Other Proponent of Administrative

Management Theories

Luther Gulick and Lyndall Urwick

1) support Fayol
2) Edited “Papers on the Science of
Administration”(1937).
3) popularized the following principles:
a)fitting people to the organization’s structure;
b)recognizing one top executive as the source of
authority;
 c) adhering to unity of command;
d) using special and general staffs;
e) departmentalizing by purpose,
process, persons and place;
f) delegating and utilizing the
exception principle;
g) making responsibility commensurate
with authority;and
h)considering appropriate spans of
control.
 Mary Parker Follett.
1) brought forth a vast knowledge
of governmental and business
administration.
2) viewed management as a social
process and the organization as a
social system with different
views/ideas/principles.
Follet’s Principles
a) acceptance of authority;
b) importance of lateral
coordination;
c) integration of organizational
participants; and the
d) necessity of change in a
dynamic administrative
process
3. Follet’s ideas were viewed as
a link between the classical
administrative theorist and the
behavioral scientist.
 James D. Mooney and Alan
Reiley
1)General motors Executive.
2)In US, they are considered
to provide the most important
contribution to the
development of administrative
management theory.
3) Four major principles
developed from their ideas:
a) coordinative principle;
b) scalar principle;
c) functional principle; and
d) staff principle.
4. The ideas of Mooney and Reiley
were related to the development
of a pyramidal organizational
structure with a clear
delineation of authority,
specialization of task,
coordination of activities and
utilization of staff specialist.
5. The application of their
concepts led to the
establishment of formal
organization charts, position
descriptions and organization
manuals.
 Contribution of Administrative Management
(ADM)
Theories Amidst Criticism
Criticism: Many questions were raised
regarding the appropriateness of the
approach and principles of ADM

Contribution: Many of its concepts are

being applied currently in an organization
such as pyramidal form, scalar, unity of
expertise, exception, delegation of
authority, limited span of control and
departmentalization
Criticism:
Rigid approach with little
recognition of human and
sociological factors.
Contribution:
their ideas still have
applicability in the structuring
of organizations and in providing
general guidelines.
Contribution:
ADM provides an important link
in the development of modern
theory. One of their fundamental
contribution was the emphasis on
management as a distinct field
that should be observed, studied,
and improved and that is
therefore an important scientific
and academic endeavor.
NOTE:
Scientific Management Movement,
the writing of Max Weber on
bureaucracy and the early
management theorist contribute to
the development of a systematic
body of knowledge (called
theories) related to management
of complex business and other
organizations.
Taylor and the Scientific
Management Movement
 The scientific Management
Thought/Philosophy movement was given
its initial impetus under the driving
force of Frederick W. Taylor (1856-
1915)in the latter part of the
nineteenth and early part of the
twentieth centuries. Taylor was
stimulated by his predecessors,
particularly the American
industrialists and an engineer – Henry
R. Towne.
The protestant ethics of that
time influence Taylor’s views on
the value of hard work, economic
rationality, individualism and
the idea that every person had a
role to play in society. His
ideas are oriented with
empirical, engineering and
mechanistic emphasis focused
primarily on increasing workers
efficiency.
Taylor referred those views as
“task management”
It was only in 1910 that the
term “scientific management was
coined by Louis Brandeis in a
statement before the Inter-state
Commerce Commission.
 Taylor’s ideas came from his actual
work experiences at the Midvale Steel
Company, Bethlehem Steel Company, and
as a consultant to many industrial
firms, as he is interested in
improving work efficiency and methods
and ascertaining scientifically “the
one best way of doing task”, thus
both employer and employee would
benefit.
“By maximizing the productive
efficiency of each worker,
scientific management would also
maximize the earnings of workers
and employers. Hence, all
conflict between capital and
labor would be resolved by the
findings of science.”
“The primary emphasis of
scientific management was on
planning, standardizing, and
improving human effort at the
operative level in order to
maximize output with minimum
input”
 Opposition to Scientific
Management
1. Many managers resisted
Taylor’s approach of scientific
management to replace the “the
Rule of Thumb” (their own
judgment and discretion). This
was regarded by many
employers/managers as
“unwarranted interference with
managerial prerogatives.
2. Employees viewed themselves to
be treated like “Machines”, which
are required to work according to
a mechanistic rather than
humanistic principles.
3. Workers resisted Taylor’s
incentive system, which they were
required to perform at a high
level.
4. Employees objected to the
distribution of savings, greater
portion goes to the company
rather than to themselves.
5. Taylor do not support “Labor
Unions”, for he believed that
effective cooperation between
employees and employers could
exist without labor
unions/movements.
 Until now the primary criticism
of scientific management is that
employees are treated as cogs in
a well-oiled machine and it
destroys humanistic practice in
an industry.
Max Weber and his concept
of Bureaucratic Model
 The third major pillar in the
development of classical organization
concepts was provided by Max Weber’s
Bureaucratic Model. The term
bureaucracy as developed by Weber and
his supporters is not to be used in
the popularized charge of red tape
and inefficiency. The concept of
bureaucracy refers to certain
characteristics of organizational
design.
 Weber viewed bureaucracy as the
most ideal organization model that
can be used most effectively for a
complex organizations - government,
businesses, military , national legal
authority– arising out of the need of
a modern society. In other words, the
bureaucratic form is the most
efficient instrument of large – scale
administration that has ever been
developed in the modern world.
Dimension of Bureaucracy
A number of social scientist
suggested that bureaucracy is a
condition that exist along a
continuum rather than being in an
absolute sense either present or
absent. Social scientist named Hall
suggest the degree of
bureaucratization can be determined
by measuring six (6) dimensions of
bureaucracy.
Hall’s six (6) dimensions of
Bureaucracy
1.A division of labor based on
functional specialization;
2.A well-defined hierarchy of
authority;
3.A system of rules covering the
rights and duties of positional
incumbents;
4. A system of procedures for
dealing with work situations;
5. An impersonality in
interpersonal relations; and
6. A system of promotion and
selection for employment based on
technical competence.
Criticism (constructive ) of
Bureaucratic Model
1. Merton says that one
consequence of bureaucratic
structuring on the behavior of
organizational participants is
disruption in goal achievement.
Bureaucratic organization is
influenced by behavioral factors
which Weber did not consider.
2. Gouldner’s research suggest
that bureaucratic mechanisms
develop certain forms of
autocratic leadership and control
that may have dysfunctional
consequences for the
organization. This is because of
the consequence of bureaucratic
rules on the maintenance of
organizational structure and
effectiveness.
All those criticism suggest that:
1.The bureaucratic form is most
appropriate for routine
organizational activities where
productivity is the major objective
.
2.This form is not appropriate for
the highly flexible organization
that faces many non-routine
activities in which creativity and
innovation are important.
HUMAN RELATIONS THEORIES
(Neo-classical Theories)
HUMAN RELATIONIST PROPONENTS
• Elton Mayo and his associates – known for their Hawthorne Experiment.
In this experiments employees had been considered as mechanistic
elements in the productive system. They hypothesized that the
increased in production was a result of changes in social relations,
innovation and supervision of workers.
• Abraham Maslow- Theory of Motivation- The hierarchy of needs
• Mary Parker Follet – Viewed management as a social process which made
organization as an open system
• Chester Barnard – Stressed on the psychological aspect of an organization
rather than economic and technological aspect. He is known to be the
transitionalist between the classical/traditional management theories
and the evolving behavioral(human relation)/ neo-classical theories.
Douglas Mc Gregor –Theory X and Theory Y. theory X is an
authoritarian management and Theory Y is a participative
management.
Sigmund Freud – Theory of unconscious mind. The primary
assumption of Freudian theory is that the unconscious mind
governs behavior to a greater degree than people suspect.

The classical management theory is closed system. The

human relationist management theories(neo-classical
theories started an open system.
MODERN VIEWS: System and Contingency Concepts/Approach
Herbert Simon- viewed organization as a complex system of decision-
making processes.
Planning-Programming-Budgeting System (PPBS) represents one of the
most important and comprehensive examples of the application of the
systems approach to the management of complex organization.
Summary
The systematic body of knowledge
concerning organization and
management is relatively associated
with the series of industrial
revolution coupled with the rise of
large-scale enterprise that requires
development of new organizational
forms and management practices.
Traditional organization and
management theory is based on
contribution from a number of
sources such as: scientific
management thought, bureaucratic
model, administrative management
theorist views and public
administration.
The primary emphasis of scientific
management was on planning,
standardizing, and improving the
efficiency of human work. It
viewed management as a science
rather than an individualistic
approach based on rule of thumb.
On the first half of the twentieth
century another body of knowledge was
developed termed “Administrative
Management Theory”. It set forth the
pyramidal form, scalar principle,
unity of command, exception principle,
authority delegation, span of control
and departmentalization concept.
Another thread in classical management
theory was provided by Max Weber’s
Bureaucratic Model. He viewed
bureaucracy as the most efficient model
for complex organization. His model
includes a degree of measurements through the
six dimensions : well defined hierarchy of
authority, division of labor, system of rules,
impersonality in interpersonal relationship,
system of work procedures and placement.
Traditional management theory
operates under an assumption
“rational-economic man”, meaning
management should plan, direct
and control the activities of the
work group. Top to bottom
delegated authority and
principles are established to
guide managerial practices.
Classical Theory or Traditional Management
theory has been criticized for employing
unrealistic close-system assumptions about
organization. It fails to consider the
internal and environmental influences. It
makes unrealistic assumption about human
behavior.
Nonetheless it is considered to serve as
a foundation for more modern views of
organization theory and management
practice.