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MANAGEMENT STYLE
THEORIES
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LEARNING OBJECTIVES
•To understand how management theories
develop
•To identify the early innovative

management practices and explain the

basic evolution of management theories
•To gain insights into new management

approach
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THE EVOLUTION OF MANAGEMENT
THEORY

CONTEMPORARY VIEWPOINT

QUANTITATIVE MANAGEMENT VIEWPOINT

BEHAVIORAL VIEWPOINT

CLASSICAL VIEWPOINT
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PRECLASSICAL CONTRIBUTORS

Henry Towne Charles Babbage Robert Owen

(1844-1924) (1790 – 1871) (1771-1858)
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THE PRE CLASSICAL CONTRIBUTORS
AND THEIR PIONEERING IDEAS
CONTRIBUTO PIONEERING IDEAS
R

Robert Advocated concern for the working and

living conditions of workers
Owen
Charles Built the first practical mechanical
calculator and a prototype of modern
Babbage computers, suggested profit sharing
Henry Outlined the importance of management
as a science and called for the
Towne development of management principles
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A perspective on management that

emphasizes finding ways to
manage work and organizations
more efficiently

CLASSICAL VIEWPOINT

THE EVOLUTION OF MANAGEMENT THEORY

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Administrative
Management

Bureaucratic
Management

Scientific Management

CLASSICAL VIEWPOINT

THE EVOLUTION OF MANAGEMENT THEORY

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Scientific
Management

An approach that emphasizes the

scientific study of work methods
in order to improve worker
efficiency.

CLASSICAL VIEWPOINT
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SCIENTIFIC MANAGEMENT CONTRIBUTORS

Frederick The Gilbreths

Henry Gantt
Winslow Taylor Frank (1868-1924)
(1861-1919)
(1856-1915) Lilian (1878-1972)
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TAYLOR’S FOUR PRINCIPLES OF SCIENTIFIC
MANAGEMENT
1. Scientifically study each part of a task
and develop the best method of
performing the task.
2. Carefully select workers and train them
to perform the task by using the
scientifically developed method.
3. Cooperate fully with workers to ensure
that they use the proper method.
4. Divide work and responsibility so that
management is responsible for planning
work methods using scientific principles
and workers are responsible for
executing the work accordingly.
CLASSICAL VIEWPOINT
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An approach that emphasizes the

need for organizations to operate
in a rational manner rather than
relying on the arbitrary whims of
owners and managers.

Bureaucratic
Management

CLASSICAL VIEWPOINT
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BUREAUCRATIC MANAGEMENT CONTRIBUTOR

Max Weber
(1864 – 1920)
KEY CHARACTERISTICS OF WEBER’S14
IDEAL BUREAUCRACY

Specialization of labor
Formal rules and procedures
Impersonality
Well-defined hierarchy
Career advancement based on merit

CLASSICAL VIEWPOINT
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An approach that focuses on

principles that can be used by
managers to coordinate the
internal activities of organizations.

Administrative
Management

CLASSICAL VIEWPOINT
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ADMINISTRATIVE MANAGEMENT CONTRIBUTORS

Henri Fayol Chester Barnard

(1841 -1925) (1886 – 1961)
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FAYOL’S 14 PRINCIPLES OF
ADMINISTRATIVE MANAGEMENT

8. Centralization
1. Division of work
9. Scalar chain
2. Authority
10. Order
3. Discipline
11. Equity
4. Unity of command
12. Stability and tenure
5. Unity of direction
6. Subordination of 13. Initiative
individual interest to 14. Esprit de corps
the general interest
7. Remuneration

Planning, Organizing, Commanding, Coordinating, Controlling

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A perspective on management that

emphasizes the importance of
attempting to understand the
various factors that affect human
behavior in organizations.

BEHAVIORAL VIEWPOINT

THE EVOLUTION OF MANAGEMENT THEORY

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Human Relations
Approach

Hawthorne Studies

BEHAVIORAL VIEWPOINT

THE EVOLUTION OF MANAGEMENT THEORY

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HAWTHORNE EFFECT:

The discovery that paying special attention

to employees motivates them to put greater
effort into their jobs.
(from the Hawthorne management studies, performed
from 1924 – 1932 at Western Electric Company’s plant
near Chicago)
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HUMAN RELATIONS APPROACH CONTRIBUTORS

Abraham Maslow Douglas McGregor

(1908 – 1970) (1906 -1964)
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Maslow’s Hierarchy of
Needs
Self-Actualization

Need for Self Esteem

Need for Social Relations

Need for Security

Physical Needs

BEHAVIORAL
 MCGREGOR’S THEORY X AND 23
THEORY Y
Leaders and managers who hold Theory X
assumptions believe that employees are inherently
lazy and lack ambition.
A negative perspective on human behavior.

Leaders and managers who hold Theory Y

assumptions believe that most employees do not
dislike work and want to make useful contributions to
the organization.
A positive perspective on human behavior.

BEHAVIORAL
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Management
Information Systems

Operations
Management

Management Science

QUANTITATIVE VIEWPOINT

THE EVOLUTION OF MANAGEMENT THEORY

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Management Science

An approach aimed at increasing

decision effectiveness through the
use of sophisticated mathematical
models and statistical methods.

QUANTITATIVE VIEWPOINT
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Operations
Management

The function, or field of expertise,

that is primarily responsible for
managing the production and
delivery of an organization’s
products and services.

QUANTITATIVE VIEWPOINT
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Management
Information System

The field of management that

focuses on designing and
implementing computer-based
information system for use by
management.

QUANTITATIVE VIEWPOINT
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Contingency Theory

Systems Theory

CONTEMPORARY VIEWPOINT

THE EVOLUTION OF MANAGEMENT THEORY

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Systems Theory

An approach based on the notion

that organizations can be
visualized as systems.

CONTEMPORARY VIEWPOINT
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THE OPEN MANAGEMENT SYSTEM

GENERAL
ENVIRONMENT

SOCIAL OPERATING ECONOMIC

ENVIRONMENT
NEW ENTRANTS
SUPPLIER

PLANNING, ORGANIZING,
INFLUENCING, CONTROLLING
INPUT  PROCESS OUTPUT
SUBSTITUTES
POLITICAL COMPETITION
TECHNOLOGY

CUSTOMER

LEGAL
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Contingency Theory

A viewpoint that argues that

appropriate managerial action
depends on the particular
parameters of the situation.

CONTEMPORARY VIEWPOINT
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THE EVOLUTION OF MANAGEMENT

THEORY

CONTEMPORARY VIEWPOINT

QUANTITATIVE MANAGEMENT VIEWPOINT

BEHAVIORAL VIEWPOINT

CLASSICAL VIEWPOINT
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MANAGEMENT APPROACH
IN NEW MILLENNIUM
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TYPE Z ORGANIZATION
(THEORY Z BY OUCHI 1981)

Theory Z (ca 80’s) suggests that involved

workers are the key to an increase in
productivity and it offers ways to manage
(collective decision making, slow evaluation
and promotion, and holistic concern for
people) so that they can work together more
effectively.

MANAGEMENT APPROACH IN NEW MILLENNIUM

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THEORY Z

“Involved workers are the key to an increase

in productivity.”
From “Theory Z” by William Ouchi, 1981
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ENVIRONMENT IN THE NEW
MILLENNIUM

Environment in the millennium

•Information and electronic age
•Information and knowledge is going to be readily
available to us all
•Information speed through Internet
•The future is going to be dominated by our need to
understand systems.

MANAGEMENT APPROACH IN NEW

MILLENNIUM
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THE LEARNING ORGANIZATION

APPROACH

The learning organization approach to

management is the management approach based
on an organization anticipating change faster
than its counterparts to have an advantage in the
market over its competitors.

From “The Fifth Discipline” by Peter Senge, 1990

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MANAGERIAL APPROACH TO
LEARNING ORGANIZATION

Managers must create an environment conducive to learning

Managers encourage the exchange or information among
organization members
Managers promote
systematic problem solving
Experimentation
learning from experiences and past history
learning from experience of others
transferring knowledge rapidly throughout the organization

From “The Fifth Discipline” by Peter Senge, 1990

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BUILDING A LEARNING
ORGANIZATION

System Thinking
Every organization member understands his or her own job and how
the jobs fit together to provide finals products to the customer
Shared vision
All organization members have a common view of the purpose of the
organization and a sincere commitment to accomplish the purpose
Challenging of the mental models
Organization members routinely challenge the way business is done
and the thought processes people use to solve organizational
problems

From “The Fifth Discipline” by Peter Senge, 1990

BUILDING A LEARNING 40

ORGANIZATION

Team learning
Organization members work together, develop solution to new
problems together, and apply the solutions together.
Working as teams rather than individuals will help the organization
gather collective force to achieve organizational goals
Personal mastery
All organization members are committed to gaining a deep and rich
understanding of their work
Such an understanding will help organizations to reach important
challenges that confront them

From “The Fifth Discipline” by Peter Senge,

1990
 LEARNING ORGANIZATION 41

APPROACH

System thinking
(Systems Approach)

Personal mastery Shared Vision

(Theory Z/Behavioral)
Building a
(Organization)
Learning
Organization

Team Learning Challenging of

(Theory Z/Behavioral)
Mental models
(Classical/Management
science)
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ICE
BREAKER
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THANK YOU..

BY :
Michelle delos Santos
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