Please enable JavaScript.
Coggle requires JavaScript to display documents.
The Evolution of Management Theories (Human Relations School (Follett’s…
The Evolution of Management Theories
Classical school
Fayol's Theory
: 14 Principles of Management
Not relevant in modern world
First real theory of management, argued that one could learn to be a better manager
Guidelines for management
Taylor’s Principles of Effective Management
Primary value: efficiency
Principal concern: organisation of work
Taylor believed that workers intentionally slowed the pace of work
His answer was scientific management
The most productive worker’s job was analysed and this set standard for all other similar jobs
Under Taylorism, factory work became very demeaning and repetitive
Principles
:
Principle 1
Determine to do each job through accurate, objective measurement.
Principle 2
Select the ‘best person’ for the job.
Principle 3
Train the ‘best person’ in the ‘best way’ of doing each job. Each job should be reduced to series of routine, predictable tasks.
Principle 4
Provide employees with financial incentives for following procedures and reaching objectives.
Prescriptive (despotic) in nature, tells managers what to do
Weber’s Categories of Authority
Weber’s view of bureaucracy is positive: helps to avoid managerial abuses, such as nepotism and favouritism
Bureaucracy as an intelligent and democratic way of running businesses with a system of rules at its core, ensuring managers operate efficiently, competently and fairly
Essence of effective and democratic management is bureaucracy
Traditional Authority
(
the way it’s always been done
)
Rational-legal authority
(
based on one’s position
)
Charismatic Authority
(
based on personality
)
Human Relations School
People are motivated largely by the need to belong
Greater acknowledgement of the human factor in organisations
Development of personnel management, dealing with:
o Selection
o Induction
o Training
o Compensation
o Development
Focused on the psychological aspects of workers
Replaced with human resource management
Follett’s Theory
Group more important than the individual
Importance of teamwork
Critical of the division of labour
Essential for managers to collaborate with their subordinates
‘humanisation’ of the workplace
Advocated involving workers in the analysis and design of their professions
Conclusions
Strength in human diversity
People central to business activity
‘win-win’ solutions in management desirable
Interpersonal interactions vital
System Models
Organisations are composed of interdependent parts but seen as a whole
Organisations can therefore be studied in terms of inputs, processes and outputs
Modern Management Theories: the Contingency Approach
no ‘one size fits all’ approach to management
appropriate style of management depends on number of critical factors => different systems of management for organisations dealing in different environments, different sizes, type of technology etc.
Contemporary Models of Management Theory and Role of Management
Mintzberg’s Theory
Identified main characteristics of the job, which lead to identifying main roles in managerial work
Interpersonal Role
• The
figurehead
role
• The
leader
role (establishes the atmosphere and motivates employees)
• The
liaison
role (with the outside)
Analysed day-to-day reality of managerial behaviour
Informational Role
• The
monitoring
role (collects information relevant and useful to the firm)
• The
disseminator
role (gives people information they need for effective decision making)
• The
spokesman
role (communicates information externally)
Decisional Role
• The
entrepreneurial
role (initiates controlled change)
• The
disturbance handler
(deals with unexpected changes, both internal and external)
• The
negotiator
(deals with others)