2. DIFFERENT SCHOOL OF
THOUGHTS
CLASSICAL APPROACH
NEO- CLASSICAL THEORIES
BEHAVIORAL APPROACH
QUANTITATIVE APPROACH
MODERN THEORY
3. CLASSICAL APPROACH
Classical management thought is divided into three
separate school of thoughts
Scientific Management
Administrative Theory
Bureaucratic Management
4. SCIENTIFIC MANAGEMENT
One best way to do each job
Earliest advocates of scientific management
Frederick W.Taylor
Frank Gilbreth
Lillian Gilbreth
Henry Gantt
5. Frederick Winslow Taylor
Father of scientific management
STEPS IN SCIENTIFIC MANAGEMENT:
Replaced old rule of thumb methods to eliminate
“soldiering”
Selecting,training,teaching and developing
workers
Supervise employees to make sure they follow
the prescribed methods for performing their jobs
Continue to plan the work but use workers to
actually get the work done
6. Major managerial practices that emerged from
Taylor’s approach
Piece-rate incentive system
Time and motion study
7. FRANK and LILLIAN GILBRETH
Frank Gilbreth is considered as the father of
“motion study”
Lillian Gilbreth was associated with the research
pertaining to motion study
Motion study involves finding out the best
sequence and minimum number of motions
needed to complete a task
9. LIMITATIONS OF SCIENTIFIC
MANAGEMENT
It revolves round problems at the operational
level
The proponents were of the opinion that people
were motivated primarily by the desire for material
gain
Scientific management theorists ignored the
human desire for job satisfaction
10. ADMINISTRATIVE THEORY
Focused on principles that could be used by
managers to coordinate the internal activities of
organizations
Most prominent administrative theorist was Henri
Fayol
11. HENRI FAYOL
Prominent European management theorist
Wrote General and Industrial Management
Business operations of an organization could be
divided into six activities
Technical
Commercial
Financial
Security
Accounting
Managerial
12. FOURTEEN PRINCIPLES OF
MANAGEMENT
Division of work
Authority and Responsibility
Discipline
Unity of Command
Unity of Direction
Subordination of the individual interest to the general
interest
Remuneration
Centralization
Scalar Chain
Order
Equity
13. Stability of tenure of personnel
Initiative
Espirit de corps
14. BUREAUCRATIC
MANAGEMENT
Max Weber – Father of Bureaucratic
Management theory
Theory of bureaucracy is based on a rational set
of guidelines for structuring organizations
Major characteristics of Weber’s ideal
bureaucracy
Work specialization and division of labour
Abstract rules and regulations
Impersonality of managers
Hierarchy of organization structure
Selection of employees was made on the
basis of technical expertise
15. LIMITATIONS OF BUREAUCRATIC
MANAGEMENT AND ADMINISTRATIVE
THEORY
Classical theorists ignored important aspects of
organizational behaviour.They stressed
productivity above other aspects of management
Weber’s concept of bureaucracy destroys
individual creativity and the flexibility to respond
to complex changes in the global environment
17. BEHAVIORAL APPROACH
It emphasized on the human element
Behavioral thinkers
Mary Parker Follet
Elton Mayo
Abraham Maslow
Douglas McGregor
Chris Argyris
18. MARY PARKER FOLLET: Focusing
on Group Influences
Importance of human element in organizations
Employees were influenced by the group in which
they worked
Organizations function on the principle of “power
with” rather than “power over”
Advocated the concept of integration
19. ABRAHAM MASLOW:FOCUSING
ON HUMAN NEEDS
His theory rested on three asumptions
1. All of us have needs which are never
completely fulfilled
2. Through our actions we try to fulfill our
unsatisfied needs
3. Human needs occur in the following hierarchical
manner
Physiological needs
Safety or security needs
Social needs
Esteem or status needs
Self-actualization or self-fulfillment needs
20. LIMITATIONS TO MASLOW’S
THEORY
Human needs do not always emerge in a
hierarchical manner
Does not explain how a person prioritizes the
needs at a particular level of hierarchy.
21. DOUGLAS McGregor: CHALLENGING
TRADITIONAL ASSUMPTIONS ABOUT
EMPLOYEES
Developed two assumptions about human
behavior
“Theory X” and “Theory Y”
THEORY X
Most people dislike work and they avoid it when
they can
Most people must be coerced and threatened
with punishment before they work
Most people prefer to be directed. They avoid
responsibility and have little ambition
22. THEORY Y
Work is a natural activity like play or rest
People are capable of self direction and self control if
they are committed to objectives
People become committed to organizational
objectives if they are rewarded in doing so
Under proper conditions people learn to accept
responsibility and also try to seek responsibility
Most people are capable of being innovative in
solving organizational problem
23. CHRIS ARGYRIS:MATCHING HUMAN
AND ORGANIZATIONAL
DEVELOPMENT
Major contributions of this behavioral scientist
are the maturity-immaturity theory, the integration
of individual and organizational goals, Model I
and Model II organization analysis
Model I
Employees are manipulative
Not willing to take risk
Model II
Employees are open to learning and less
manipulative
Willing to take risk
24. ELTON MAYO:FOCUSING ON HUMAN
RELATIONS
Father of Human Relations Approach
Led the team which conducted a study at
Western Electric’s Hawthorne Plant
To examine the impact of illumination levels on
worker productivity
The experiments were conducted in four phase:
Illumination experiments
Relay assembly test room experiments
Interview phase
Bank wiring observation room experiments
25. ILLUMINATION EXPERIMENTS
Took place between 1924 and 1927
Two group of workers (experimental or test group)
and the control group
Experiment involved manipulating the illumination
Relay Assembly Test Room Experiments
Took place between 1927 and 1933
It included the introduction of a series of HR
policy measures for the test group to study their
impact on overall productivity
26. INTERVIEW PHASE
21000 people were interviewed between 1928-
1930
To determine employee attitude towards the
company and their jobs.
27. Bank Wiring Observation Room Experiments
Conducted during 1931- 1932
It was undertaken by researchers to test some of
the ideas they had gathered during the interviews
28. Criticism of Hawthorne studies
The procedures, findings and conclusions
reached were questionable
Researchers considered themselves as social
engineers
The relationship made between the satisfaction or
happiness of workers and their productivity was
too simplistic
29. Limitations of Human Relations Approach
The human relations theorists are of the opinion
that by removing fear, people would perform
effectively
It does not provide enough focus on theory
It does not understand the economic implications
of organizational problems. Human relations
theory also tends to be very vague