CHAPTER

Departrment of
Political Science

4
Classical Theories
(A) Scientific Management (F.W.Taylor)
(B) Ideal Type of Bureaucracy (Max Weber)
(C) Administrative Management (Gullick, Urwick and Fayol)

AN INTRODUCTION

Organisation is the most significant and integral part of administration. Without proper
into
organisation, no administration can be possible. Administration is an organised activity. It comes
life is
being and gets operationalised only through its organisation. In today's world, one's
Government, Public
inextricably inter-woven with several organisations both governmental like, the
companies,
Corporations and non-governmental or private organisations like industrial and business
turch, private, schools and colleges, and others.
It
Orgarisation is a framework or a structure by which administration gets operationalised.
desired and specified
tacilitates proper utilisation of men, material and money for the achievement of
into
Objectives and goals. It is a special unit with a specific purpose. Each organisation comes
existence with a purpose specific to its genesis.
government,
In each social system, there are at worka large number of organisations such as the
business organisations, hospitals, schools, colleges, universities, churches, clubs, associations, and
into existence for
vuer such organisations. Each has its own purpose. An organisation comes
arrangements
aUSying a purpose and always remains at work for securing it. "Organisations are
designed to work systematically for securing the objectives for which they are constituted." The
Study of Public Administration covers the whole of state administration in terms of its organisations

Structures and functions.

 8
verypopularapproach Decame
scientific by
administrative work.
Management.
activities. the He industrialist, Principles
Fayol,
for study Taylor, administration.
of objective scientists
change. a athge In
papers :
specialisation with
multipleemergence theLutherfocused
Weber attempted
Mooney, who the
principle:Frederick general la rge very
Taylor's During improving of Atempts theimmensely
(d) (c) (b) (a) the 19th traced and Several inlarge
managerial Gullickand Ruby, and
The The Shop A development of the Taylor Admi n i str at i on/ O rgani s at i on. atnhde systematic
Piece-Ratecontribution "Best principles expressed at The complex, sBudynunmber scienceandof
Art
PrinciplesManagement and a Winslow the on the approaches
new later undertook (A) productivity Gullick popular.
of technical attempted
management early
systematic scientific
Cutting problems. class-the part SCIENTIFIC Lyndell Administration. Public of
System of
of concept ofhis study
of to of Taylor admiristration and part the social of
Scientific
competence.
the a the ideas and of
approach came stu dy
Scientific Metals
(1903). (1895). more researches
to Urwick'and technology,
development Themanagerialclass.
Now, 19th Urwick theof study Public
bring is is Bureaucracy efficiency in to of scientists.
all-inclusive,
Scientific MANAGEMENT
a
generally 1916 20th and method of
Management (1906). century, true beic
precisionof in and Taylor were Administration.became Publ
science." the others in century.
the analysis developed scientificthe
of
Management the
organisation. his in Administration Naturally,
management regarded very
scientificcomprehensive, new contributed organisation. fore-runners
and bookformulated a of When study
(1911). This Scholars
science THEORY presented organisation
industrial principle 'G eneral
popular by the the came to
management management as
Theory the
of
different sphere of approach
the like
toindustry extensively his Henry as also
climate the is tather OF it be
stressed long theory and can experienced
was social
applicable
analysis FW Industrial extensively to
was studies
term be administration
becatne publ ic
in in of deemed studythe
recorded rationality, the TAYLOR towards of of Henry
the Ideal
approach cameAmerica and toUSA. Scientific to complexity big a
Scientific Management. became used
all the type
Max French conductFayol, back useful
very social of
in togave measurement kinds for advoCated and Tevra
Claxsical
He formulation to
his predictabiity, to be Bureaucracy. manager
Managemert Max the the
inncreasingy
touowu3 encountrconcermed rise believed
of Theory a \ater
human scientific study
for
an
to Weber,
the and part
of in of of oá
 alanagement
d dt ughman InspirationKesults. employersmanagement the worker necessary with
management produce lower
to consumers, tinterests
hat prosperitymanagement is
management Taylor:by
fullest ( 2) register Theory management a ClTheor
as icalies
mental thìs (3) this, price the 1) 4) The(3) (2) (1) ScienceTheof Its
Bringing
Taylor must Scientific more, result and DevelopmentIntimate The The popularity
process for realisation
should physical
he much for
revolution. enables for in of
but right be theory
tobelieves enables theintentions scientific each is is education Scientific
Scientific
andDevelopment
develop
systematically larger th e of true a th e
of
there advocates togetherthe accept to and
bringing the and Selection products shape higher employe. management is gave
job. of Secure objective
of that Taylor profits. the friendly
of selection to
The is worker his th e intellectual management of science
resting on
usually He their worker productivity of
employers, a its
that natural
worker, every higher maximum True of
concept
together believes to of a strongest
toScience views, and strongly and the co-operation of true
it developing
an do is thoroughly worker to
consumers.wages Science basedon
hi s capacities. and qualities
Progressive receive workmen. science.
opposition
ofthe the methods, development
workmen. of protagonist
scientific that work Work of advocates shouldworkers rests prosperity
management responsibility to has
to of
workers offer for higher upon laws,
fixed between four
efficiently. and tools For potentialities the true Work.
trained. Thus, equally and aspects
anagement from him Development
the the workers, the basicofnamethe
Scientifically and this wages, consumers. for science
the were opportunities effective need the view management The mern.and
and purpose, Taylor benefit
side Taylor ofconditions science
the rules
and
the always the for to and greater that employer, foremostof Taylorism.
primar1ly
workers of performance
feels select management.
management
strongly development. makes all The there
the Selected it of of scierntific
willingly. was for that only the people-
workprofits primary principles. The guiding
management.willing it is
involvesneeds advocated necessary
advancement it
those possible no coupled
and is Workmen.
of enables management as
to to the work. workers,
to inherent Taylor
a Trained Heworkers the concern principle
psychologicalco-operate inspire responsibility with
a to insists
for an
managemernt
complete Taylor the object of
ensure to However, The organisation
the employers
conflict
of mainpointed
principle the Men do who organisation Taylor a of
the that maximum described
maintains with workers.
for that scientific scientific
out
mentalchange possess in
job of every along
69
the rule Best the and and was the that
to the to
70

evolution on the part of workers and management regarding their duties

ROwards their fellow workers and towards their daily problems. towards
Accordingto FW Taylor, In every organisation, a conflict exists between workers
and
improper division of output. To avoid this conflict, it is essential to change the

For this purpose, Taylor propagates the concept of mental revolution. In

mental attitudes management
success of the mental revolution process, it is essential to select workers
in a
order to
scientific selection and training can go a long way in securing a conflict-free
scientific wa
organisation. It constitutes an essential step for developing the sense and
workers. environment
spirit of wotk
amOng the
(4) Division of Work and Responsibility. In the traditional
bore the entire responsibility for work while the management had a management
theory, the
concept of scientific management advocates equal responsibility of the lesser
this purpOse, Taylor wants a due division of labour and sharing ofmanagement and
responsibility. Tawolertk'sers
management and workers. Division of work can surely create understanding.
and
responsibility betwowrkeeners. thFoe
between them. mutual dependence
Thus, Taylor's scientific management theory
which stands for a particular dimension of revolves around four important principles eacth i
organisation.
We can summarise the five key principles of
Scientific Management as:
(1) Science, not rule of thumb.
(2) Harmony, not discord.
(3) Cooperation or cooperative
endeavour and action, not individualism.
(4) Maximum output in place of restricted output.
(5) Development, efficiency and prosperity.
Scientific Management Theory:Critical
Evaluation
Most of the criticism against Taylor's
scientific
by them that the techniques used by scientific management
management comes
are in from oftheadditional
fact tools exploitation
Marxists.n
of labour by the capitalists. Other critics of Taylor's theory include Trade Unions and Organisd
Labour,Managers, Human Relations
Theorists and Behaviouralists.
Several labour leaders and the trade unionists holdthe view that, "Taylor's concept ofScientifi
princjpleof
Management is not only destructive of trade unionism but also a ofthe aspects
collective bargaining". Most of them argue that destroyer mechanical
of work and less with the Taylor was more interestedin the
total work-situation of an
organisation.
Blasical
Theories

Venkateshwarlu, "Taylor's axiom was that for every operation, a worker has to carry out
AccordingtoB.
way. The worker has to do
his work in accordance with the best norms thereby econornising
money of the enterprise. In order to encourage him to conform to the norns and to foster
onebest
the time and
motion, worker is offered a system of bonuses."
emulation,the

Scientific Managenment
(Taylorism) seeks to establish the conditioned reflex most profitable for
enterpriseto produe ahuman production automation, physically conditioned and stimulated by
the spray of prestige and material spring of the bonus. And this brought the
enterprise
psvchological
protits not onlv by
socientifically exploiting the labourers or their labour but also an attendant
huge
proessof
capitalist division of labour resulting in de-skilling that conditioned the physical and
off human beings for the sole purpose of profit making.
l faculties
mental

Robert Hoxie, who conducted investigation for the United States Commission on
Prof.
In~ustrial Relatios, criticised Taylors Scientific
Management as it was concerned only with
mechanicall aspectsand ignored the human aspects of production.
did
Taylor's approach of scientific management was also criticised by managers. The managers
(Authority and Control) method.
appreciatehis scornful comments on the rule of the thumb
not
Oliver Skeldon and
Among others who criticised Taylor were the British management thinkers,
Taylor's Scientific
American business philosopher, Merry Parker Pollett. They charged that
Management was un-human and mechanical in approach and content because it grossly under
emphasised the human factor of organisation.
management.
Elton Mayo, the human relation theorist, was also critical of Taylor's theory of scientific
According to him, "it is not the structural arrangements which are important for increasing productivity and
attitude of the worker towards his work and his
eficiency in the organisations but it is the emotional
colleagues.

Behaviouralists criticised Taylor's Scientific Management on the ground that "it ignored the initiative of the
Worker, his individual freedom and use of his intelligence and responsibility."

Despite these points of criticism against Taylors theory of scientific management, his work
Vemains important. He must be regarded as a pioneer in the study of workers at work. He was the
person to initiate the quest for better performance at work. He was also the first to apply
yuanttative techniques to the study of industrial management.

It n course of time, Taylor's scientific management approach became something like a movement.
had a tremendous impact on the industrial practices of Germany, England, France, Japan,
(erstwhile) U.S.S.R., and other European countries. Scientific Management was also supported in the
(erstwhile) U.S.S.R. and Taylor's principles were included in the curriculum of the education and
training of engineers. Lenin advocated its use.
 79

Clas ical Theortes

He observed, "We must introduce the Taylor system and scientific efficiency of
Combining the system with reduction in working time, with the application of the labour throughout
and work organisation undeterimental to the labour power in the working population."nevw methods of
Russia by
(B) BUREAUCRACY AND IDEAL TYPE OF BUREAUCRACy .
production
THEORY OF MAX WEBER

In the realm of Public Administration, Bureaucracy is the dominant form

of
word bureaucracy is often used in a negative sense. It is commonly used to describe the organisation. The
self-conscious, and high tone attitude of the civil servants. It is also used to
administrative hierarchy which stand entrusted with managerial functions. It is denote
the top stif -necked,
also used to levels of
system of governane by bureaucracy. This is, however, a negative and limited view of denote
a

administrative buureaucracy.
In reality, Bureaucracy is a specific form of social organisation for
human sociologist, Max Weber (1864-1940), was a pioneer in conducting a purposes. The
systematic
Bureaucracy. According to him, Bureaucracy means, "an administrative study of
body of appointed
It is abody of appointed officials, a definite and
distinct group, whose work and influenceofficials.
can be
seen in all kinds of organisations." Bureaucracy is found in
every large and complex organization -
political, religious, business, military, educational and others.
Bureaucracy includes the whole class of employees who work in an organisation for
securing the
organization's objectivesand goals.

BUREAUCRACY:VIEW OF MAX WEBER

Weber's analysis of bureaucracy is governed by the objective of discovering the laws of
soiai
behaviour and the conceptualisation of ideal bureaucracy. Weber wanted to show to
what extet
bureaucracy was rational to the complexities of modern society. He wanted to prove that
the
rational method of securing uniformity and coordination in the working of
devise efficient procedures for every type of work. bureaucracy we

In fact, the credit for laying down the fundamental features that always characterise a
Weber.
bureaucracy, whether belonging to a capitalist society or a communist belongs to Max
He was the first person to identify all the essential characteristics whichsystem,
can be used asa standardfor

judging whether an organisation was qualified to be a identified as

bureaucracy or not
Essential Features and Properties of
Bureaucracy meets or
According to Weber, an organisation can be called only when it
approximates the following criteria: Bureaucracy
ioalTheories
73
officials are personally free and
(1) The subject to authorities only in respect of their impersonal
official obligations.
The presene of aclearly defined hierarchical organisation.
Eah office having a speifically defined sphere of competence in the legal
sense.
A Flling of offices by a tree contractual relationship. The employees and empioyers have a
contractual relationship.
E Selection of the candidates for various posts is
done on the basis of qualifications and merit,
as tested through competitive examinations or
interviews or both. Posts requiring technical
qualifications-degrees and diplomas, are filled through merit-selection. The candidates are
recruited and appointed and not elected to the posts.
(6) The officials get fixed salaries in money and for the most part,
with a right to pension. The
salary scale is primarily graded according to rank in the hierarchy; but in addition to this
criterion, the responsibility of the position and the requirement of the incumbent's social
status may be taken into account.
(7) The officials cannot be normally terminated except on specific
charges and after full
enquiry. Whenever any disciplinary action is to be taken against an official, he is given the
opportunity to defend himself. The official is, however, free to resign at will.
(8) The job of the official is regarded as a career. There is a system of 'promotion' according to
seniority and merit or achievement. Promotion is dependent upon the judgment of the
superiors.
(9) The official is subject to strict and systematic discipline and control in the conduct of his
office.
(10) The office is treated as the sole,or at least the primary occupation of the incumbent.
01) The official work is spared from ownership of the means of administration and without
appropriation of his position.
ese are the major essential features of Bureaucracy. Any large scale organisation having these
eatures can be identified and described as
Bureaucracy.
ax Weber was also of the view that bureaucracy, is value- neutral in the sense that it is to
cbjis ectively apply the rules and regulations to all cases. It is impersonal in the sense that the authority
exerci
whichh
sed by the officials in their official capacities and in accordance with the rules and regulations
clearly definetheir powers and jurisdiction.
Analysing Weber's Model of Bureaucracy, Dr. S.R. Maheshwary observes, "Bureaucracy emerges as
uniquely impersonal, neutral, passive and instrumenta. It is the instrument for running the administration
whether of the state or any other large scale organisation".
 74

FIVE FUNDAMENTAL PRINCIPLES INVOLVED IN THE

ORGANISATION OF BUREAUCRACY:WEBER'S VIEW
Clas ical" Theury
While analysing the basic principles which provide basis to bureaucracy, Max W
beliefs' upon which rests the organisation of Bureaucracy. These five beliefs
provide Wea ber lists five
to bureaucracy. These provide answer to the question as to why a special legal
autthehority- rational basis
has to be organised for exercising the authority of the government and running
the state, and upon what principles it has to work ? bu reauc
administrationtacy of
These five beliefs, as discussed by B.B. Misra, are:

(1) Alegal norm can be established either by agreement or by imposition with a to

obedience on the part of the members of a corporate groupP or organisation. claim
organisation can be bound by defined authority relations. Who is the higher?,Members of an
subordinate?, and Who obeys whomin which area?, is also defined Who is the
by legal rules.
(2) The law is a system of abstract rules covering all possible cases of conduct
organisation, the administration of law means the application of these rules to within the
cases. particular
(3) The fundamental source of authority in the legal type is the authority of the
order of an officer holding a specifically legitimized status under rules with theimpower
personalh
issue commands to the subordinates.

(4) The person who obeys authority does so in his capacity as a member of the corporate group
and what he obeys is only the law and the rules based on and derived from law. He obers
not the officer but the authority or rank or position of the officer.
(5) The members of the corporate group, in so far as they obey a person in authority, do not
owe this obedience to him as an individual but to the impersonal order. In other words,
there is an obligation to obedience only within the sphere of the rationally defiai
authority which, in terms of the order, has been conferred upon him. The oficers a
subordinates are bound by rational and legal authority relations.
These principles underlie the organisation and working of bureaucracy.

IDEAL TYPE OF BUREAUCRACY: THEORY OF MAX WEBER

fiveasthe
Out of these features, Weber lists, as Pfiffner and Sherwood point out,the following
essential ingrediernts of ideal bureaucracy: under
lower office
(1) Hierarchy. The organisation follows the principle of hierarchy with each
the control and supervision of a higher one.
dlassial
Theoriee

Specialisation. Incumbents are chosen on the basis of merit and ability to perform
(2) specialised aspects of a total operation.
that the
Specified Spheres of Competence. This flows from the previous point. It suggests
(3) clearly known and observed in
relationship between various specialisations should be
practice. In a sense, the use of job description in any organisation
is a practical application
of this requirement.
organisation based on established
Definite Norms of Conduct. Bureaucracy has to be an
that may be left
miles. There should be as little as may be possible in the organisation
actors within the
s1nnredictable. Policies should be enunciated and the individual
oreanisation shouldsee that norms are duty implemented.
recorded as a means of
Records. Administrative acts, decisions and rules should be
ensuring predictability of performance within the bureaucracy.
continuity, discretion,
Bureaucracy reflects precision, speed, unambiguity, knowledge of files,
personal costs. Bureaucratization
omit strict subordination, reduction of friction and of material and
specialising
oers, above all, the optimum possibility for carrying through the principle of make
Weber wants to
administrative functions according to purely objective considerations.
He seeks to make it a natural
bureaucracy an efficient instrument of policy implementation.
instrument with the qualities of expertise, impartiality, stability and anonymity.
act as advisors to their political
According to Weber, the main function of the member of Bureaucracy is to
of alternative policies.
masters, to present facts of cases and to suggest policies with the implications
basis of knowledge. So, if
Bureaucratic administration means fundamentally the exercise of control on the
behaviour".
Dureaucracy is to operate successfully, it must attain a high degree of reliability of

WEBER
CRITICAL EVALUATION OF BUREAUCRATIC THEORY OF MAX
scholars, Marxists as
weDer's Theory of Bureaucracy has been subjected to criticism by several
well as non-Marxists.
Bureaucracy is not a tightly fixed
) Bureaucracy does not have a definitely fixed structure.
Its operation is
re as assumed by Max Weber. It changes according to the changed conditions.
influenced by changes in the environment within which it works.
irat points out, "To administer a social organisation according to purely technicalcriterion of rationality
is irational because it ignores the non-rational aspect of social conduct. Organisations always develop new
forms and new procedures and hence keep on changing or developing."
 Liassttal Theort
Seizwick, Weber failed to
76

(2) Weber's
Modelis very Formal.Inthe
opinion
structure
of
create new
influences under the
poweful understanàwhich,
of the
impact
the dynamics of
administrative
by themselves by becoming
sole emphasis on the participant power
in
fact
the
that objects
administrators seektheir Weber's concept because
of his otstudy totmal
condemns
relationships. " He bureaucracies.
organisationas place. Every
state has its
organisationsi.e.
from place to
bureaucracy
OWm of system
differ differs from
Bureaucracy is bound to
environment.
Naturally, state to State and
(3) its social
suits
bureaucracy which
time to time. bureaucracy are often similar in each
even from components of
"Whilethe
structural seated cultural values play an important milieu,
Presthus,
Inthe words of manifestations are quite
different. Deep
values do not assign a high priority to
role in
the behaviouralbureaucratic behaviour and
characterizing
where
structure
social
of
objectvty.
bureaucracy is of little relevance as a guide either to
economic gain, the manifest
productivityand goals".
or to its real
its performance
Marxists criticise Weber from an ideological angle. They hold
Marxists. The
(4) Criticism bythe involves a defence of
the capitalist domination over society.
of bureaucracy
that Weber's model capitalistic expropriation of society. It patronizes exploitation in
tool of
Weber makes bureaucracy a
value-neutralism and objectivity.
the name of concent i
Weber's
Incomplete. Some critics are of the opinion that
(5) Weber's Model is
view.
incomplete from the behavioural point of
authorty
on control through rules and hierarchical
According to Merton, "The bureaucratic emphasis
also encourage behavioural rigidity, an unwillingness
relationship, while intended to increase productivity, may
defensiveness at the individual and group levels throughout
to make risky decisions and a general attitude of
the organisation'".
its behavioural
Weber seeks to analyse bureaucracy in terms of rules and regulations and ignores
and operational parameters.
inadequate
(6) Inadequate Theory. Weber's theory of bureaucracy stands also criticised as an
theory. It is inadequate to meet the economic and socialdevelopment needs of developng s
To some extent, it can be used in developed countries but it cannot be used in developin~
developmentin
where bureaucracy has also to act as an instrument of Socio-economic-cultural
Works.
accordance with the recognised values of the society for which the publicadministration
of
In fact, Weber's attempt was legalistic theory
to totally rational, formal and
construct a human
bureaucracy. He never aspectsof
bothered to give any real importance to the non-rational
behaviour in organisation.
 asoal
Iheories 77

Despite the
above discussed points of criticism, it must be accepted that Weber's Theory of
Bureaucracyhas been responsible for encouraging social scientists to undertake scientific study of

aspects of Public Administration. His theory presents a legal framework within which a
various organised and carries out its work.
modern bureaucracy getS

(C) ADMINISTRATIVE MANAGEMENT THEORY:

LUTHER GULLICK, LYNDALL URWICK AND HENRY FAYOL
The Classical Theory of organisation is also called Administrative Theory. It came to be
developedinthe early part of the 20th century. Henry Fayol, a French manager and industrialist put
forward the basic premises of the Organisation Theory in his book 'General and Industrial
Management'(1916). It was followed by the publication of another important work 'Onward

Industry' written by James Mooney and Alan Ruby which was published in 1918. Still later in 1937,
Paperson the Science of Administration', an edited work was brought into print by Luther Gullick.
All these
works and several others played a big role in the development of the science of
administrationin the first half of the 20th century.

The general issues and features of Administrative Organisation were for th first time subjected to
sstematic theorising by Henry Fayol. Later on, these theories were developed by Gullick and
Urwick. They formulated a set of universally recognised principles of organisation. These
fiormulations came to be collectively called the Classical Theory of Organisation or simply the
Administrative Theory.

Why is it called Classical Theory of Administration ?

It is called 'classical' because it has been one of the earliest formulations based on a systematic
analysis of organisation. It accepts the view that in administration, organisation is the primary unit of
analysis and design. The classical theorists believe that a science of administration can be developed
on the basis of several fundamental principles of organisation as well as on the basis of the
eperiences of the administrators and administrations. The classical theorists have played their part
" getting accepted that administration, which was originally being regarded as only an art, could be
eveloped also as a science of administration. In fact such atransformation got a beginning under the
influence of the ideas of Fayol, Gullick and Urwick.
Since Administration is a highly organized system, the Classical Theoriests describe it on the
basis of the concept of organisation and its basic principles. They give more importance to the
Structure of the organisation than to the role of the people working in the organisation. They
Concentrate their efforts upon the study of organisation in terms of its hierarchical structures and
functions.
 78

In his book Elements of Administration', Urwick defines an organisation as:

are necessary to any purpose and arranging themin groups which may be
Conceptualised an organisation in terms of designing of the administrative structure
Clas ical
"determining activties
assigned to what
Thest
The Classical Administrative Theory is closely related to the
Organisation. Both these theories are largely deductive and take a
in
Bureaucratic
normative
div duals". He

Both advocate formal organisations, both place emphasis upon

certainty, hierarchy and professionalism.
Th
order,eor y
objectivity, organisation,
view of
t

1. ADMINISTRATIVE THEORY OF HENRY FAYO

ra tio na lity,.
Henry Fayol was a French engineer who served as chief executive of a big
coal and steel
during 1888-1919. He was one of the first few theorists to present a general
theory of Compary
administraatdmiionnistrbutatioalson.
He advocated that its general principles were applicable not only to business
to the government, religion and other organisations at work in society.

According to Fayol, "Administration is a process that must be carried out at all levels of
the main elements of administration are planning,
organising, commanding, co-ordination and organisation
controling
and

Henry Fayols Administrative Theory:Basic Functions and 14

Principles
Henry Fayol's Management (Administrative) Theory is a simple
model of how management
interacts with personnel. It covers concepts and principles ina very
broad way and consequently, his
theory can apply to any business or industrial or
government or private management. It constitutes a
relevant guide to productively managing staff involved in
management of any organisation.
Five Basic Functions

Fayol identifies five basic functions of organization. These are performed by every organization,
whettier big or small.
(1) Planning.
(2) Toorganise both men and material, division of work and specialisation.
(3) To command or to tell the
subordinates, what to do?
(4) To coordinate
(5) To control
 79

Soaiaheorties

Principlesof Management : Fayol

14
Favol'stheory presents 14 principles which can be
productively used by any organization
Henrv personnel for planning and controlling production.
itteratingwith its
Ar Administrative Theory involves a broad explanation of 14 Principles of Administration in
Favol's
After dealing with and observing the operation of management in practice
in large
prattalwa.
ganisations, Henry Fayol explained 14
cardinal principles of management. These can be briefly
tollows;
iibedas
Division of, Labour : Specialisation :
Personnel of each organization are specialists in different
1.
have different skills. On this basis division
of labour is made. Fayol was certain that this
and
areas
based on expertise and specialisation promotes efficiency in the workforce and increases
dision
Rductivity. Thhis principle of management is applicable
to both technical and managerial activities
dtheorgnaisation.
a system of authority and
Authority and Responsibility : Every organization has as orders to
SOnsibility. Orgnaisation has the power of authority, the managers have the right to give
subordinates. Authority is always accompanied by Responsibility. The rule of responsibility of
always at work. As
bs 2uthority-holders to perform their responsiblities in their performances is
the samne coin.
sih Authority and Responsibility always go together and the two are like two sides of
are directed at
3. Discipline : Discipline is respect for agreements and rules of conduct which
atieving obedience, application, energy and outward marks of respect. According to Fayol,
iscipline demands good superiors at all levels. Respectful conduct on the part of subordinates, clear
zd fair agreements and judicious application of penalities.
4. Unity of Command: The 4th principle of the 14 principles of management as defined by Fayol,
sÜnity ofCommand which means that subordinates or individual employee should receive orders
om one superior (manager) and he is to be answerable to that superior (manager). Whern orders are
8rei by more than one superior (manager), these can lead to confusion, and even to conflict. Further,
ts principle can enable the fixation of responsibility for mistakes.
5. Unity of Direction : This principle focuses upon unity in the direction towards objectives,
Atagets of the management. All employees deliver the several activities that are linked with
the same
objectives. Allemployees work as one team for achieving the defined and agreed objectives.
areas are the efforts made by the employees in coordination with one another. These efforts are
ng to the settled plan of action. The manager is responsible for this plan of action, and
nonitors the Progress of the defined and planned activities.
6.
Subordination of Individual Interests : In any group activity the interest of the group of
aeemployees should supersede the individual interests of the employees. When the interests differ or
confictual, reconcile these.
it is the function of the managersto
 80

AccordingClas icalThen
7. Remuneration of Employees : This principle stands for due remunerations to
which are sufficient to keep the employees motivated and productive
remunerations and the method of payment should be fair and he toempoy
capable of
Fay te
satisfaction to employees and employers.
8. The Degree of Centralisation : In the organization management
and authority
ensurin% maximu
making process must remain properly balanced. This depends on the for decisiCn
organization including its hierarchy. In other words, the degree to which volume arnd size of
concentrated or dispersed in the organization is essential. Abalanced centralisation of the
performance and productivity or yields.
systemn can give the
abesutht oroverity l 's

9. Scalar Chain : Hierarchy or Scalar principle is essentially present in

Fayol's hierarchy management principle states that there should be a every organisation. Henry
clear line in
authority from top to bottom and in respect of all managers at all levels. the area o
Hierarchy
is a

emergencymanagemert
structure. However, each employee can contact a manager or a superior in
any without
challenging the hierarchy.
10. Order : The order principle refers to the arrangerment of
things and persons (men ami
materials) in the organization. In other words the employees of the organization must have access ih
right and needed resources for properly functioning of the organization. Further, the workine
environment must be safe, clean, tidy and well-arranged.

11. Equity : Equity is a core value of an organization. It means all employees must be treatet
kindly and equally. It is utmost essential for ernsuring loyalty and devotion of the employees towarts
the organization. The managers must act with kindliness and justice towards their all subordinates
equally.

12. Stability of Tenure of the Employees :Managers as well as employees need time to leam
their jobs and use their learning and experience for serving the organization in a productive wa
enables the
towards the achievement of set goals, targets and objectives. Stability of employeesand sufficient
organization to have the right personnel in the right place. Change of positions
opportunities for development must be well-managed by the employers.
motivated
13.
Initiative : Employees must be allowed to express new ideas. They should also be
turn
for innovation. Initiative on the part of employees gives Organization and in
strength to the responsibilities.
encourages the employees to remain involved and interested in discharging their
and unity
involvement
14. Esprit de Corps : This principle of management stresses the need for in their workplace
of the employees and managers to ensure a high morale of the employees Fayol14
Henry
individually and collectively with a strong bond of unity. This last principle of (workculture)
principles of management places high emphasis on the development of the culture
 81

imutual trust and

environmnentof understandingamong the employees and managers
an
Aeing

teoganizaton.

to
Fayol,these 14
principles of management can be used to manage an organization
Aamding
toolsfor planning processes, management, organization, management, decision-
controland forecasting.
oordination,

Gullick. and L. Urwick improved upon these principles in their administrativetheaories.

Luther

ADMINISTRATIVE THHEORY OF LUTHER GULLICK AND LYNDALL URWICK

2Al
the view of Fayol by advocating his POSDCORB view of administration. Each ietter
tried improve
Qilick to mean a definite thing.
wastakento
lem
his
p-Planning.It means: working outthe things that need to be done and the methods for doing
enterprise.
euch away as can accompisn the purpose set for as
0-Organisation. It means: establishment of the formal structure of authority through which
sub-divisionsare arranged, defined and coordinated for securing the defined objectives.
s
$-Staffing. It covers the whole personnel function of bringing in and training the staff and
of work.
itaining favourable conditions
n.Directing, It involves continuous task ofmaking decisions and embodying them in specific
si peneralorders, and instructions,and serving as the leader of the enterprise.
Co- Coordinating. This means the all important duty of inter-relating various parts of the work
zd making them work in a coordinated way.

R- Reporting. It means: keeping the executive informed as to what is going on, which inchudes
eng him and his subordinates and himself informed through records, researches and inspections.
e $- Budgeting. It covers all that goes with budgeting in the form of fiscal planning, accounting
zd financial control.
t

these are deemed to be absolutely essential parts of every organisation.

d
ssical Theory: Main
Principles
Urwick<has identified eight principles of classical administrative theory. These are :
ity
ace
The Principle of Objective -Each organisation should be an expression of apurfpose.
14 2) The
re) B) The
Prin ipl e of Correspondence' - Authority and responsibility must be co-equal.

Princi ple of Responsibility - Responsibility of higher authorities for the work of

subordinates is absolute.
 (4) The Scalar Principle Apyramidical/scale type of work structure is Cl as
esserntialiy
ical Theorie Classica

every organisation.
buit upin
(5) The Principle of Span of Control - Each administrative officer is to.
defined number of subordinates. exercise control M
upon c
(6) The Principle of Specialisation - Limiting the work of an employee or a 2.
single furnction.
(7) The Principle of Co-ordination - Inter-relation of various parts of the
structure to a inter
vario
organistion is a set of coordinated parts or structures. organisation. Each cOord
effici
(s) The Principle of Definition -Clear prescription of every duty.
A

LUTHER GULICK ALSO LISTS THE FOLLOWING AS THE PRINCIPLES OE inteL

ORGANIZATION:GULLICK ELABORATED, EXPLAINED RECATAGORISED Tur

BASIC PRINCIPLES AS DEFINED BY FAYOL
(1) Division of Work or Specialisation.
(2) Basis of Departmental Organisation.
(3) Co-ordination through Hierarchy.
(4) Deliberate Co-ordination.
(5) app
Co-ordination through Committees. situ
(6) Decentralisation.
wh
(7) Unity of Command. cOC
(8) Staff and Line.
(9) Delegation. un
(10) Span of Control.
The BasicPrinciples of
Organisation can be briefly explained as follows:
1. Principle of Work Division. The
work division as a central principle. Workclassical administrative theorists regard the prinae
or
and skill. division is necessary because men differ in
nature, ap
In the words of
its works through Luther Gulick, "Work division is the foundation of organisation. Administration carriesout
several organisations like Commissions. Each
organisation is organised either on the departments, corporations and regulatory Luther Gulick
suggests that there are four possible basesbasis of purpose or
of organisation, people or process or place".
He refers to these as
These are : Four Ps.
1. The
Purpose that the organisation serves.
2. The
Process it uses.
 83

Classtcal
Theories

Persons or things it deals with and works for.

3 The
whichit works
.The Place for are based
purpose/function. However, some of these
the organisations are based on
Most of
other bases also. refersto the
upon
of Coordination. Coordination is an essential feature of organisation. It
Principle the efforts of
2. of various parts of the work divisions. Coordination is essential for uniting
inter-relation
organisation for securing a unified action towards goals attainment. Only a well
parts of the effective and
various deliver the desired goods or services in an
cOordinated organisation can be expected to
manner. Coordination has to be secured through conscious and planned efforts.
pfficient
develops by accident: rather it is won by
Cllick observes, "Coordination is not something that
vigorous, persistent and organised efforts".
intelligent,
Further Gullick holds that co-ordination can be achieved in two ways :
) Coordination achieved by orders from the top to the bottom.
development of intelligent
() Coordination achieved through the dominance of an idea i.e.
singleness of purpose in the minds of those who are working together.
accepted that coordination has to be
While working for securing of coordination, it must be
complex
approached with different emphasis in small and large organisations, in simple and view
variables have to be kept in
situations, in stable and in new or changing organisations. These
preparing the
while planning for securing co-ordination among the all parts of an organisation. While
Coordination plan and network, the nature of organisation has to be kept in mind.
time-tested and
(3) Principle of Unity of Command. Unity of command is another valid
unified
uniformly accepted principle of administration. Each organisation is expected to have a
command structure which is to work under a single command of the administrator at the top.
According to Gullick and Urwick, "Well managed administrative units in government are headed by a
single administrator",
Leadership is vested in one person. The principle of unity of command is opposed to the concept
of aplural board or commission leadership of an organisation. It is based upon the simple notion that
no person can serve two masters. Unity of command keeps the organisation efficient and responsible.
taiso helps the process of coordination of different partsof an organisation.
(4) Line and Staff Divisions among various organisations. Each organisation is basically either a
ihe or astaff organisation. Line divisions carry out the work, while Staff divisions basically help and
8uide the Line divisions, However, some organisations can be both Line and Staff or quasi-Line and
quasi-Staff. In these, a successful and efficient meshing of line and staff functions has to be made.
Further, in each organisation, Staff and Line functions have to be undertaken. The chharacterisation of
 84

an organisation into Line or Staff has to be done keeping in view the major function Clbeinasgical Theoti
by it.
According to Gullick, "Staff experts have to devote their time exclusively
planning functions. Public officials in their everyday life do not
to the
have time to read, think
control
command,
knowing, pthinikerintogrmedand
and meet
subordinates. Hence they need assistance in their central tasks of andco-ordination.
assistance is given by staff experts. Thus the 'Staff is to lessen the burden of
the top exe. their
manned and worked by
Such
5. Principle of Span of Control. Organisation is human
human being has a limnited span of attention. He cannot do
subordinates or even a large number of subordinates. In other
all the work.
words,
He
he
cannot control
has a limited all the
beings. Each
administrator is span of
attention. That is why, in every organisation each higher entrusted with the
subordinates.
responsibility of supervising the work of a limited number,of
the work of more than five or at
As Urwick puts it, "No supervisor can supervise directly determined the
subordinates whose work interlocks. The limits of control are by such factors
as span of most six
imit of knowledge, time and energy, different kinds of work, and size of the organisation" attention.
Referring to the span of control of an administrator, Luther Gullick is of the
view that the chief
executive of an organisation can deal with only a few immediate subordinates. The numho.
determined not only by the nature of work but also by the capacity of the chief executive
The Classical Theory of Organisation or the Administrative Theory offers a set of thess e.
fundamental principles of administration. It holds that Public Administration can be organised n4
operationalised effectively by following these principles. Moreover, the study of Publir
Administration involves the study of organisations or organised structures. This can be done on the
basis of the study of these five fundamental principles of organisation.
During 1930s and 1950s, the Classical Theory of Organisation/Administration remained most
popular and it exercised a big impact on the theory and practice of Public Administration. Several
administrative reforms were carried out on the basis of the principles advocated by this theory. These
served as important inputs for the recommendations made by several administrative retorms
cOmmittees and commissions which were constituted by several states. In the United States or
America, the Brown Low Committee Report (1937) and the Hoover Commission Report were d
influenced by the viewsof the exponents of the Classical Theory of Public Administration.

Classicial Theory of Administration : Critical Evaluation

A general line of criticism against the used the
Classical Theory has been that it has never personal
established scientific methods. Most of the principles of this theory have been based on
experiernces and interpretations of its advocates.
basis,this
(i) Herbert G. Hicks and C. Roy Gullet observe,
"With the absence of a scientific
heory is merely a set of proverbs comparable to folk-lore and folk-wisdom".
 85

HerbertSimon
alsolashes out at some of the principles of this theory, particularly on the
i) division of work, unity of command and span of control. Referring to the four Ps, Simon
of responsibility and specialisation can be on the basis of either function or
of
aples
division
that
or place. However, the Classical Theory fails to give any clue as to which basis is
robjective
particular case. Simon describes the Principles of Administration', as mere
in any
peterable
sofadministration.
it is a
points out an other limitation of the Classical Theory. He holds that
Surba Mangam organisation. It is concerned with
of the marnagement aspect of
ii) hiased in favour
theory.It
is
arnd not with real organisational problems that concern the levels of
management
problems of organisation.
e organizationsas well as the persons working within the
because of its atomistic nature. It looks at individuals in
has also been criticised
ther
liv)This
theory
fellowmen of an organisation. It is mechanistic, static and
as integrated officials or dynamics of organisational
and not it fails to explain the
approach. Because of this fat,
Nolation
in an organisation and less with human being
tionalistic
more concerned with the work done in the organisational machine.
haviour. It is a mere cog in
work. The human beingis considered as organisation.
whocarry
Outthe importance to the human factor of
any meaningful the 20th century, the
nather words, it fails togive expounded in the first two decades of
dassical ideas were thinking of most of the practicing
Though the
still continues to dominate the Organisation Theory. The
thinking development of
Gisical management significant contributions to the which division of work in
aiministrators. Ithas made discover the true
bases on
effective methods of
have attempted to endeavoured to find out an
aNIcal theorists
carried on. They also have outputs of an organisation.
zanisations can be and
securing efficiency in the working
ardinating the work for
Questions for Revision

O8JECTIVE TYPE QUESTIONS

written by
Administration was
AFill in the Blanks (One Mark) Principles of
on the General
1 The work Discourse
of
weregivenby (Classical Theory
2 The 14 priniples of primary functions of
3 There were and(ii)
ayol). ry were
 Department of
Political Sclence
CHAPTER
5
Neo-Classical and
Contemporary
Relations TheoryTheories
() Human
(ii) Rational (Elton Mayo)
Decision-Making(Herbert Simon
A. HUMAN RELATIONS THEORY:
VIEWS OF ELTON MAYO
Human Relations Theory of Organisation is also
its basis several referred to as the Neo-classical theory, It has for
priniples and features of the classical theory.
addition, subtraction and in some way extension of Because it involves a modification.
some of the principles of the
is called
Neo-classical Theory of Public Administration. Classical Theory, it
Human Relation Approach lays emphasis on the
people and their
is unlike the Classical
Theory which places emphasis upon the study ofmotivations. In this respetit
organisation. The term human relations refers mostly to structures and priniples ot
employers which are not regulated by legal relations betweern the employees anu
psychological aspects of their relations. The basic norms. These are concerned with mota a
psychological and social aspect of the worker asassumption of the Human Relations
an individual and his
Theory 1S d
emphasized in every account of
organisation. work-group ous
The basic tenets of the
Human
in 1920s and
1930s. His studies onRelations Theory were formulated by the American sociologist Elton Mayo
Industrial
came be considered as one of the
to Sociology and Industrial Psychology were So profound that he
pioneers of the Human Relations
Elton Mayo Approach to orgaiSauy
concentrated his attentionof such
capacity. He made an in-depth analysis on the
behaviour
factors as fatigue,
of theaccidents,
workers production
productive
and their levels,rest
 an Contemporary Theories
NooClasicaland 97

periods, and working conditions of the industrial workers in the factories, He started his firt
experimerntalstudy in aa textile mill near Philadelphia in 1923. However, the first major
research study
wasundertaken by Elton Mayo after joining Harvard and it was entitied The First Enquiry'.

The next phase of the experiment was conducted bË himn in the Hawthorne Plant of the Western
Electric Company in1930 and 1932. The research established that the social links or hurman relations
amongthe workers were more important in determining productivity than were changes in their
formal working conditions. The high morale of the test group' workers appeared to be the factor
responsiblefor the productivity increases. Hawthorne researches concluded that a worker's feelings
about himself and his work-group were of utmost importance for his work and work capacity There
Was a clear cut cause and effect relationship between the physical work, environment and the well-
heing on the one hand and the productivity of the worker on the other. Given proper ventilation,
normal room temperature, lighting and other good physical working conditions and wage incentives,
workers could produce more.

Hawthome experimentresearch by Elton Mayo and associates led to the formulation of Human Relations
Approach in Public Administration.

Further, Elton Mayofelt that work satisfaction depends to a large extent on the informal social
pattern of the working group. He strongly believed that the supervisor could be trained to play a
iferent role which would help him to take personal interest in his subordinates and discharge his
duties better than before.

The main theme of Human Relations Theory is that 'Humans' are not 'Machines', they are more
important than machines.

Elton Mayo also advocated the view that workers should be made to come out openiy with their
needs and encouraged to interact freely and without fear with company officials. High morale of the
work group was a major determinant of productivity. Hence, imnproving morale and productivity
became the two key milestones of the Human Relations Theory. It led to the emergence of a human
relations movement in administration.

One of the major works of Mayo has been Human Problems of an Industrial Civilisation.

PACTORSINFLUENCING THE EMERGENCE OF HUMAN RELATIONS APPROACH

Deveral socio-economic factors influenced the emergence of the theory and practice of the Human
Relation Approach in Administration :
) Economic Depression of the 1930s. This theory took shape in the twenties and thirties of
the 20th century when there was a general crisis in the capitalist countries. The problemn
became acute due to increased production which resulted from rapid mechanisation.
 Supporters
individual The (1)
(5) (4) produced(3) became
(2)
business.
accelerated Union antagonism
Administration. movements
class working contlict Class a
Approach. the
workers regarded
operations reactionReaction labour. advocating resolutelyasserting attitudes,
of scientific professional rlose
skiTechnological dedicated
enormous Capital industry
brakdown
turnover themsel
the Movementantagonism Antagonism
and
Mechanivessationthemental
conditions and against The
Human th e between the against a skills Intensive
ELEMENTS Increasing
in classmanagement mechanically. it human the and sense attitude losses. of
process The several did worker
antagonism the insistently
of and
Relations in also and not Taylorism. aspectdignity ofAdvancement. Thus
equipment, ompelledredued
worsening the also one-sided to
Industry.
several
of produced countries Birth increase as dignity education theirgiants
introduction
OF workers actedpopularity to
theory Taylor an of
labour considerably.
that
Approach also of work. strikes focus
physical
HUNMAN capitalist of Socialist theappendage nature Theworking in of
class the andinputs
asand
played because they their Technological of monopoBy
During
of productivitysystem Human and and their
the the ofconditions should the this strain
oncentrate antagonisms ofemergence em Marxian the
RELATIONS the for Movements a work. high
countries, employers. sufferings a ignored it or toRelations
humanitarian Consequently, workers and
role period, attention
Human inculcating Taylorism thTaylor e be
wanted labour
writings, in of came
They progress
on of the labour.
their machine treated as capiindusttmoral ery increased on
and of system
Approach to
three particularly
Relations the in the The in to started
APPROACH emergence
the Several acted th e well. ensure
the and the needs be ContemporaryNeo-CaSsiCal
and
Human need The approach as psychological
elemie resolute (Scierntific the
workers carrying as demanding more that used
developing as also human workers Their
fordevelopmentCountries. workers a attention. focus of
Approach of human sOUrce the to stress.
controlling
Relations came to level
character due the out major workers cause
aManagement) beings.
the began
Human beings. felt of Employes or
in a to human
of a into demands
Emerging changes he
aUnited
nd States, specihc
sense lack socialistthe of disgustedtension educaiorn shoula
shK
exIstence They showing
industry Approach of growinthge imoTeand monoqdiesho
the Relators tactor
of of for set states in iou
Trade class gu das of and
with the ofwhich as the and te
in à
 tributions,
anisation
bers.TheSOuring tecutive
he conditions.workIeit Rrk
àNgcating TAvidual auäpative
tuapative eisionalofrsthese t As tude nions -m2n Hman mhasis 2)
efforts
Contemporary ChesterI. Participative nature According
participation natural William and of Social Ttain The
in and
associations character an beings to upon 1 SalContemporandary
of the
group work
managerment
management groupings
formally
G. determines
Mayo, aspect skil s ach basis that
sation members. thesis 1983.
Barnard, the Scottorganisation social are Each
Each For -
group. Indiv d
of
are "Man's " of is
TcachuMaa'alr.tinpatgivement aset
of of
In ofwork are impOrtant a the
of
to the Management.organised observes, of agregarious aspects Work technical,worker The
the the it, Mayo, a the not work the Along work Theories
ion-equilibrium. workers in
groups. in social participating brings
at he was people
specified e
arnature of
Groups personalindiitvyidual Human group
"The group elements social
each also place structures situation work with
organisation advocated influenced and to is
level in their Relations (ntormal
By The the informal in of arnd (Informal
and the different
traits
emphasized the of groups. par t
participative the
and work individuals. social in of logical. job
vides offers of top
Human working his working-relations,
every of
decision-making
Elton by functions 'b
organisation lue by th e 1situation and
seeks to situations". by work It from
Approach organisation)
this
management print' informal focuses
ucements
ction the nature
of ranked Organisation). organisation Each attitudes
Relations organisation. the
theory of of each
secure human management Informal
an the refer persOncertain a other. to
publishedhis organisation. relations and first attention towards
process, formal to organisation.
to dueApproach
of the and human and has Administration It
contributions
the i.e. The
relations human necessity.
to an people th e The attitude,
hascertain differentiates
incentives concept the organisation. among on work.
embers particularly its work Human relations, to
organisation. relations in the
book
"The Human
increasedadvocates The This hopes
aspert group was be beliefs For
social taken advocates
tions.
obtainto or trom ot humanformal
incidental."
ontribution that constitute
Informal fundamental Relations among and
it, one
tisfactions its of Relations associations aspects as and eyery
Funtions emphasis
Emphas1s the beings human
being a individual
orgarnisation which structures expectations
the way
members. the Theory wnrker the
element organisation
Apprvach
relates informal at and
of members of need
reters on fact human life
to ot work
upon the and lays isfrom
by the to the of of of as a tr
nisation
tives."
Overali
designing relations principles.
formal
conceives team
In organisation.prescribed
administration/organisation. uponthe
the The objectives:
three Svstems.
of Thus, organisations of these These 100
whichHuman people (c) (b) (a) Human motivation heuri
As
sthe
a
words (3) communication. (1)
(2Enhance
) Informal Regarding These are
social of human
by Stimulation
the Achievement
Encouraging effectiveness. and Nigro theorists. elements
an Informalities menbers.among the
of get organisation It laws,
so Human Relations Maintainthe ole views
nvironment developed Relations is organisation and and real
Michael relations were the in
opposedrelated rules decision."Nigro the ofobjets
determine
Relations of of Approach
of presene
artificial developmentBarnard
P. theory
co-operation high and observe,
in that and of prescribed social-psychological ot
within
Barber, as to the The activities performs
the the the
aregulations. systems of study. the
formal Theory productivity were
an work places efforts working
work advocates both "Barmard's quality
isation "The mechanistic and objectives receivedof
groups group places allow three andformal the
emphasis design ofThis avoidance
Human of and that they theories and
each the functions and
inducement-contributions
of theory and emphasis
an low and cohesiveness of grew well quantity
which an orand duty organisation the members of by
Relations upon plan less of
absenteeismsatisfaction informal
association. formal organisation out motivation the
ates contributes :
based conceives upon destructive upon of of
the to human work
proach informal
organisations,
human conception the develop the
upon and the among of and
ais formal
of humanconflict. its should infuenced
greatly
theory relations produced
to an its members. organisation organisations, decision. Neo-Classtcal
is factor
human
and well feelings
the productivity
organisation the
ncipally of structure strive Barnard
to understood, common
an
arnd workers. by
trive informal of the and
to by
organisation secure personal natural
which
were
thought
that organisation,.
tHenceContemporary
to informal purpus, and creating His
oncermed asdepends
hieve definite functions
a character theorñes
later ideas
importance
in
gioup practice relations forrmal played Theortea
the with and which mor
as ot a
ations.
nether Own An founding Pproach
fathersinadvanced efforts
development Mavo
informalorganisation. bold a Theory. mtagonism
Relations
dyements as
Pnciples
organisationHowever, FTais1ng No Despite Approach,
Einallv,
Relations
Human Tiedlu, uimoanns
ublc and to one
methodology ofoin ignoresy, it
nr ganisationrel. ahtSecondl Human
First,
particularhave crit cal The
and
Administration and toadministrative organisation nelations-oriented
results Contemporary
Theories
and
organisation, the can timely
It these not
has Marxistthe critics
to of No
HuEval
man uation of
deserve Humanthe the was another
the has a deny subjected
criticismbeen
Human of good fromtheory points puttingorganisation show Relations
two the most the
attempt are supervisorsfor Relations
human is
both the inthe result been
respect human work organisation of technique scholars to forthitis
s of
mensions. complete
has Peter determining of Petera the Theory in Human
lations formal a subordinates importance criticism, th e
Relations Public given methodologythe definite
lack
of to economic
can Approach on
to
but relations been done
an
accept opinon
Drucker also
are views. without union
in it works in
Administration. innovative due work Relations
dimension as indeed by it exploit general
an cannot
Human Approach is has the of must
concept Elton of and importance representations.
dimension
sation has the Daniel
Bell that of criticised theon
productivity
an been critical
be phenomenal. the well highlight be workers. th e awareness three and
organisation.
Mayo humanist and Human
adoptedRelations Theory
Relations used field of accepted adequate th e
of
administrative not a
theory. observed: useful theof
wellas great in of major
for and It views
Elton
get by of organisation.
Approach the
complete human has of
view
approach
the that analysing accounts.
eloped He significance. Marxists theory. the the finances. of
an other a human ground of
study "The helped
work-group. Human opinion economic
human is of Harvard
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