BOH4M
CHAPTER 2
Management Learning Past To
Present
Lajipe Faleyimu
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CHAPTER OVERVIEW
What can be learned from classical
management thinking?
 What are the insights of the behavioural
management approaches?
 What are the foundations of modern
management thinking?
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Classical Management Approaches
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SCIENTIFIC MANAGEMENT –
emphasizes careful selection and training
of workers and supervisory support.
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Administrative Principles
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Division of labour
Authority
Discipline
Unity of command
Subordination of Individual Interests
Remuneration
Centralization
Scalar Chain
Order
Equity
Personnel Tenure
Initiative
Esprit de corps
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Classical Management Approaches
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BUREAUCRACY – rational and efficient
form of organization founded on logic,
order and legitimate authority
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Classical Management – Bureaucratic
organizations
 Characteristics of
 Possible
bureaucratic
organizations:
disadvantages of
bureaucracy:
◦ Clear division of labour
◦ Excessive paperwork or
“red tape”
◦ Clear hierarchy of authority
◦ Formal rules and
procedures
◦ Impersonality
◦ Careers based on merit
◦ Slowness in handling
problems
◦ Rigidity in the face of
shifting needs
◦ Resistance to change
◦ Employee apathy
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BEHAVIOURAL MANAGEMENT
APPROACHES
Figure 2.2 Foundations in the behavioral or human resource
approaches to management
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Figure 2.3 Maslow’s hierarchy of human needs.
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BEHAVIOURAL
MANAGEMENT APPROACHES
 McGregor’s Theory
X assumes that
workers:
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Dislike work
Lack ambition
Are irresponsible
Resist change
Prefer to be led
 McGregor’s Theory
Y assumes that
workers are:
• Willing to work
• Capable of self control
• Willing to accept
responsibility
• Imaginative and creative
• Capable of self-direction
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MODERN MANAGEMENT
FOUNDATIONS
◦ Quantitative analysis and tools
◦ Systems view of organizations
◦ Contingency thinking
◦ Commitment to quality
◦ Learning organizations
◦ Evidence-based management
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MODERN MANAGEMENT
FOUNDATIONS
 21st
Century Manager
• Managers have to excel as never before to meet the
expectations held of them and of the organization they lead.
 Attributes
of a 21st Century Manager
• Global strategist – understanding the interconnections among
nations, cultures and economies
• Master of technology – comfortable with information
technology
• Inspiring leader – attracting and motivating workers to
achieve high-performance culture
• Model of ethical behaviour – acting ethically in all ways
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REVIEW: MANAGEMENT
LEARNING PAST TO PRESENT
Should Weber’s notion of the ideal
bureaucracy be scrapped, or is it still
relevant today?
 How can a manager, even today, benefit
from the Maslow’s needs theory
 Can system and subsystem dynamics
describe performance problems for an
organization in your community?
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