 Frederick Taylor (1856-1915) – father of scientific management.

1. The development of true science of management, so that the best method for performing each task
could be determined. Initiated the determination of the most efficient way to accomplish tasks(setting
standards) using stop watch studies and principles of observations.

2. The scientific selection of workers, so that each worker would be given responsibility for the
task for which he or she was suited.

3. The scientific education and development of the worker.

4. Intimate, friendly cooperation between management and labor.

 Frank and Lillian Gilbreth (1868-1924)

1. Pioneers in time and motion studies.

2. Job simplification through flow diagram and process charts and establishment
of work standards.

3. Psychology of management

4. Effects of fatigue and incentive wage plan on work performance.

5. First to use motion picture films to analyze worker’s emotions.

 Henry Gantt (1861-1919

1. Gantt chart depicts the relationship of the worked planned or completed on one
axis to the amount of time needed or used on the other.

2. Scientific solution and detailed instructions on tasks will improve the work
performance.

3. Advocated “refine previous work rather that introduce new concepts.”

4. Develops task and bonus remuneration plan whereby workers receives guaranteed
say’s wages plus a bonus for production above the standard.

5. Recognizes useful non-monetary incentives such as job security and staff

development as a tool to motivate people.

6. Emphasizes on service rather than profit objectives.

B. Classic Organization – focuses on the management process & organizational deficiency.

 Henry Fayol (1841-1925) – father of the management process school

 1. He first identified the management functions of planning, organization, command,
coordinating and controlling.

2. Studied the functions of managers and concluded that management is universal. All
managers, regardless of the type of organization, have essentially the same tasks:
planning, organizing, directing, coordinating and controlling.

3. Sound management practice falls into certain patterns that can be identifies and
analyzed.

It has 14 Principles of Management:

>Division of Labor
>Authority
>Discipline
>Unity of Command
>Unity of Direction
>Subordination of interested to the common Good
>Remuneration
>Centralization
>The Hierarchy
>Order
>Equity
>Stability of Staff
>Initiative
>Esprit de Corps

4. Believed that specialization increases the efficiency.

5. Recommended centralization through the use of scalar chain or levels of authority,

responsibility, accompanied by authority and unity of command and directions so that
each employee receives orders from only one superior.

6. Believed that workers should be allowed to think through and implement plans and
should be adequately remunerated for their services.

7. Encouraged development of group harmony through equal treatment and stability of

tenure for personnel.

8. Advocate “a piece for everything and everything in its place”.

 Max Weber (1864-1920) – father of organization theory.

1. Concept of Bureaucratic Organization: “ideal organization is bureaucracy whose

activities and objectives were rationally thought out and divisions of labor were explicitly
spelled out.” It advocates a structure of authority that would facilitate the accomplishment
of the organizational objectives.
 2 Favors rational and legal basis for authority rather than traditional and charismatic
leadership.

3. Personnel are chosen for their competence and their authority and responsibilities are
clearly defined.

4. Positions are organized into hierarchy,

 James Mooney (1884-1957)

Believed management to be the technique of directing people and organization the

technique of relating issues.

4 Universal Principles of Organization

> Coordination and synchronization of activities for the accomplishment of goals
> Functional effects.
> The performance of one’s job description.
> Scalar process organizes authority into hierarchy.

 Lyndall Urwick (1891-1939)

1. Integral the ideas of Fayol and Mooney with those of Taylor.

2. Blended scientific management and classic organization theory into

the beginnings of classic management theory.
3. Popularized the following concepts:
>balance of authority with responsibility
>span of control
>unity of command
>use of general and special staffs
>proper use of personnel, delegation and departmentalization.

C. Human Relations

 Chester Barnard (1861-1961)

1. The Manager’s Responsibilities: defining objectives, acquiring resources and

coordinating activities.

2. Stressing the importance of cooperation between management and labor. He noted that
the degree of cooperation depends on non-financial inducements.

3. Formal channel of communications must be known and should be short. Stressed the
role of informal organizations for aiding communication, meeting individual needs and
maintaining cohesiveness.

4. Authority depends on acceptance by the followers.

 5. Small units are the building blocks for complex organizations.

 Mary Follet (1868-1933)

1. Perceives the organization as a social system and management as a social process.

Stressed the importance of coordinating the psychological and sociological aspect of
management.

2. Considers subordination as offensive legitimate power is the result of mutual influence

between superiors and subordinates.

3. Distinguished between powers with others and power over others.

4. Legitimate power is produced by a circular behavior whereby superiors and

subordinates mutually on another.

5. The law of situation dictates that a person does not take orders from another person but
from the situation.

 Elton Mayo (1880-1949) –proposal the Hawthorne Studies

1. Though criticized for poor research methods, stimulated considerable interest on

human problems on the job.

2. Findings in the Hawthorne studies:

>Lighting had little effect on production (environmental condition)
>worker’s explanation for the constant output despite of improvement in working
condition.
>>management seems to be satisfied with the current output
>>fear of raising management expectations.
>>fear that increased or improved productivity might lead to reduction in work
force.

3. When management paid special attention to workers, productivity was likely to

increase, regardless of the environmental condition.

 Kurt Lewin (1890-1947)

1. Revived the study of group dynamics; maintained that groups have personalities of
their own.

2. Advocate democratic supervision.

3. One of the first to apply Gastatt psychology to the study of individual personality.
  Jacob Moreno (1892-1974)

1. Developed Sociometry to analyze group behavior.

2. Claiming people are attracted to, repulsed by, or indifferent toward others, he developed
sociogram to chart pairings and rankings of preferences for others, which fosters harmonious
interpersonal relationship.

3. Contributed to psychodrama (individual therapy). Sociodrama related to social and cultural

roles) and role playing techniques for analysis of interpersonal relations.

D. Behavioral Science

 Abraham Maslow (1980-1970) – Hierarchy of Needs Theory

1. Itiated the Human Behavioral School in 1943 with his development of a hierarchy of
need theory.

2. Advocate the Hierarchical Structure of human Needs

>Physiological
>Safety
>Love and Belongingness
>Self-esteem
>self-actualization

3. Maslow’s marked the beginning of Behavioral Science.

 Frederick Herzberg (1923) – Motivation – Hygiene Theory

1. Herzberg’s study consisted of a series of interviews that sought to elicit responses to

the questions:
>recall a time when you felt exceptionally good about your job, why did you feel that way
about the job? Did this feeling affect your job performance in any way.
>Did this feeling have an impact on your personal relationships or your well-being?
>Recall a time on the job that resulted in negative feelings? Describe the sequence of
events that resulted in theses negative feelings.

 Douglas McGregor (1932) – Theory X and Y

1. Theory X supports the assumption that people avoid work because they dislike it and
are unmotivated. This results in the need for managers to use direction and control,
leading to management that is far from positive.
 2. Theory Y supports the assumption that people like work, and self-directed. Work itself
is rewarding, therefore, the management style that uses positive feedback and
encourages staff participation and creativity will be more successful. Work can be
source of satisfaction.

*Work situation should be structured so that the workers can meet their personal goals
while working toward the organizational goals.

 William Ouchi, Richard Pascale, and Anthony Athos – Japanese Management

1. William Ouchi published a book in 1981 entitles: Theory Z: how American Business
can meet the Japanese challenge. Emphasizes the contrast between the Japanese
management vs. American Management.

>Japanese Organization have “lifetime employment; slow evaluation and promotion; non-
specialized career paths; implicit control mechanisms; collective decision making;
collective responsibilities; and holistic concerns.

>American organizations have “short-term employment; rapid evaluation and promotion;

specialized career paths; explicit control mechanisms; individual decision making;
individualized responsibility; and segmented concerns.

2. Richard Pascale and Anthony Athos – more extensive discussion of the Art of
Japanese Management: Application for American Executives.

>Japanese organizations focus on staff, skills, style, and super ordinate goals.
>American organizations tend to favor strategy, structure and systems.

 Chris Agyris (1923) – Employee Participation

1. Focusing his research on the co-existence of personal and organizational needs and
found that individuals give priority to meeting their own needs.

2. The greater is the disparity between the individual and organizational needs, the more
tension, conflict, dissatisfaction and subversion result.

3. Managerial domination causes workers to become discouraged and passive. He

believed that is self-esteem and independence needs are not met; employees will
become discouraged and troublesome or may leave the organization.

 Rensis Likert (1903-1981) – Linking-Pin Concept

1. Managers’ form groups for supportive relationships and that those groups are linked
by overlapping groups of managers. This facilitates three way communications.
2. Types of Variables in Organization
>Causal Variables - leadership, behavior, organizational structure, policies and control.

>Intervening Variables – perceptions, attitudes, and interventions.

>End Result Variables – measures of profits, costs and productivity. Managers may act
in ways harmful to the organization because they evaluate end results to the exclusion of
intervening variables.

3. Developed Likert Scale which measures several factors related to leadership behavior
process, motivation, managerial influence, communication, decision making
processes, goal setting and staff development. Likert scale questionnaire includes
measures of causal and intervening variables.

4. Types of Management System

>Exploitative-Authoritative Management System

least effective performance
managers show little confidence in employees and ignore their ideas. Employees do not
feel free to discuss their jobs with their managers.
goals are determined by the top management and established through orders.
One way Communication - directed downward. Allowed no input, the employees resist
the organization’s goals and develop an informal organization of their own.
policing and punishment are used as control functions by top administration.

>Benevolent-authoritative Management System

manager is considering to employees.
employees ideas are sometimes sought, but they do not feel very free to discuss their jobs
with their managers.
top and middle management are responsible for setting goals.
little communication and it is mostly directed downward after being censored by the
manager and is received with some suspicion.
managers do have some knowledge of the employees’ situation and employees are
occasional consulted for problem solving.
rewards and punishment are used control functions.
there is usually an informal organization resisting the formal one.
Consultative Management System
manager has substantial confidence in employees. Their ideas are usually sought and they
fell free to discuss their work with one manger.
responsibility for setting goals is fairly general.
the upward and downward communication has limited accuracy and is accepted with
communication,
managers are familiar with the employees’ situation.
broad policy is set at the top with delegation; goals are set after discussion; and there is
decision making throughout the organization.
control functions are delegated to lower levels, where reward and self-guidance are used.
sometimes an informal organization resists the formal goals.

>Participative management System

 associated with the most effective performance
managers have completely free to discuss their jobs with the manager.
goals are set at all levels
great deal communication – upward, downward and sideways is accurate and receives wit
open mind.
managers are very well informed about the problems faced by their employees.
decision making is well integrated throughout the organization with full involvement of
staff associates. Goals are established through group action, hence little or no resistance to
them.
no informal organization resisting the formal goals
a control is widely shared through the use of self-guidance and problem solving.

 Robert Blake (1918) and Jane Mouton (1930) – Managerial Grid

1. They maintained that there are Two Critical Dimensions of Leadership:

Concern for people
Concern for Production

2. The results of behavioral studies were incorporated into a grid proposed by Blake and
Mouton. The managerial Grid utilizes the Concern for People versus concern for
Production dichotomy proposes by both the Ohio State and University of Michigan
studies. They depict these on a 9 x 9 or 81 – square managerial grid.

3. The assumption made by Blake and Mouton is that there is a best leadership style
(behavior). The best set of behaviors is assumed to be 9.9 – a high concern for
production, coupled with a high concern for employees. On the basis of the
Managerial Grid, 1, 1 leadership (impoverished) is the least desirable.

4. 1, 1 Impoverished Management – exertion of minimum effort to get requires work

done is appropriate to sustain organization membership.

5. 1, 9 Country Club Management – thoughtful attention to needs of people for

satisfying relationship leads to comfortable, friendly organization atmosphere and
work tempo.

6. 9, 1 Authority – Obedience Management – efficiency in operations results from

arranging conditions of work in such a way that human elements interfere to a
minimum degree.

7. 5, 5 Organization Man Management – adequate organization performance is

possible through balancing the necessity to get out work with maintaining morale of
people at a satisfactory level.

8. 9, 9 Team Management – work accomplished is from committed people;

interdependence through a common stake in organization purpose leads to
relationships of trust and respect.

 Peter Drucker (1909)

 1. Maintains that the only way for management to justify its existence is through
economic results.

2. 3 Areas of Management
Managing a business
Managing managers
Supports decentralization – managers should creates products and markets rather being
passive.
Introduced the Management by Objective (MBO) – relying on self control from above,
managers are directed by objectives of performance rather by their manager. It is more productive for
workers to set their own norms and measure their own performance that for minimal standards to be
set.
Managing the workers
recommends that jobs be designed to fit the worker, that workers be given control over their jobs and that
the workers be considered the most vital resources in the agency.

 George Odiorne (1920-1992)

1. Pioneered the installation of a management by objectives (MBO) system.

2. Advocate effective management through personal and agency goals and had about the
executive’s responsibilities for implementing a management by objective (MBO)
system.

3. Recommend Training by Objectives as an economic strategy for management training.

 Nursing Department
STI College Baguio
Private Road New Lucban

In Partial Fulfillment
To the Requirement of the
Subject NCM 105

Management Theories

Submitted By:
Wee, Jeunice V.
BSN 4

Submitted to:
Mr. Jim B. Montemayor RN, MAN
NCM 105 Instructor