...1. What are the features of the major management thought schools? The major schools of management theory can be, according to the author Koontz, classified into six main groups: 1) The Management Process School: which deals with management as being a process of getting things done through and with people operating in organized groups. This school is also called the “traditional” or “universalist” school, and is fathered by Henri Fayol. It views management theory as a way of organizing experience for practice, research and teaching. It begins by defining the functions of managers. 2) The Empirical School: which deals with management as being a study of experience that has to be taught and transferred to the practitioner or student. Koontz mentions Ernest Dale's comparative approach as an example which involves the study and analysis of cases. The general idea is that generalizations can be drawn from cases that can be applied as guides in similar situations. 3) The Human Behavior School: which believes that since managing involves getting things done with and through people, then the study of management must be centered on interpersonal relations. It’s also called the “human relations”, “leadership”, or “behavioral sciences” approach. Its theory focuses on the motivation of the individual viewed as a socio-psychological being. 4) The Social System School: which identifies the nature of the cultural relationships of various social groups and attempts to show these as a related...
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...A Summary of the Key Thought Leaders of the Classical School of Management Beth J. Beal Mary Baldwin College BUAD200L WA SP2014 Principles of Management A Summary of the Key Thought Leaders of the Classical School of Management Introduction According to Daft (2009) "Management is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources." The classical school of management often referred to as the "Classical School of Thought" was born in the early 1900s out of a need to run organizations efficiently, and it is so named because it comprises the first works and contributions that make up the core of modern management theory. Classical theorists viewed workers as a production instrument and were interested in finding ways to use people efficiently or in "one best way" through the application of science (Lindsey, 1998). It was also during this period of development that the five basic functions of management were identified: planning, organizing, command, coordination, and controlling (Wren, 1994). These five functions are often referred to as "the management process" (Wren, 1994). The classical viewpoint sought to find ways to manage work and run the organization in the most efficient manner, and is made up of the following three major approaches. The scientific management approach represented by the work of Frederick W. Taylor and supporting efforts of Frank and Lillian...
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...PART I THEORY, SCHOOLS AND PRACTICE 1 Schools of Thought in Strategic Management: Fragmentation, Integration or Synthesis Tom Elfring and Henk W. Volberda Over the last thirty years, strategic management has become established as a legitimate field of research and managerial practice (Shrivastava, 1986: 363). In the evolution of strategy research, a diversity of partly competitive and partly supplementary paradigms have emerged. To provide an unequivocal definition would mean ignoring the versatility of strategic management. The choice of a definition and the application of specific strategic management techniques is greatly dependent on which paradigmatic schools of thought in strategic management one prefers. In this book, we will therefore review the various schools of thought and their contribution to the theory and practice of strategy. A school of thought is understood to be the range of thought of a specific group of researchers, which has crystallized within the field of strategic management (Brown, 1993). In other words, a school of thought can be seen as an institutionalized paradigm. Besides reflecting on the variety of schools in strategy, we will also sketch out new promising directions in strategy research and practice. Although some strategy scholars have argued that the achieved multiformity in schools of thought signifies an enrichment of the research within the field of study (cf. Mahoney, 1993), other scholars from related disciplines complain about...
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...Schools of Management Thought SCHOOLS OF MANAGEMENT THOUGHT Structure 4.0 Objectives 4.1 Introduction 4.2 Historical Perspective 4.3 Theory in Management 4.4 Classification of Management Theories 4.5 Classical Management Theory 4.5.1 Scientific Management 4.5.2 Administrative Management 4.5.3 Bureaucratic Organization 4.5.4 Criticisms on Classical Management Theory 4.6 Neo-Classical Theory 4.6.1 Human-Relations School 4.6.2 Behavioural Schools 4.7 Modem Management Theory 4.7.1 Systems Theory 4.1.2 Contingency Theory 4.7.3 Organizational Humanism 4.7.4 Management Science 4.8 Other Schools of Thoughts, Styles and Approaches 4.9 Problems and Conflicts in Management Theories 4.10 Summary 4.11 Key Words 4.12 References and Further Reading 4.0 OBJECTIVES After reading this Unit, you will be able to • know the historical development of schools of management thought; • explain what a theory in management is; • outline the classification of management theories; • describe important schools of management, their contributions and limitations; • elaborate problems and conflicting issues in management theory; and 4.1 INTRODUCTION In the preceding three units of this block you have learnt various scientific principles of management, management functions and what constitutes managerial quality and leadership as propounded by management experts. In this Unit you will have a historical perspective of management approaches or thoughts. The block in toto will set...
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... 400 COURSE TITLE: MANAGEMENT THEORY COURSE CODE: BUS 413 ASSIGNMENT: Write about the Classical school of thought in Management in 2 pages. DATE: 26th of March 2014. CLASSICAL SCHOOL OF THOUGHT IN MANAGEMENT The classical school is the oldest formal school of management thought. Its roots predate the twentieth century. The classical school of thought generally concerns ways to manage work and organisations efficiently. Three areas of study that can be grouped under the classical school are scientific management, administrative management and bureaucratic management. The classical school (of management) has sought to define the essence of management in the form of universal fundamental functions. These, it was hoped, would form the cognitive basis for a set of relevant skills to be acquired, by all would-be managers through formal education. The classical school’s management thought was based on the belief that employees have only economical and physical needs, and that social needs and need for job satisfaction either don’t exist or are unimportant. Accordingly, this school advocates high specialization of labour, centralized decision-making and profit maximization. Weaknesses of the Classical Management Theories. Classical theories and the...
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...The concept of this essay is to compare and contrast between the Scientific School of Thought and the Behaviorist School of Thought. To better understand this essay two matters must be understood, firstly understanding the meaning of management and secondly, the evolution of management. Management is a collection of different roles undertaken to achieve a job effectively. Another matter that needs to be understood is the evolution of management. Management has evolved from the classical approach to bureaucracy to human relations movement and social psychological schools and finally to modern approach to management. The individuals involved during the evolution of management are Frederick Winslow Taylor, Henri Fayol, Max Weber, and Elton Mayo. F. W. Taylor and Henri Fayol developed classical theories and were concerned with the arrangement and performance of a formal organisation. Max Weber developed a structure of organization known as bureaucracy. Weber developed six characteristics of bureaucracy as followed below: 1. Rules created by management, management will direct the lower levels of the organization by using in a steady and expected approach. 2. Separation of labour, each job is specified with different responsibilities and authority. 3. Hierarchical arrangement, each and every organization has a hierarchy of power. The top level staff gives direction to middle level staff and the middle level staff gives direction to the lower level...
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...shifting political and bargaining power.” Discuss the validity of these statements by using each of the four schools of thought about employment relationship discussed in chapter 2 as your basis. A typical worker may experience just this; discrepancies and complications. “Understanding and appreciating the basic assumptions of these four schools are essential for understanding not only labor relations, but also the entire field of human resources and industrial relations.” (Budd, 2013) The deliberations of labors and the human rights associated have varied insights and interpretations based on the four school of thoughts. These are as such: The first school is the Mainstream Economics School. This school “focuses on the economic activity of self-interested agents, such as firms and workers, who interact in competitive markets.” (Budd, 2013) Various activities of Union groups such as strikes are considered as roadblock as per this school of thought. Therefore, the bargained contracts that the Union group gets are justified by the balancing dynamics of this school of thought. The thought is that no one can be better off without making the other worse. The second school is the Human Resources Management School. This particular school formally called the personnel management school, PM, which stood for both personnel and poor management. In the text, it’s stated that this school believes that “independent unions are unnecessary “third parties” that prevent employers and employees...
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...A CRITICAL ANALYSIS OF THE DISPARATE SCHOOLS OF MANAGEMENT Scholars in the field of management, from the late 19th century till modern times, have come up with different perspectives on how to manage people and organizations. These gave rise to what is called ‘Management Schools of Thought’. This study looks at the Classical School of Thought in relation to modern day management, as it pertains to the built environment. Though so many years have passed since the Classical School of Thought was developed, it is widely used in modern day management as the preferred choice by many organizations in the built environment. One major area that arose from the Classical School of Thought is productivity and efficiency in the workplace [http://www.cliffnotes.com/study_guide/topicArticleId-8944,articleId-8851.html]. Managers were so much inclined to assign workers to areas that best fitted their expertise. This was in order to increase their productivity and efficiency in their various responsibilities. A facilities services provider, ISS, uses a system that effectively manages its workers and all facets of a worker’s responsibilities by placing the right people in the right positions, based on their qualifications (BOOTY, 2008). This is also evident in Faceo FM UK, according to its Chief Executive, Chris Kenneally. In his words, “Our focus has been on the sustainability of our customers and putting the right people in the right positions to deliver what the client wants, as evidenced...
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...1.0 Introduction: Strategic management is a continuous activity that appraises and controls the industries and the business in which the company is involved; evaluates its rivals and sets organizational purpose and strategies to address with all existing and potential competitors; and then reevaluates each strategy after a definite time period to determine how it has been applied and whether it has thrived or needs replacement by a new strategy to meet changed environments, new rivals or new political, economical social, technological environment. Strategic management is very important and broader area than any specific functional management area. It determines whether an organization excels, survives, or dies. It is very essential because it leads all the functional arenas of the business. It is generally believed that businesses, which develop formal strategic management systems, have a greater possibility of success than those, which do not. (Jauch and Glueck,1988,) Strategic management helps organizations predict future problems and opportunities. It endows with crystal-clear vision, mission, objectives, and strategies that guide organization into the secured future. Strategic management is a stream of decisions and actions. (Jauch and Glueck,1988). It is a procedure by which top-level management decides and does for the success of the company. It helps to determine the best possible strategy so that company could win the game in competitive business environment...
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...MGMT 301; Exam 2; Spring 2012Fall 2010 Dirty Dozen Review Just a quick little review for Exam 2! Remember, all of Chapters 3, 5, and 9 are on it AND the SWOT we did on the Ski Shop Engagement Sheet (SWOT is found in Chapter 6, but we’re only doing the things we did in class …) Here’s a dozen to try. Don’t forget … you might see these questions again! Directions: Please read the following scenario, then answer the questions that follow. “Managing a Ski Shop” Your best friend’s sister and brother-in-law run the local ski shop near campus in your college town, but they have recently bought another type of business in another town. They want you and your friend to take over managing the ski shop. If you run it successfully, you and your friend will gradually be given substantial equity in the shop and eventually would own the whole business. So far, the shop has been only marginally profitable. Although the shop carries ski equipment and ski clothing, it has habitually run out of both during the peak skiing season. Extra merchandise hastily ordered to meet the demand has often arrived so late that it could not be sold until the next season, if at all. In addition, the shop does very little business from March through August. Due to a dispute over the size and prominence of the outside sign displaying the shop’s name...
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...History of Management Thought An outline Classical Management Scientific Management Frederick Taylor Frank and Lillian Gilbreth Henry Gantt (Gantt chart) Henry Ford Bureaucratic/Administrative Management Max Weber Henri Fayol Transition to Behavioral Management Hugo Munsterberg Behavioral Management Human Relations Movement Chester Barnard (Acceptance Theory of Authority) Douglas McGregor Dale Carnegie Behavioral Science Mary Parker Follet Hawthorne Studies (Elton Mayo) Operations Management Information Management Systems Management Contingency Management What are the four functions of management? What two branches constitute Classical Management? How are they similar? How are they different? What are the basic ideas of Scientific Management? (Think Frederick Taylor’s principles.) What contributions did Frederick Taylor, Frank and Lillian Gilbreth, and Henry Gantt make to the field? What is Bureaucratic/Administrative Management? Who are the major contributors to this school of thought and what are their contributions? Please be familiar with Fayol’s Universal Principles of Management. What is a bureaucracy and what are its main principles? What are the major contributions of Hugo Munsterberg, Mary Parker Follet, and Chester Barnard? What are the basic ideas of Behavioral Management? What is Theory X/Theory Y? What are the Hawthorne Studies and what conclusions did scholars draw from them? What is Operations Management? What...
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...What is Management? The concept of management has acquired special significance in the present competitive and complex business world. Efficient and purposeful management is absolutely essential for the survival of a business unit. Management concept is comprehensive and covers all aspects of business. In simple words, management means utilising available resources in the best possible manner and also for achieving well defined objectives. It is a distinct and dynamic process involving use of different resources for achieving well defined objectives. The resources are: men, money, materials, machines, methods and markets. These are the six basic inputs in management process (six M's of management) and the output is in the form of achievement of objectives. It is the end result of inputs and is available through efficient management process. The term 'management' is used extensively in business. It is the core or life giving element in business. We expect that a business unit should be managed efficiently. This is precisely what is done in management. Management is essential for the conduct of business activity in an orderly manner. It is a vital function concerned with all aspects of working of an enterprise. Definitions of Management 1. According to George R. Terry, "Management is a distinct process consisting of planning, organising, actuating and controlling, performed to determine and accomplish stated objectives by the use of human beings and other resources"...
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...filled with many opportunities to learn. Students have responsibilities that can pile up very quickly while learning. This includes being personally responsible. There comes a point in which one realizes that they are the only one that is going to hold themselves accountable ultimately. Responsibility in school can pave the way to living a completely responsible life. Success breeds success, and once a successful student knows they can achieve it, the sky is the limit. Opportunities School People in today’s society have many options and opportunities at their reach. College is a huge opportunity after graduation high school, deciding to switch careers, or enlightening themselves. College creates many duties that need to be attended to. Signing up for school is exciting, and it sets the stage for the many long hours of studying, writing, practicing, and collaborating that will accompany it. Personal responsibility must be at its highest level once you enter school, or there is a good chance you will miss something. The other downfall is that you may fail something. This could lead to bad grades, academic consequences, and a feeling of failure. Career The decision to attend school is mostly coupled with the desire for a career. This is whether it is a new career or an advance in a current one. This is another huge opportunity that is offered in this great country. We all heard growing up that you can be whatever it is that your heart desires, and luckily that is true. Careers...
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...Question 3 The contingency approach showed renewed concern with the importance of structure as a significant influence on organisational performance? The contingency approach believes that it is impossible to select one way of managing that works best in all situations like promoted by Taylor. Their approach is to identify the conditions of a task (scientific management school), managerial job (administrative management school) and person (human relations school) as parts of a complete management situation and attempt to integrate them all into a solution which is most appropriate for a specific circumstance. Contingency refers to the immediate (contingent or touching) circumstances. The manager has to systematically try to identify which technique or approach will be the best solution for a problem which exists in a particular circumstance or context. An example of this is the never ending problem of increasing productivity. The different experts would offer the following solutions: Behavioral scientist: create a climate which is psychologically motivating; Classical management approach: create a new incentive scheme Contingency approach: both ideas are viable and it depends on the possible fit of each solution with the goals, structure and resources of the organization. . The contingency approach may consider, for policy reasons, that an incentive scheme was not relevant. The complexity of each situation should be noted and decisions made in each individual circumstance ...
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...Introduction: The Theory behind Scientific Management The definition of Scientific Management is that it is “the management thought concerned primarily with the physical efficiency of an individual worker.” (Business Dictionary, 2011) Though the famous economist Adam Smith, with his division of labour hypothesis is credited with using scientific management principles, it is widely believed that the father of scientific management is the management theorist, Frederick Taylor. Scientific Management and Taylorism are near synonymous due to the fact that the field of Scientific Management was pioneered by Frederick Taylor in the late 19th century. With the adoption of scientific management in virtually every aspect of management practice, the field of scientific management took off in a big way in the 20th century. This resulted in greater efficiencies and more productivity of the workforce as the application of scientific management theories meant that production processes were standardized and the principle of division of labour was applied leading to mass production of goods (Taylor, 2011, 80). An interesting aspect of the scientific management approach pioneered by Taylor is his emphasis on increasing efficiency from the “bottom up” where he concentrated on the shop floor to maximize productivity. When contrasted with the theories by Henri Fayol and Max Weber who favoured a top down approach, we find that Taylor’s approach is better suited to the rigours of modern day manufacturing...
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