A) Discuss the Theory and Author Focused on Management Processes (10 Marks)

Henri Fayol, a French mining engineer and director, is recognized for developing the
Administrative Management Theory, which emphasizes the management functions
necessary for effective organizational operation. Fayol identified five key functions of
management: planning, organizing, commanding, coordinating, and controlling. His work
laid the foundation for modern management practices and highlighted the importance of
systematic management to achieve organizational goals.
1. Planning: Setting objectives and determining the actions required to achieve them.
Involves forecasting future conditions and making strategic decisions.
2. Organizing: Arranging resources and tasks in a structured way to meet organizational
goals. This includes creating a hierarchy and defining roles and responsibilities.
3. Commanding (Directing): Leading and motivating employees to achieve organizational
objectives. This involves issuing instructions, guiding, and overseeing the workforce.
4. Coordinating: Ensuring all parts of the organization work together harmoniously. This
requires integrating activities across different departments and ensuring effective
communication.
5. Controlling: Monitoring performance and making necessary adjustments. This involves
setting performance standards, measuring actual performance, and taking corrective
actions.
B) Discuss the Theory and Author Focused on Improved Labor Productivity (10 Marks)
Frederick Winslow Taylor, an American mechanical engineer, is credited with developing
Scientific Management Theory. His theory focuses on enhancing labor productivity through
systematic analysis and optimization of work processes. Taylor's approach involves the following
key principles:
1. Time and Motion Studies: Analyzing tasks to determine the most efficient way to perform
them. This involves breaking down tasks into smaller components and timing each part to
find the best method.
2. Standardization: Developing standardized procedures and tools to ensure consistency and
efficiency in task performance.
3. Division of Labor: Specializing tasks to improve efficiency. Workers focus on specific
tasks where they develop expertise.
4. Incentive Systems: Implementing performance-based incentives to motivate workers to
achieve higher productivity.
5. Management Responsibility: Managers are responsible for planning, training, and
monitoring to ensure workers perform tasks efficiently.
C) Advantages and Disadvantages of Bureaucratic Theory (10 Marks)
Max Weber, a German sociologist, developed the Bureaucratic Theory of management. His theory
focuses on creating a structured and formalized organization governed by clearly defined rules and
procedures.
Advantages:
1. Clear Hierarchy: Establishes a well-defined chain of command, ensuring that everyone
knows their responsibilities and reporting lines.
2. Consistency and Predictability: Formal rules and procedures ensure consistent and
predictable behavior, improving efficiency and fairness in decision-making.
3. Specialization: Promotes division of labor and specialization of tasks, leading to higher
productivity and expertise within roles.
Disadvantages:
1. Inflexibility: Bureaucratic structures can be rigid and resistant to change, hindering
innovation and adaptability.
2. Impersonal Relationships: Emphasis on formal structures can lead to impersonal
relationships, reducing employee morale and motivation.
3. Red Tape: Excessive bureaucracy can result in administrative inefficiencies, delays, and
an overemphasis on procedure over results.
D) Five Sources of Power
1. Legitimate Power: Power derived from a person's formal position or role within an
organization. It is th e authority granted to individuals based on their job titles and responsibilities.
Example A CEO has legitimate power to make strategic decisions for the company.
2. Reward Power: Power that comes from the ability to provide rewards or incentives. This
includes salary increases, promotions, bonuses, and other forms of recognition. Example A
manager who can give bonuses to high-performing employees exercises reward power.
3. Coercive Power: Power based on the ability to impose sanctions, punishments, or negative
consequences. It relies on the threat of disciplinary action. Example A supervisor who can
reprimand or terminate employees for misconduct uses coercive power.
4. Expert Power: Power derived from possessing specialized knowledge, skills, or expertise that
others value. This power is based on the perception of competence. Example A seasoned IT
professional with extensive knowledge of cybersecurity has expert power.
5. Referent Power; Power that comes from attracting others and building loyalty and respect. It
is based on personal traits, charisma, and the ability to influence others through admiration.
Example A popular team leader who is well-liked and respected by colleagues exerts referent
power.