School of Management Thought

School of Management Thought

1. Scientific Management School

The Scientific Management School advocates for the application of scientific methods and principles in managing an enterprise. It emphasizes that the management of organizations should be approached systematically, employing techniques and tools derived from scientific research to improve efficiency and productivity.

Key Contributor:
Frederick Winslow Taylor (1856-1915), often referred to as the ‘Father of Scientific Management’, was pivotal in establishing this school of thought. Taylor began his career as a worker at the Midvale Steel Company in the USA and later advanced to chief engineer. His practical experiences led him to investigate the root causes of low efficiency in industrial settings. He concluded that inefficiency stemmed largely from a lack of systematic management practices.

Taylor’s Findings:
Through meticulous studies, Taylor identified several critical areas that needed improvement:

• Work Standards: He noted that managers often lacked a clear understanding of the work capabilities of their employees.
• Work Division: There was an absence of a clear division of labor between managers and workers.
• Incentives: Workers were not incentivized sufficiently to perform at their best.
• Selection and Placement: Employees were often not chosen or assigned to roles based on their skills and potential.

To address these issues, Taylor proposed a scientific approach to management that included:

• Time studies to establish efficient work methods.
• Standardization of tools and tasks to eliminate unnecessary movements.
• Training programs for workers to enhance their skills and productivity.

His major work, “The Principles of Scientific Management,” outlines these concepts and remains a foundational text in management theory. Other notable figures who expanded upon Taylor's work include H. S. Person, Henry L. Gantt, and Lillian Gilbreth.

2. Management Process School

The Management Process School posits that management is fundamentally a process of getting things done through people operating in organized groups. This school seeks to analyze the management process by delineating its core functions, which include planning, organizing, directing, coordinating, and controlling.

Key Contributor:
Henry Fayol is recognized as the ‘Founder of the Management Process School.’ He asserted that management is a universal function applicable to all types of enterprises, be they business-related or otherwise. Fayol's contribution includes the identification of 14 Principles of Management, which serve as guidelines for effective managerial practice.

Additional Contributors:
Other influential figures in this school include:

• J. D. Mooney
• A. C. Reiley
• Lyndall Urwick
• Harold Koontz
• O’Donnell and Newman
• Luther Gullick
• George Terry

These theorists emphasized that understanding the management process is essential for developing effective organizational strategies and improving overall efficiency.

3. Human Relations School

In contrast to the Scientific Management School, which prioritizes technical efficiency, the Human Relations School emphasizes the significance of human resources in management. This approach focuses on the relationships between management and employees, highlighting the need for managers to recognize and address the human aspects of work.

Core Ideas:

• The effectiveness of an organization is heavily influenced by the morale, needs, and social dynamics of its workforce.
• Managers must treat employees as valuable individuals and consider their aspirations and motivations.

Key Contributor:
Elton Mayo conducted the famous Hawthorne Experiments in the 1920s, which illustrated that social factors, rather than just physical work conditions, significantly impact worker productivity. His findings challenged the prevailing notion that work efficiency was solely determined by environmental factors, emphasizing the need for good interpersonal relationships in the workplace.

Other Notable Figures:

• Roethlis Berger
• William J. Dickson
• Mary Parker Follet
• A. F. Maslow

Maslow's Hierarchy of Needs further supports the Human Relations School by suggesting that individuals have various levels of needs, from basic physiological requirements to self-actualization, and fulfilling these needs can lead to improved employee motivation and performance.

4. Human Behavioral School

The Human Behavioral School builds upon the insights from psychology and sociology to understand organizational behavior. This approach examines how individual actions and group dynamics influence workplace interactions and overall management effectiveness.

Key Concepts:

• The emotional and psychological dimensions of employees are critical for successful management.
• Managers must recognize and address the mental reactions of employees, such as their feelings, hopes, and desires.

Key Contributor:
Mary Parker Follet is a notable figure in this school, advocating for collaborative management and the integration of worker feedback into decision-making processes. She argued that effective management requires understanding the social dynamics within an organization.

Additional Contributors:

• A. F. Maslow (also recognized for his contributions to the Human Relations School)
• F. H. Herzberg, known for the Two-Factor Theory, which differentiates between hygiene factors and motivators.
• Douglas McGregor, who developed Theory X and Theory Y, which explores management styles and employee motivation.

5. System Approach School

The System Approach School views management as a cohesive system that integrates various interrelated components working towards common goals. This perspective emphasizes the importance of recognizing how different elements within an organization influence one another.

Key Concepts:

• Management should be seen as a system that coordinates various factors such as personnel, machinery, money, and materials.
• The effectiveness of management practices depends on understanding the interdependencies among these factors.

Key Contributors:
Pioneers of this approach include:

• Kenneth Boulding
• F. E. Kast
• J. E. Rosenzweig
• Katz and Kahn

These theorists highlight that neglecting the relationships between different organizational components can hinder overall performance and success.

6. Decision Theory School

At the core of management is decision-making. The Decision Theory School emphasizes the significance of making informed and rational choices among available alternatives. This school focuses on understanding the decision-making process as a critical managerial function.

Key Concepts:

• Effective management hinges on the ability to analyze options and make sound decisions.
• The decision-making process should be structured and rational, taking into account various factors and potential outcomes.

Key Contributors:
Prominent figures in this school include:

• Herbert Simon, who introduced the concept of bounded rationality, suggesting that individuals are limited in their ability to process information and must often rely on heuristics.
• Stephen Robins
• Chester Barnard

These contributors advocate for studying decision-making procedures to improve managerial effectiveness.

7. Mathematical or Quantitative School

The Mathematical or Quantitative School approaches management through mathematical models and quantitative techniques. Proponents of this school believe that complex management problems can be effectively addressed by applying mathematical reasoning and statistical analysis.

Key Concepts:

• Management processes can be quantified, allowing for objective analysis and optimization.
• Techniques such as operations research, linear programming, and simulation models are employed to inform decision-making.

Key Contributors:
Notable figures in this school include:

• L. Ackoff
• C. W. Churchman
• Newman
• Hicks
• Joel Dean

By leveraging quantitative methods, managers can gain insights into performance metrics and improve operational efficiency.

8. Contingency Approach School of Management

The Contingency Approach posits that management is inherently situational and adaptable. This perspective rejects the notion of one-size-fits-all management principles, emphasizing the need to tailor strategies based on specific circumstances and variables.

Key Concepts:

• Effective management requires flexibility and responsiveness to changing environments.
• Identifying situational variables allows managers to implement the most appropriate actions based on context.

Key Contributors:
Prominent advocates of this approach include:

• Lorsch and Lawrence
• John Woodward
• Fiedler
• H. M. Carlisle

These theorists highlight that management practices must be responsive to both external and internal factors, ensuring that strategies align with the unique challenges faced by the organization.