Notesale: Turn your study into money

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SCHOOLS OF THOUGHT ON
MANAGEMENT
a) Classical schools of management thought
b) Behavioral school of management thought
c) Quantitative school of management thought
d) Systems school of management thought
e) Contingency school of management thought
f) Quality school of management thought

CLASSICAL SCIENTIFIC SCHOOL
The classical scientific branch arose as a result of a need to increase
productivity
...
The emphasis was to try to find the one best way of getting work
done by examining the way work was accomplished, the sequence
of steps, and the skills of the workers in order to increase efficiency
...
Major contributions include Frederick Taylor and Henry Gantt
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The emphasis on job specialization and time and motion studies are
the foundations for efficiency in work
...
These theorists provided a rational approach for examining workrelated problems
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Assessment: many of the school’s theories, principles, and methods
(such as time and motion study) are with us today, but have been
modified to include other things such as people skills
...
It focused on productivity also
...
The emphasis was on the development of managerial principles
rather than work methods
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This school accommodates a belief in studying the flow of
information
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These theorists aimed at understanding how an organization
operated
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Major contributors included Henri Fayol and Chester Barnard
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Fayol’s 14 principles provide modern-day managers with general
guidelines to organize and administer
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Assessment: the school paved the way for the behavioral or human
relations school
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Division of Work – When employees are
specialized, output can increase because they
become increasingly skilled and efficient
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Authority – Managers must have the authority to
give orders, but they must also keep in mind that
with authority comes responsibility
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Discipline – Discipline must be upheld in
organizations, but methods for doing so can vary
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Unity of Command – Employees should have
only one direct supervisor
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Unity of Direction – Teams with the same
objective should be working under the direction
of one manager, using one plan
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6
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This includes
managers
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Remuneration – Employee satisfaction depends on fair
remuneration for everyone
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8
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It is
important to aim for an appropriate balance
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Scalar Chain – Employees should be aware of where
they stand in the organization's hierarchy, or chain of
command
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Order – The workplace facilities must be clean, tidy
and safe for employees
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11
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12
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Personnel
planning should be a priority
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Initiative – Employees should be given the necessary
level of freedom to create and carry out plans
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Esprit de Corps – Organizations should strive to
promote team spirit and unity

STRENGTH
Provided opportunity for organization
structure and efficiency

WEAKNESS
The School skews towards the creation of
bureaucratic empires and institutions

BEHAVIORAL SCHOOL
1
...

2
...

3
...

4
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EXPERIMENTS AT HAWTHORNE
In 1927, researchers were trying to determine the
optimal amount of lighting, temperature, and
humidity for assembling electronic components
at Western Electric's Hawthorne plant
...
Researchers were frustrated
to discover that increasing light increased output,
but reducing light also increased output
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STRENGTH
Entertained the idea of individual needs and
interrelationship within the organization

WEAKNESS
Does not address the processes and
mechanics of organizational life

QUANTITATIVE MANAGEMENT
SCHOOLS
A
...
Models, simulations, and games that are
applied to manufacturing or service
industries are primary to this area of work
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Various production measuring techniques
such as inventory models, break-even analysis,
and queuing theory constitute operations
management
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Management Information Systems
1
...

2
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C
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STRENGTH
Systematized decision making with scientific
and mathematical processes

WEEKNESS
Customers and quality can suffer with a
predominance of effort for this school

SYSTEMS MANAGEMENT SCHOOL
A
...
The internal systems of an organization are its
subsystems
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Many of the functional areas of an organization are
its subsystems
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All subsystems interact with each other
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Managers control subsystems
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Most external systems are beyond the control of
management
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Groups, other organizations, and the government
influence or place pressure on many businesses
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Cumulative Energy of Synergy
1
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C
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STRENGTH
Interactions and relationships of parts that
make up the whole can be studied

WEEKNESS
Allegiance to this school can become too
refined and over-conclusive

CONTINGENCY MANAGEMENT
SCHOOL
A
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Variables, flexibility, and adaptation are
ingredients in contingency management
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Using the past to predict the can be used in
contingency thinking
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Assessment
1
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It has
contributed to quality management theory

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