MANAGEMENT THEORY

CLASSICAL APPROACH

NEO- CLASSICAL THEORIES

BEHAVIORAL APPROACH

QUANTITATIVE APPROACH

MODERN THEORY
CLASSICAL APPROACH

The idea of this approach is

Application of science to the practice of
management.
Development of basic management functions

Classical management thought is divided into

three separate school of thoughts
Scientific Management
Administrative Theory
Bureaucratic Management
 THE SCIENTIFIC MANAGEMENT
SCHOOL
Frederick Winslow Taylor
(Father of scientific management)

Proposed an objective and systematic method to

identify the one best way to do a job using
scientific selection and training methods; co-
operation and clear division of responsibility
between managers and workers; pay for
performance.
 The basic principles are :
The development of a true science of
management, so that the best method for
performing each task could be determined.
The scientific selection of workers, so that each
worker would be given responsibility for the task
for which he or she was best suited.
The scientific education and development of the
worker.
friendly cooperation between management and
labor.
 THE ADMINISTRATIVE SCHOOL OF
MANAGEMENT

Henri Fayol

Managers need specific roles in order to manage

work and workers

6 functions / roles of management.

1.Forecasting 4. Commanding
2.Planning 5. Coordinating
3.Organizing 6. Controlling
 Fayols 14 Principles of management

Division of Labor: The more people specialize, the

more efficiently they can perform their work.

Authority: Managers must give orders so that they

can get things done

Discipline: Members in an organization need to

respect the rules and agreements that govern the
organization

Unity of Command: Each employee must receive

instructions from only one person
 Unity of Direction: Those operations within the
organization that have the same objective should
be directed by only one manager using one plan

Subordination of Individual Interest to the

Common Good: In any undertaking, the interests
of employees should not take precedence over the
interests of the organization as a whole.

Remuneration: Compensation for work done

should be fair to both employees and employers
 The Hierarchy: The line of authority in an
organization runs in order of rank from top
management to the lowest level of the enterprise.
Order: Materials and people should be in the
right place at the right time. People, in particular,
should be in the jobs or positions they are most
suited to
Equity: Managers should be both friendly and
fair to subordinates
Stability of Staff: A high employee turnover rate
undermines the efficient functioning of an
organization
 Centralization: Decreasing the role of
subordinates in decision making is centralization;
increasing their role in decentralization. Fayol
believed that managers should retain final
responsibility, but should at the same time give
their subordinates enough authority to do their
jobs properly.
Initiative: Subordinates should be given the
freedom to conceive and carry out their plans,
even though some mistakes may result
Espirit de Corps: Promoting team spirit will
give the organization a sense of unity
 BUREAUCRATIC MANAGEMENT
Max Weber
(Father of Bureaucratic Management theory)
A major contribution is his bureaucracy theory,
formalized and idealized view of organizations,
comprising 6 major principles
formal hierarchical structure.

Management by rules.

Organization by task competency.

Impersonal relationships.

A focused mission.

Employment based on technical qualifications