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Deo Rwangoga
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 Management refers to getting things done
through and with other people.
 Managing through others calls for multiplicity

of skills that a manager must have so as to

achieve effective organisational management.
 Organisational management has evolved over

thousands of years.
 Management in today's organisations have

become more complex.

Histroy, Functions and Principles of

Management 2
• Management of organisations is not a new
phenomena though it may have changed over
time.
• Formal organisations started in the ancient times.
For example; the Greek and Roman armies, the
Roman Catholic Church, and later the East Indian
Companies.
• Writings about how to make organisations
efficient and effective existed from long time
ago.
• Among the early writings include writings by
Machiavelli and Sun Tzu.

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Management 3
 Machiavelli:
• He wrote his book “Discourses” in 1531

during the early days of the Italian republic of

Florence. To Him;
1. An organisation is stable if the members have
the right to express their differences and
solve their conflicts from within the
organisation.
2. One person may begin an organisation but it
is long lasting if left in the care of many
others who desire to maintain it.
Histroy, Functions and Principles of
Management 4
Machiavelli Cont…:
3. A weak manager can follow a strong one
but not another weak one if he/she is to
maintain authority.
4. A manager who seeks to change an
established organisation should retain some
of its old customs or cultures.

Histroy, Functions and Principles of

Management 5
 Sun Tzu:
• A Chinese philosopher, wrote a book, “The

Art of War” more than 2000 years ago which

has application for modern day managers. He
argues that;
1. When the enemy advances, we retreat!
2. When the enemy halts, we harass!
3. When the enemy seeks to avoid battle, we
attack!
4. When the enemy retreats, we pursue!

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Management 6
• The following factors have made
management of organisations more complex
over time:
1. Changes and advancements in technology,
2. Increased competition,
3. Diversity at work places,
4. Emerging issues like HIV/ AIDS, and gender,
5. Environmental and global weather changes,

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Management 7
6. Operating in a global “village”,
7. Scarcity of resources vs increased client
expectations,
8. Increased concern for employee health,
safety and welfare issues.
 These among other concerns pose a
challenge for management and calls for
managers to posses some key skills that are
critical for the survival of organisations.

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Management 8
• Management and organisations are shaped by
their history, social times and place.
• Different theories of organisational management
have been developed over time. Most due to
weaknesses and gaps in earlier theories.
• The key management theories include;
1. Classical Organisation School
2. The Scientific Management School
3. The Behavioural School
4. The Systems Approach
5. The Contingency Approach
6. Dynamic Engagement Approach

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Management 9
1. The Classical Organisation
Theory (1841-1925):
• It was promoted by Henri Fayol who
developed the 14 principles of
management and
• Max Weber who developed the theory of
bureaucracy that advocated for a strictly
defined hierarchy of an organisation
governed by clearly defined sets of rules
and regulations and a line of authority.

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Management 10
2. The Scientific Management
School (1890-1930):
• The proponents of the scientific
management theory include; Fredrick W.
Taylor, Henry L. Gantt and Frank and Lillian
Gilbreth.
• It sought to determine scientifically the
best methods for performing tasks,
selecting, training and motivating workers.

Histroy, Functions and Principles of

Management 11
3. The Behavioural School (1940-
1984):
• This emerged due to the short comings of
the classical school in achieving sufficient
production efficiency and work place
harmony.
• It was promoted by a group of sociologists
and psychologists who sought to get more
effective ways of managing people at work
place.

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Management 12
The Behavioural School Cont…:
 They argue that the level of efficiency in an

organisation will be determined by the quality

of relationships that exist at work place.
Workers who receive special attention
perform better.

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Management 13
4. The Systems Approach (1950-
1980s):
 This approach to management sees an
organisation as consisting of various but
interdependent parts.
 The proponents argue that, the activities of
any part of the organisation affects all the
working of the other parts, though in varying
degrees.

Histroy, Functions and Principles of

Management 14
The Systems Approach Cont…:
• This theory helps a manager to look at an

organisation as a whole as well as in its

constituent parts.
• It is important that the different parts of an

organisation build synergies so as to achieve

high level of effectiveness and efficiency.

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Management 15
5. The Contingency(Situational) Theory:
• Charles Kindleberger argues that the
answers to any pressing issue depends of
the situation.
• The Contingency Approach is a management
technique that argues that the best way of
achieving organisational goals varies with
the prevailing situation (“ It depends”).

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Management 16
The Contingency(Situational) Theory Cont…:
 The key task of any manager is to identify

which management technique will be more

applicable in a particular situation, and Time
to achieve the organisational goals.

Histroy, Functions and Principles of

Management 17
6. Dynamic Engagement Theory:
 This theory is a more recent and it
recognises that organisations are operating
in an ever changing environment and the
change is rapid.
 These change are occurring due to blurring
of boundaries between cultures and nations.

Histroy, Functions and Principles of

Management 18
Dynamic Engagement Theory Cont…:
 The process of change is facilitated by rapid

advancement in communication technology

making the world to become a “global
village”.
 The primary role of management is to have

organisations that are in control of the

change process and to be responsive to the
changing organisational needs.

Histroy, Functions and Principles of

Management 19
 MANAGEMENT ONE OF THE KEY ISSUES CAUSING
PERFORMANCE CHALLENGES IN PUBLIC OFFICES,
YOU HAVE BEEN IDENTIFIED TO CARRY OUT A
RESEARCH ON HOW TO HAVE A LASTING SOLUTION
TO THIS. TO UNDERSTAND MANAGEMENT SCIENCE
AND ART, ITS IMPORTANT TO APPRECIATE THE
THEORIES OF MANAGEMENT AND THE
MANAGEMENT JOURNEY. WITH RELEVANT
EXAMPLES TRACE THE MANAGEMENT ROAD AND
ILLUSTRATE HOW EACH THEORY CAN BE USED/
BEEN USED IN MANAGEMENT OF PUBLIC
ORGANISATION.

Histroy, Functions and Principles of

Management 20
1. Traditional Interpretation:
• Management is seen as a group of people
involved in a set of five key activities of;
Planning, Organising, Staffing and
Directing and Coordination.
2. Modern Interpretation:
 Modern management focuses more on
leadership skills and using these skills to
establish and communicate vision and
goals of an organisation.

Histroy, Functions and Principles of

Management 21
1. Planning Function:
• The plans are an expression of the
organisations intentions for the future.
These have to be in line with the Vision and
Mission of their organisations.
• This process is guided by three basic
questions:
1. Where are we now?
2. Where do we want to be?
3. How do we get there?
• This requires management to do a SWOT
analysis. This must be done in the most
sincere way possible.

Histroy, Functions and Principles of

Management 22
2. Organising Function:
• The organising function involves developing an
organisational structure and distributing
authority within the organisation. These reflect
the mission, objectives, and tactics of the
organisation. They grow out of the planning
function.
• While organising, management decides on:
i. Division of labour
ii. Delegation of authority
iii. Departmentalisation
iv. Span of control and
v. Coordination

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Management 23
Informal Structures:
• Whereas management can put in place formal
structures, informal structures do exist in
organisations.
• The formal structure in each organisation that
has been put in place by management has an
accompanying informal structure.
• Management does not and cannot control the
informal structure.
• The informal structure has no written rules, its
fluid in form and scope, is not easy to identify,
and has vague or unknown membership
guidelines.
Histroy, Functions and Principles of
Management 24
• The informal structure has the following
positive attributes;
1. The ability to quickly spread information and
provide feedback on the information.
2. The informal structure gives people a sense
of being in the know.
3. Management can feed information into the
informal structure at very low cost.
4. The informal structure can also help satisfy
employees’ social needs.

Histroy, Functions and Principles of

Management 25
3. Staffing Function:
• This involves managing the process of; job
analysis, recruiting, selecting, hiring,
placement, training, development and exit of
employees to ensure that the overall
performance of the business increases.
• Staffing includes all personnel categories: Top
managers, Line managers and Labourers.
• Staffing success is determined by having the
“right person”, in the right position, at the
right time, rather than simply filling a
position.
Histroy, Functions and Principles of
Management 26
4. Directing Function:
• Directing is influencing people’s behaviour
through motivation, communication, group
dynamics, leadership and discipline.
• Managers accomplish organisational
objectives through people. However, it is a
manager’s second responsibility to help
people in the organisation accomplish their
individual career goals.

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Management 27
5. Controlling Function:
• Control is both anticipatory and
retrospective. The process anticipates
problems and takes preventive action.
With corrective action, the process also
follows up on problems.
• Managers control; costs, quality, quantity
and time against set standards and
procedures. This control process in an
organisation is cyclical. It never ends.

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Management 28
 In performing the above management functions,
the manager plays the following roles:
1. Interpersonal roles:
• Figurehead, Leader, Liaison officer and protector.

2. Information roles:
• Monitors and disseminates information, and a

Spokesperson for the organisation.

3. Decisional roles:
• Entrepreneur, Disturbance handler, Resource

allocator, and Negotiator.

Histroy, Functions and Principles of

Management 29
1. A Planer;
• Take a longer term view of issues and get
optimal plan for implementation.
2. A Protector;
• Protect yourself and those who work with
you.
• Learn to handle short term excitements. Do
not get carried away by short-term
successes.

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Management 30
3. Provider; As a manager, one has unique
access to information – use it positively. A
Manager should provide:
i. Vision - The future must be seen and
communicated to the team.
ii. Values- The team needs a unifying code
of practice that supports and enhances
cooperation.
iii. Zeal - A positive enthusiasm from the
manager is the best way of making work
exciting and fun for his/ her team.
Histroy, Functions and Principles of
Management 31
Frederick W. Taylor’s Scientific Management
• Scientific Management is “that kind of management
which conducts a business by standards
established by facts or truths gained thru
systematic observation, experiment, or reasoning.”
Taylors Five Principles of Management:
1. Develop a science for each element of an
individual’s work.
2. Scientifically select, deploy, train and develop the
worker.
3. Heartily cooperate with the workers.
4. Divide work and responsibility equally between
managers and workers.
5. Improve production efficiency through work
studies, tools, and economic incentives.

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Management 32
Max Weber’s Principles of Bureaucracy:
• There should be a formal system of organisation
and administration to ensure effectiveness and
efficiency.
• Weber’s Five Bureaucratic Principles stipulate that
a Bureaucracy should have:
1. Division of labour,
2. Formal rules and regulations,
3. Formal career orientation,
4. Hierarchy of authority,
5. Fair selection, evaluation, and reward.

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Management 33
Henri Fayol’s Principles of Management:
• He developed a set of 14 management
principles:
1. Division of labour: Allows for job
specialisation.
2. Authority and Responsibility: Formal and
informal authority resulting from special
expertise.
3. Unit of Command: An employee should have
only one boss.
4. Line of Authority: A clear chain of authority
from the top to the bottom of the firm.
Histroy, Functions and Principles of
Management 34
Henri Fayol’s Principles Cont…:
5. Centralization at the top: The degree to
which authority rests at the very top.
6. Unit of Direction: One plan of action to
guide the entire organisation.
7. Equity: Treat all employees fairly in justice
and respect.
8. Order: Each employee is put where they
have the most value.
9. Initiative: Encourage innovation and
creativity.

Histroy, Functions and Principles of

Management 35
10. Discipline: Obedient and respectful
employees needed.
11. Remuneration of Personnel: The payment
system should contributes to success.
12. Stability of tenure: Long-term employment is
important.
13. General interest overrides individual
interests: The organisations interests take
precedence over the individuals interests.
14. Esprit de corps: Share enthusiasm or
devotion to the organisation.

Histroy, Functions and Principles of

Management 36
1. Being pro-active but not reactive.
2. Managing through people.
3. Solving “people problems”.
4. Solving those problems they can
and containing those they cannot
solve.
5. Skills for personal management.

Histroy, Functions and Principles of

Management 37
6. Influencing people positively.
7. Use of power and authority to
sanction, encourage and
restrict.
8. Aligning self to the work
environment.
9. Having a high level of emotional
intelligence.

Histroy, Functions and Principles of

Management 38
1. Common sense;
2. Asking yourself right questions;
3. Doing what is expected;
4. Watch’s out for simple habits;
5. Is a motivator;
6. Is focused;
7. Gains control over his/ her own work;

Histroy, Functions and Principles of

Management 39
• Success attracts approval and recognition.
• Don’t be put off by the surprise colleagues
show about your seriousness at work.
• Start the revolution but expect resistance
and prepare for it.
• Convince your team about the need for
positive changes.
• Start small and grow, others will appreciate
with time.

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Management 40
 In large organisations one may be limited by
organisational culture but its better to work
within the existing systems.
 Bench-mark and learn from the other

achievers in your field.

 Continuously seek to learn and develop your

skills and knowledge.

Histroy, Functions and Principles of

Management 41
 Management of organisations has become
more complex over time, thus requiring
managers to possess special skills.
 Organisational management approaches have

evolved over time to address the dynamics of

the prevailing management challenges.
 To be a successful manager, love your work

and manage with passion. Draw from the

capabilities of the people you work with.

Histroy, Functions and Principles of

Management 42
Cameron D., et al (2000), Developing
Management Skills for Europe, Prentice Hall,
London.
Industrial Society (1995), Management Skills: A
Practical Handbook.
Stewart, D.M.; (1994), A Handbook for
Management Skills, Gower, London.
Stewart, S.R., Ed. (1999), Managing
Organizations, Sage, London.

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Management 43