Social Work and

Management Theories
Theoretical Framework
Management
• The creation and maintenance of an internal environment in an
enterprise where individuals, working together in groups, can perform
efficiently and effectively toward the attainment of group goals.
 Classical Management Theory and
Modern Management Theory
Classical Management Theory Modern Management Theory
Behavioral Theories
Frederick Taylor, Max Weber and Henri Fayol Elton Mayo, Douglas McGregor
Concerned with the efficient and economical organization Recognized that people are the major resource in any
organization.
TAYLOR: Productivity is likely to improve with good interpersonal
It is through enforced standardization of methods, enforced relationships and not necessarily dependent on wages and
adoption of the best implements and working conditions, and working conditions.
enforced cooperation that this faster work can be assured.
From rational model of traditional theory to a behavioral
Father of scientific management model that emphasize the role of the individual in the
organization.
Management has the duty of enforcing cooperation.
Identification of personal goals with goals of management
Advocated that division of labor, piecemeal incentive, and
careful use of time are ways to promote efficiency.
 Classical Management Theory Modern Management Theory
Frederick Taylor, Max Weber and Henri Fayol
MAX WEBER: MCGREGOR:
Conceives bureaucracy as the most effective means for the
administration of large, and complex organizations. Theory X and Theory Y
Human performance is a major contribution
To ensure performance:
• Management by rules Theory X = close control and direction due to inherent dislike
• Without regard to emotions for work
• Jobs and authority are defined clearly
• Behavior is closely regulated through carefully spelled-out Theory Y = accepts and sought responsibility under proper
rules by superiors. conditions

Components of Bueaucracy: Democratic participatory management brings about

1. Division od Labor base on functional specialization productivity and motivation.
2. Well-defined hierarchy of authority
3. System of rules with rights and duties Theory Z = middle ground between theory X and Y
4. System of procedures
5. Impersonality of interpersonal relations
6. Promotion and selection for employment based upon
technical competence.
 Classical Management Theory Modern Management Theory
Frederick Taylor, Max Weber and Henri Fayol
FAYOL: MANAGEMENY BY OBJECTIVE
Father of management theory • Use participatory management style.
• Regular evaluations are made of the set goals, and results
The administrative management theory focuses on the formal generally yield to further goals.
organization structure and the delineation of the basic
processes of general management. MOTIVATION-HYGIENE THEORY
Developed 14 Principles of Management BY Frederick Herzberg
1. Division of Work
2. Authority and responsibility • Studied Job satisfaction and dissatisfaction of employees.
3. Discipline • Claimed that job satisfaction and motivation relate
4. Unity of Command especially to opportunities for achievement, recognition for
5. Unity of Direction achievement, work itself, responsibility, advancement and
6. Subordination of Individual Interests to General Interests growth.
7. Remuneration of Personnel • Hygiene factors are necessary to prevent discontent with a
8. Centralism job while psychological growth is significant for motivation
9. Scalar chain and effective production.
10. Order
11. Equity SYSTEMS APPROACH
12. Stability of Tenure of Personnel • Is a way of thinking
13. Initiative • Method or technique of analysis
14. Esprit de corps • A managerial style
• Addresses complex problem areas at three levels: 1. System
analysis for problem identification; 2. alternative solutions
are identified; 3. difficult choices are made in the allocation
of resources.
• The manager coordinates and integrates tasks and work of
Using Fayol’s Principles, Luther Gulick developed POSDCORB
administrative activities:

Planning – outline the activities to be carried out and the methods of execution
Organizing – Formal structure and training staff and favorable working conditions
Staffing – recruiting, developing, firing of staff
Directing – continuous task of leading by making decisions, specific and general orders
Coordinating – interrelating the various parts of the work
Reporting – keeping superiors informed of the status of the work
Budgeting – fiscal planning, accounting, and control