concerned with responding to and interpreting environmental influences on the
organization;
v. Helps one understand the relationship of the electronic media to other societal systems;
vi. A related approach to systems theory is the resource dependence perspective developed by
Pfeffer and Salancik.
  Total Quality Management
Characteristics:
i. A series of approaches to emphasize quality in organizations;
ii. Strategic approaches are combined to deliver the best products and services;
iii. Helps an organization maintain a competitive edge;
iv. Popularity increased during the late 1970s and early 1980s in the United States;
Areas of potential application:
I. Actual production of media content;
II. Advertising mission statements;
III. Public relations activities.
  Total Quality Management
Important contributors behind the development of TQM:
i. Walter Shewart (the pioneer of modern quality control);
ii. Joseph M. Juran (contributed a better understanding in the quality process);
iii. W. Edwards Deming (linked the ideas of quality, productivity, market share, and jobs);
iv. Philip Crosby;
v. Armand Feigenbaum;
vi. Karou Ishikawa.
((Kolarik, 1995).
  Strategic Management

Characteristics:
i. Primarily concerned with developing tools and techniques;
ii. Analyzes firms, industries, and competition;
iii. Develops strategies to gain a competitive advantage;
iv. The seminal works of Michael Porter, Competitive Strategy (1980) and Competitive
Advantage (1985) represent the foundation literature in this area;
v. An outgrowth of strategic management, strategic planning Involves a scanning of the
external and internal environments by focusing on a firm’s individual strengths,
weaknesses, opportunities, and threats.
  Leadership
 Definition: Attempting to influence the behavior of an individual or a group, regardless of the reason.
 Qualities claimed by Bennis: Vision, passion and integrity.
i. Vision: Understanding of where to go and not letting setbacks or obstacles deter progress;
ii. Passion: Loving the doings;
iii. Integrity: Self-knowledge, candor, and maturity. (Bennis, 1994, pp. 40–41)
 Some other qualities mentioned by Bennis:
i. Exhibition of curiosity and daring;
ii. Looking upon mistakes as a way to learn;
iii. Willing to take risks and being afraid of failure;
  Leadership

 Transactional Leadership:
i. Assumes people are motivated by rewards as well as punishment;
ii. Works best with a defined chain of command;
 Transformational Leadership:
i. Acceptance of the vision of the leader by subordinates;
ii. Leads the change needed in an organization.
 Distinctions between a leader and a manager:
i. Leader: Innovates, offers a long-range perspective, originates.
ii. Manager: Administers, exhibits a short-range view, imitates.
 A New Economic Theory for the Management
in the twenty-first century
Called by: Peter Drucker;
Reasons claimed by Drucker:
• Previous schools of management becoming antiquated and failing to
prepare people for the new managerial environment.
 Solutions:
• Being change leaders, seizing opportunities and understanding how to
effect change successfully in the organizations.