THE UNIVERSITY OF DODOMA
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT
ASSIGNMENT I
Course Title: Organizational Theory and Behaviour
Course Code: BS 6101
Submitted To:
Dr. Richard Jaffu
Prof,
Department of Business Administration and Management
Submitted By:
Victor Marko Pallangyo
Reg. No: T23-05-00695
Department of Business Administration and Management
Date of Submission:
Mode Of Submission:
THE UNIVERSITY OF DODOMA
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT
Question 1
With special focus on their contribution and limitations to modern management practices, discuss
the any of following approaches to management:
a) Classic approach
b) Behavioural approach
c) Quantitative approach
d) Systems approach
e) Contingency approach
f) Operational approach
g) Human relations approach
Answer to Question 1
Modern management practices describe the cutting-edge methods, tactics, and plans that
businesses use to accomplish their objectives quickly and successfully in the fast-paced, cutthroat
corporate world of today. Over time, these procedures have changed to reflect advancements in
technology, globalization, and the state of business in general. The following are a few essential
components of modern management techniques: Agile Management, Remote and Flexible Work,
Data-driven Decision Making, Employee Empowerment, Leadership Development, CustomerCentric Approach, and Technology Integration.
In response to approaches to the management, the following are contributions and limitations to
the modern management practices.
i.
Classic approach
Classic approach refers to principles and theories which may stated as the foundation of the
management field. It incorporates two major perspectives which are scientific management and
administrative management. The two early theories under classic approach are from Frederick
THE UNIVERSITY OF DODOMA
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT
Taylor which is often considered as the father of scientific management, and Henri Fayol which is
a prominent figure associated with administrative management.
Contributions:
i.
It’s the foundation of modern management, most of the way of management relies on this
approach in developing principles and practices.
ii.
Enhancing Efficiency: The traditional method sought to increase efficiency by applying
scientific concepts and conducting a methodical examination of work operations.
iii.
Organizational Structure: Ideas such as unity of command and division of labor were
developed in part which is the result of the principles of administrative management.
Limitations:
i.
Overemphasis on Efficiency: Occasionally, the emphasis on efficiency resulted in the disregard
of social and human elements in the workplace.
ii.
Rigidity: The traditional approach's tenets may be inflexible and mechanical, failing to take
into consideration how dynamic and intricate organizations are.
iii.
Restricted Perspective on Motivation: The methodology frequently presumed that monetary
rewards served as the main sources of motivation for employees, ignoring additional social
and psychological aspects.
ii.
Behavioral approach
The behavioural approach in management, also known as the human relations approach, emerged
as a reaction to the classical approach, which focused heavily on efficiency and organizational
structure while neglecting the human and social aspects of the workplace. The behavioural
approach emphasizes the importance of understanding and managing human behaviour within
organizations to improve overall performance and productivity. This approach gained prominence
during the mid-20th century and contributed significantly to the development of organizational
psychology and the study of human behaviour in the workplace.
THE UNIVERSITY OF DODOMA
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT
Contributions:
i.
Emphasis on the Human Element: The behavioral approach made it clear that workers in
companies are people with social and psychological needs in addition to being economic
entities.
ii.
Better Employee Relations: The behavioral approach helped to enhance relations between
management and employees by placing a strong emphasis on communication, teamwork, and
employee happiness.
iii.
Motivational insights: This approach's motivation theories have yielded important insights
into what motivates people to give their best efforts.
Limitations:
i.
Subjectivity: It might be difficult to measure some behavioral approach components,
including motivation and satisfaction, quantitatively.
ii.
Overemphasis on Social aspects: In certain situations, the behavioral approach may place a
higher priority on psychological and social aspects than on organizational effectiveness and
structure.
iii.
Relevance Challenges: In some organizational situations, especially those that call for a more
task-oriented and structured approach, putting behavioral ideas into practice may provide
difficulties.
iii.
Quantitative approach
The quantitative approach in management, also known as the management science or operations
research approach, involves the application of mathematical and statistical methods to decisionmaking and problem-solving within an organization. This approach aims to use quantitative
techniques to analyze data, model business processes, and optimize decision outcomes. It emerged
during World War II when military operations required systematic and scientific approaches to
solve complex logistical problems.
Contributions:
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COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT
i.
Efficiency Improvement: The quantitative approach seeks to increase the effectiveness of
organizational procedures and resource allocation by utilizing mathematical models and
optimization approaches.
ii.
Data-Driven Decision-Making: This strategy highlights the value of quantitative analysis and
data in decision-making, resulting in more objective and well-informed decisions.
iii.
Quantitative techniques offer structured approaches for resolving intricate business issues
and maximizing results.
Limitations:
i.
Human and Behavioral Factors: The strategy might ignore behavioral and human elements
that affect organizational dynamics and decision-making.
ii.
Challenges with Assumptions: The validity of the assumptions that underpin mathematical
models determines how accurate the outcomes will be.
iii.
Complexity and Implementation: Due to their complexity, some quantitative methods may
call for specific knowledge and resources to be implemented successfully.
iv.
Systems approach
The systems approach in management views an organization as an interconnected and
interdependent set of elements that work together to achieve a common goal. This approach
recognizes the complexity of organizations and emphasizes the importance of understanding the
relationships and interactions among various components. The systems approach originated in the
field of systems theory and has been applied to management as a way to analyze and address the
dynamic and holistic nature of organizations.
Contributions:
i.
Holistic Understanding: By taking into account the interactions and relationships between
various components, the systems approach gives managers a foundation for understanding
the organization as a whole.
THE UNIVERSITY OF DODOMA
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT
ii.
Adaptability: The systems approach recognizes that organizations are dynamic and assists
them in adjusting to changes in both the internal and external environment.
iii.
Interdisciplinary Viewpoint: It promotes an interdisciplinary viewpoint that integrates
knowledge from multiple fields, including biology, engineering, and cybernetics.
Limitations:
i.
Complexity: The systems approach can be intricate and necessitate a large volume of data
and analysis.
ii.
Having Trouble Defining Boundaries: It can be difficult to define a system's boundaries
because many stakeholders may have different ideas about what the system as a whole
consists of.
iii.
Variability: The systems approach offers insightful information, but its application may differ
depending on the situation. It is not a universally applicable answer.
v.
Contingency approach
The tenet of the contingency method in management is that there isn't a single, universally
applicable answer for management issues. Rather, it says that different situations, circumstances,
and contingencies determine which organizational structure or management strategy is most
effective. Put differently, the efficaciousness of a certain situation's management practises should
be determined by its particulars, as what operates in one context may not suit another.
Contributions:
i.
Flexibility: By encouraging management practices to be flexible, the contingency strategy
enables firms to adjust to unusual situations.
ii.
Situational Awareness: It urges managers to be conscious of the precise situational elements
that can determine whether a given strategy succeeds or fails.
iii.
Customization: The strategy encourages management methods to be tailored to the unique
requirements and circumstances of a business.
THE UNIVERSITY OF DODOMA
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT
Limitations:
i.
Complexity: It might be difficult and time-consuming to analyze and consider all pertinent
contingency elements.
ii.
Subjectivity: There may be some subjectivity involved in determining which contingency
variables are most pertinent.
iii.
Absence of Prescriptive Advice: The contingency method does not offer precise, prescriptive
advice regarding which management techniques are always beneficial.
vi.
Operational approach
The operational approach to management is centred on how well daily operations and processes
are carried out inside a business. It highlights how crucial it is to maximize operational functions
to meet overarching corporate objectives. The operational approach is frequently linked to ideas
like Lean Management and Total Quality Management (TQM), which seek to improve efficiency,
streamline operations, and cut waste.
Contributions:
i.
Enhanced Efficiency: The operational method seeks to increase efficiency by streamlining
procedures and getting rid of pointless steps.
ii.
Enhanced Quality: As a component of the operational strategy, total quality management
places a strong emphasis on adhering to high standards, which produces better goods and
services.
iii.
Cost reduction: Organizations can reduce costs and enhance their overall financial
performance by getting rid of waste and streamlining operations.
Limitations:
i.
Emphasis on Immediate Efficiency: The operational approach may at times place more
importance on immediate efficiency improvements than on long-term strategic planning.
THE UNIVERSITY OF DODOMA
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT
ii.
Resistance to Change: Workers may be against modifications to established procedures,
particularly if they feel that the changes would interfere with their daily routines.
iii.
Restricted Attention on Innovation: The operational method is good at streamlining current
procedures, but it might not provide enough attention to encouraging creativity and making
quick adjustments to quickly changing surroundings.
Human relations approach
vii.
In response to classical management theories that prioritized efficiency and organizational
structure, the Human Relations Approach to management was born. This method places a
strong emphasis on controlling the human element in the workplace and acknowledging that
workers are people with social and psychological needs in addition to being economic entities.
The Human Relations Approach emphasizes the importance of communication, interpersonal
connections, and employee happiness in achieving organizational success.
Contributions:
i.
Enhanced Worker Satisfaction: A deeper comprehension of the elements that influence worker
motivation and satisfaction has been made possible by the Human Relations Approach.
ii.
Stressing the Welfare of Employees: Through acknowledging the significance of social and
psychological elements, this methodology has impacted procedures that give precedence to staff
welfare and work-life equilibrium.
iii.
Team Building and Collaboration: As a result of the focus on these concepts, supportive working
relationships and a positive organizational culture have become increasingly important.
Limitations:
i.
Oversimplification of Motivational aspects: By emphasizing social and psychological aspects
above all else, the method may oversimplify the complexity of human motivation.
ii.
Relevance Problems: The application of the Human Relations Approach's principles may differ
depending on the context and not all companies or situations may benefit equally from them.
THE UNIVERSITY OF DODOMA
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT
iii.
Possibility of Subjectivity: It can be difficult to quantify some notions, like work satisfaction,
objectively.
Question 2
Fredrick Taylor and Henry Fayol are among the giant contributors to the development of
management thought. Provide a detailed review on the differences of their contribution to modern
management practices.
Answer to Question 2
Both Frederick Taylor and Henri Fayol are regarded as pioneers in the field of management and
have had a major impact on the evolution of management philosophy. Although Taylor and Fayol
worked at the same time and were contemporaries, their approaches to management were distinct.
Below is a thorough analysis of how differently they have contributed to contemporary
management practices:
Frederick Taylor:
1. Prioritizing Scientific Management: Fundamental Idea Many people consider Taylor to be the
founder of scientific management. His main goal was to increase productivity and efficiency in
management by using scientific concepts.
Taylor placed a strong emphasis on time-motion studies, standardizing work procedures to
maximize efficiency, and conducting scientific analyses of labor tasks.
2. Efficiency of Individual Tasks:
Taylor's main worry was the effectiveness of each individual activity. He thought that to increase
efficiency, tasks should be broken down into their most basic parts and then optimized for each
one.
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COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT
Impact on Workforce: Taylor tried to use piece-rate incentives to match employees' interests with
the organization's, which occasionally resulted in the view of employees as "machines" carrying
out certain duties.
3. Control Hierarchy: Structure of Organization: The creation of a hierarchical organizational
structure with a distinct division of labor and power was influenced by Taylor's theories. Every
employee was assigned a specific task, and management oversaw the entire work process.
4. The Bottom-Up Method:
Implementation: Taylor's strategy used a more prescriptive, top-down methodology. Based on
scientific study, management prescribed the procedures and methods that employees were to
follow.
5. Analysis of Quantitative Data:
Scientific approaches: Taylor addressed management issues using quantitative analysis and
scientific approaches. The most effective technique to complete tasks was ascertained through time
and motion research.
Henri Fayol:
1. Fundamentals of Administration:
Principle: Broad administrative concepts are frequently linked to Fayol's contributions. He
concentrated on the more general facets of administrative and management duties.
Emphasis: Fayol's management principles offer a more comprehensive perspective by addressing
tasks like organizing, planning, commanding, coordinating, and controlling.
2. Roles and Structure of Organizations:
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COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT
Unity of Command: One of the concepts that Fayol proposed was the idea that a worker should
only take orders from a single superior.
Scalar Chain: He put out the idea of the scalar chain, which describes the organizational hierarchy
of authority levels.
3. Welfare of Employees and Human Relations:
Human Element: Fayol understood the value of having people in companies. He stressed the need
of good human interactions and efficient communication, as well as the social components of
management.
Employee Welfare: Fayol promoted equitable treatment and respect for workers, recognizing the
significance of this issue.
4. Top-Down Methodology:
Organizational Functioning: The general operation of an organization is framed by Fayol's ideas.
Despite taking a top-down approach, his concepts were more broadly applicable, making them
adaptable to various organizational environments.
5. Theory of Administration:
Contribution to Management Theory: Administrative theory, which offers a conceptual framework
for the arrangement and management of work, was made possible by the work of Fayol.
A comparative difference
1. Contribution Range:
Taylor: More concerned with the efficiency of production and the scientific study of particular
activities.
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COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT
Fayol: Covered a wider range of managerial duties and ideas, such as personnel interactions and
organizational structure.
2. Process of Management:
Taylor: Placed an emphasis on the technical sides of management while emphasizing the use of
science to optimize work operations.
Fayol: Placed a strong emphasis on administrative duties and concepts, stressing the value of
human elements, coordination, and communication in management.
3. Talking to Employees:
Taylor: Using scientific approaches, workers were considered as essential to achieving efficiency.
Fayol: Promoted good interpersonal ties by acknowledging the social and human elements of
businesses.
4. Impact on Contemporary Management: Taylor: His concepts had a profound effect on
production and operations management, impacting fields such as lean manufacturing.
Fayol: His ideas still have an impact on human resource management, administrative procedures,
and organizational structure.
5. Adaptability: Taylor: Specified exact procedures for effectiveness, which can be inflexible.
Fayol: Offered broad guidelines that promoted more adaptability and flexibility in a range of
organizational settings.
In conclusion, Frederick Taylor and Henri Fayol both made a unique contribution to contemporary
management techniques. The goal of Taylor's scientific management was to maximize the
productivity of each individual task, whereas Fayol's administrative principles offered an allencompassing structure for organizational operations. Both viewpoints have had an impact on
THE UNIVERSITY OF DODOMA
COLLEGE OF BUSINESS AND ECONOMICS
DEPARTMENT OF BUSINESS ADMINISTRATION AND MANAGEMENT
modern management theory, and in order to develop a well-rounded and successful management
strategy, firms frequently use aspects of both fayolism and Taylorism.