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The schools of management thought are theoretical frameworks for the study
of management. Each of the schools of management thought are based on
somewhat different assumptions about human beings and the organizations
for which they work. Since the formal study of management began late in
the 19th century, the study of management has progressed through several
stages as scholars and practitioners working in different eras focused on
what they believed to be important aspects of good management practice.
Over time, management thinkers have sought ways to organize and classify
the voluminous information about management that has been collected and
disseminated. These attempts at classification have resulted in the
identification of management schools.
Scientific
1880s
Management
Administrative
1940s
Management
Bureaucratic
1920s
Management
SCIENTIFIC MANAGEMENT
In the late 19th century, management decisions were often arbitrary and
workers often worked at an intentionally slow pace.. Scientific
management was introduced in an attempt to create a mental revolution
in the workplace. It can be defined as the systematic study of work
methods in order to improve efficiency.
ADMINISTRATIVE MANAGEMENT
• Planning
• Organizing
• Commanding
• Coordinating
• Controlling.
Fayol believed that all managers performed these functions and that the
functions distinguished management as a separate discipline of study apart
from accounting, finance, and production. (Fayol: father of modern
management theory )
· Authority and responsibility: Authority is the right to give orders and the
power to exact obedience. A manager has official authority because of his
position, as well as personal authority based on individual personality,
intelligence, and experience. Authority creates responsibility.
BUREAUCRATIC MANAGEMENT
Bureaucracy has come to stand for inflexibility and waste, but Weber did not
advocate or favor the excesses found in many bureaucratic organizations
today. Weber's ideas formed the basis for modern organization theory and
are still descriptive of some organizations.
HUMAN RELATIONS
The Hawthorne Experiments began in 1924 and continued through the early
1930s. A variety of researchers participated in the studies, including Clair
Turner, Fritz J. Roethlisberger, and Elton Mayo, whose respective books
on the studies are perhaps the best known. Hawthorne Works (a Western
Electric manufacturing facility outside Chicago) had commissioned a study
to see if its workers would become more productive in higher or lower levels
of light. The workers' productivity seemed to improve when changes were
made and slumped when the study was concluded. It was suggested that the
productivity gain was due to the motivational effect of the interest being
shown in them. Although illumination research of workplace lighting
formed the basis of the Hawthorne effect, other changes such as maintaining
clean work stations, clearing floors of obstacles, and even relocating
workstations resulted in increased productivity for short periods of time.
BEHAVIORAL SCIENCE
CONTINGENCY SCHOOL
Managers have always asked questions such as "What is the right thing to
do? Should we have a mechanistic or an organic structure? A functional or
divisional structure? Wide or narrow spans of management? Tall or flat
organizational structures? Simple or complex control and coordination
mechanisms? Should we be centralized or decentralized? Should we use task
or people oriented leadership styles? What motivational approaches and
incentive programs should we use?" The contingency approach to
management (also called the situational approach) assumes that there is no
universal answer to such questions because organizations, people, and
situations vary and change over time. Thus, the right thing to do depends on
a complex variety of critical environmental and internal contingencies.
CONTENGENCY PERSPECTIVES
1.System Schools
Developed in the early 1980s by Tom Peters and Robert Waterman, two
consultants working at the McKinsey & Company consulting firm, the basic
premise of the model is that there are seven internal aspects of an
organization that need to be aligned if it is to be successful.
Structure Skills
Systems Style
Staff