The 1st known management ideas were recorded between 3000-4000 B. C. The 1st known management ideas were recorded between 3000-4000 B. C

The 1st known management ideas were recorded between 3000-4000 B.C.

Emphasis of scientific management was to try and establish the best ways to produce and run the production process.

Taylor developed 4 principles of scientific management that would lead to high levels of work achievement namely:

iii)Establishing a clear division of responsibility between management and workers.

Taylor explained the application of scientific methods to factory problems and the proper use of human labour and time in carrying out duties.

He established how much workers should be able to do with their given materials and equipment.

Fayol’s emphasis was on the development of managerial principles rather than the methods of operation.

Fayol believed that management was not an inborn behaviour or person talent, but a skill that could be learnt or taught. He developed 14 principles of management which looked at;

iv) unity of command (one supervisor per employee)

viii) Chain of command (line of authority should be clear)

xi) Subordination of individual interest to general interest (interests of one person/group should not prevail over that of the organization)

Weber stressed the need for a strictly defined hierarchy governed by clearly defined regulations and lines of authority.

Weber’s principles of bureaucracy

ii) Division of labour

iii) Control by rules

iv) Impersonal relationships

v) Career orientation

Duties can be made more efficient and objective.

Application of the classical management principles is highly centralised.

The classical management theories reject the presence of worker needs such as rest.

The thrust in production of goods and services should encompass both the economic and human side of production.

These are the basic needs for survival.

These are needs that make an individual feel secure or safe in an environment that he works in.

Managers need to understand society and how individuals were socialised, their beliefs and cultures.

This is an individual assessment in terms of value or status.

This is a situation whereby one feels that s/he has done the best, has reached the climax of all his needs.

Hierarchical?

McGregor sort to establish how employees are treated by their superiors.

Assumption: most workers prefer to be coerced, controlled, directed and threatened with punishment to get them to put adequate effort.

Theory Y workers have the capacity to accept assignments, seek responsibility and apply imagination and creativity for organizational problems.

Theory Y encourages:

It assumes that there is no universal way of managing organizations because organizations, people, and situations vary and change over time.

Management functions must be tailored to suit specific situations.

A system is a set of interrelated and inter-dependent parts arranged in a manner that produce a unified role.

Specialization: A system is divided into smaller components allowing more specialized concentration on each component.

Coordination: interactions of the components and sub-components of a system ought to be managed.

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The 1st known management ideas were recorded between 3000-4000 B. C. The 1st known management ideas were recorded between 3000-4000 B. C

The 1st known management ideas were recorded between 3000-4000 B.C.

The 1st known management ideas were recorded between 3000-4000 B.C.

A theory is a set of assumptions, propositions, or accepted facts that attempts to provide a reasonable explanation of causal relationships among a group of observed phenomenon (Bus dictionary 2014)

Each theory has a different way of looking at organizations, activities and how managers function.

Emphasis of scientific management was to try and establish the best ways to produce and run the production process.

Emphasis of scientific management was to try and establish the best ways to produce and run the production process.

Taylor developed 4 principles of scientific management that would lead to high levels of work achievement namely:

Taylor developed 4 principles of scientific management that would lead to high levels of work achievement namely:

i) Breaking the job into small duties

ii) Carefully select and train workers

iii)Establishing a clear division of responsibility between management and workers.

iii)Establishing a clear division of responsibility between management and workers.

iv)Establishing controls where managers would set objectives to be achieved and subordinates would co-operate in achieving them.

Taylor explained the application of scientific methods to factory problems and the proper use of human labour and time in carrying out duties.

Taylor explained the application of scientific methods to factory problems and the proper use of human labour and time in carrying out duties.

He introduced time series to analyse workers’ movements on the job.

He established how much workers should be able to do with their given materials and equipment.

He established how much workers should be able to do with their given materials and equipment.

His findings pointed out the quickest way to perform a task.

Taylor’s principles were aimed at improving production, discipline on the job, reduce interpersonal contacts amongst workers and the strict application of incentive pay systems.

Fayol’s emphasis was on the development of managerial principles rather than the methods of operation.

Fayol’s emphasis was on the development of managerial principles rather than the methods of operation.

Fayol believed that with scientific focusing and proper methods of management, satisfactory results were inevitable.

Fayol believed that management was not an inborn behaviour or person talent, but a skill that could be learnt or taught. He developed 14 principles of management which looked at;

Fayol believed that management was not an inborn behaviour or person talent, but a skill that could be learnt or taught. He developed 14 principles of management which looked at;

i) division of labour (specialization)

ii) authority and responsibility (to give orders)

iii) discipline (need to respect organizational doctrine)

iv) unity of command (one supervisor per employee)

iv) unity of command (one supervisor per employee)

v) unity of direction (goals and objectives)

vi) remuneration of personnel (reward management, salary, promotion)

vii) centralization (managers must have final say)

viii) Chain of command (line of authority should be clear)

viii) Chain of command (line of authority should be clear)

ix) Order (materials and people should be at the right place at the right time)

x) Equity (fairness and consistency)

xi) Subordination of individual interest to general interest (interests of one person/group should not prevail over that of the organization)

xi) Subordination of individual interest to general interest (interests of one person/group should not prevail over that of the organization)

xii) Stability of tenure of personnel

xiii) Innovation

xiv) Promote teamwork (unity/espirit decorps)

Weber stressed the need for a strictly defined hierarchy governed by clearly defined regulations and lines of authority.

Weber stressed the need for a strictly defined hierarchy governed by clearly defined regulations and lines of authority.

He emphasised the need for technical competence.

He sought to improve the performance of socially important organizations by making their operations predictable and productive.

Weber’s principles of bureaucracy

Weber’s principles of bureaucracy

i) Hierarchical structure

Authority evolves from the top to the bottom in a pyramidal shape.

Each manager or supervisor is responsible for those under him, thereby increasing accountability.

ii) Division of labour

ii) Division of labour

Each person in the organization should perform specific duties according to qualifications and training to ensure efficiency in production.

iii) Control by rules

iii) Control by rules

There ought to be clearly written rules and regulations governing employee activities.

iv) Impersonal relationships

iv) Impersonal relationships

Employees must be subjected to strict and systematic discipline.

There must be fairness in the application of the code of conduct.

v) Career orientation

v) Career orientation

Each individual employee in an organization is trained to perform a specific task and become a specialist..

Duties can be made more efficient and objective.

Duties can be made more efficient and objective.

Emphasise on job design and scientific selection and development of workers by organizations.

Application of the classical management principles is highly centralised.

Application of the classical management principles is highly centralised.

The principle assumes a passive group of workers and that lower level employees can be manipulated to work to the satisfaction of their managers.

Managers have the authority and capacity to make decisions that focus on productivity.

The classical management theories reject the presence of worker needs such as rest.

The classical management theories reject the presence of worker needs such as rest.

It assume that money other than anything else motivate the worker.

This approach is only concerned with productivity...

The thrust in production of goods and services should encompass both the economic and human side of production.

The thrust in production of goods and services should encompass both the economic and human side of production.

Motivation are the forces internal or external to an individual that arouse interest and commitment to purse a certain course of action.

These are the basic needs for survival.