Q1:L2 - Various Types of Management Theories

Discuss the meanings and functions of management

Explain the various types of management theories

Explain the function, roles, and skills of a manager

Understand the basic concepts of and theories of management

Democratic - Also called participative leadership or shared leadership, wherein members of the group take a more participative role in the decision – making process.

Autocratic - Also called authoritarian leadership, characterized by individual control over all decisions and little input from group members.

Laissez Faire - Leadership with an attitude of trust and reliance on their employees

Scientific Management Theory

• Frederick W. Taylor (1856-1915) known as the “Father of Scientific Management” is the most significant contributor of this approach. He defines management as “the one best way” for a job to be done. He made a study of his worker why they have a low output. The result came out that the workers have lack of enthusiasm, and discrepancy in their job assignments with their skills. And so he came up with the Scientific Management Principles.

• In a group project, one student says, “Let’s all follow the same format and steps para mabilis. Sundin natin ’yung ginawa ko kasi tested na ‘yan.” Everyone follows the same way to avoid mistakes and finish faster. 

Administrative Management Theory

• This theory focused on manager’s role and what management practices are best to apply. The most famous personalities in this approach are Henri Fayol (1841-1925) known as the “Father of Principles of Management” and Max Weber (1864-1920). Fayol believed that management activities should be practiced and viewed separately from other organization activities such as marketing, finance and research. While Weber wrote that organizations must have authority structures and coordination with others based on what he referred to as bureaucracy.

• A student assigned group roles: leader, secretary, presenter. She created a plan with deadlines and a checklist. She makes sure everyone sticks to the system. 

• Henri Fayol's Management Principles

  • Division of Work

  • Authority and Responsibility Initiative

  • Unity of Command

  • Discipline

  • Unity of Direction

  • Subordination of Individual Interest

  • Renumeration

  • Degree of Centralization

  • Scalar Chain

  • Order

  • Equity

  • Stability of Tenure of Personnel

  • Initiative

  • Esprit de Corps

• Weber's Bureaucracy - According to Weber, bureaucracy is an organizational form distinguished by the following components:

  • division of labor

  • hierarchical identification of job positions

  • detailed rules and regulations

  • impersonal connections with one another

Total Quality Management

• It is a management philosophy that focuses on the satisfaction of customers, their needs, and expectations. Quality experts W. Edwards Deming (1900–1993) and Joseph M. Juran (1904–2008) introduced this customer-oriented idea in the 1950s, however, the concept had few supporters.

• It is a management philosophy that focuses on the satisfaction of customers, their needs, and expectations. Quality experts W. Edwards Deming (1900–1993) and Joseph M. Juran (1904–2008) introduced this customer-oriented idea in the 1950s, however, the concept had few supporters.

• A student assigned group roles: leader, secretary, presenter. She created a plan with deadlines and a checklist. She makes sure everyone sticks to the system. 

• The Americans did not immediately take to the idea since the US was enjoying supremacy in the global market at the time. Japanese manufacturers, on the other hand, took notice of it and enthusiastically experimented on its application. When Japanese firms began to be recognized for their quality products, Western managers were forced to give a more serious consideration of Deming’s and Juran’s modern management philosophy that eventually became the foundation of today’s quality management practices.

• After a performance task, the group meets again and says, “Okay, what can we improve next time?” They take notes on what worked and what didn’t. Next project, they do better. 

Organizational Behavior Approach

• It involves the study of the conduct, demeanor, or action of people at work. Research on behavior helps managers carry out their functions—leading, team building, resolving conflict, and others.

• Robert Owen, Mary Parker Follett, Hugo Munsterberg, and Chester Barnard were the early supporters of the OB approach.

• late 1700s, Owen noticed lamentable conditions in workplaces and proposed ideal ways to improve the said conditions

• Follett, in the early 1900s, introduced the idea that individual or group behavior must be considered in organizational management.

• early 1900s, Munsterberg proposed the administering of psychological tests for the selection of would-be employees in companies.

• Barnard, in the 1930s, suggested that cooperation is required in organizations since it is, mainly, a social system.

• One group member is quiet and not joining in. The leader says, “Let’s ask if she’s okay. Maybe she needs support.” They adjust the task so she’s more comfortable.