TERESAH WAMBUI

ADM: 53349
ORGANIZATION BEHAVIOUR WBA
THE RELEVANCE OF THE FOLLOWING MANAGEMENT THEORIES OF SCHOOL OF
THOUGHT IN TODAYS CORPORATE MANAGEMENT.
1: BEAURACRACY
This school of management was developed by a german socialogist max weber ( 1864-1969). He
believed that an organization can become an instrument of efficiency when structured aroung
certain principles .
He obtained the following beauralclatic principles:

specialization: this was more concerned with division of labour . He argued that the most
rational division of labour reduces a complex task into several simpler operations which
leads to efficiency.
Authority hierachy - This refers to a well defined structure of authority where positions are
established and linked by a chain of command. Power and authority increases upwards
through the organization heirachy.
Rules and regulations- he belived that rules, regulations and procedures are necessary
inorder to maintain harmony and enhance the achievement of organizational goals.
Imperosanily- He believed that an organization acheves rationality when power and
authority are placed on individuals , they use them for personal gains rather than towards
the achieving of organizational goals. managers who do not perform adequately losses
power and authority by removal from their positions
Employment - recruitment and selection should be based on precise qualification for each
level rather than personality.
Technical importance - the assignment of personnel to positions should be based on
technical training, ability to perform other than friendship, family ties or any other favour.
He believed that an organization thet does not strive to match people to their jobs or
positions will altimately end efficiency.
Record keeping- He argued that recording meeting minutes, writen documents and
finacial statements should be kept for future reference by the organization.

contribution:
All tasks are covered by the heirachy of supervision which assured the desired level of
performance and since work is higly regulated in that every ineventuality is caused by the laid
down rules and regulation .
2. ADMINSTRATIVE THORY
This wa developed by a french industrialist Henry fayol. He argued that effective management of
an organization could be achieved when organizational activities are organized into six major
areas. This includes

Managarial activities - This involves the planning, organizing, staffing, directing and
controling.

Security activities - This involves providing protection for the organizations properties and
employees.

Commercial activities - This involves production and distribution of goods and activities
Financial activities - This involves the acquisition and utilization of funds
Accounting activities - This involves provision of information relating to cash.
Purchasing activities - This involves the acquisition and utilization of law materials
required for the purpose of production.

Contribution:

Focus was put on how the organization structure affects its performance
Management education was recognized as being important in running of an organization
There's emphasis on the importance of objectives in the overall performance.

3. SCIENTIFIC THEORY
This school of mangement was developed by an american engeneer Fredrick Winslow Taylor. He
was an engeer working at the Bethlehem steel company in U.S.A. Hee believed that effective and
efficient management system can be acheved when organization's and human activities within an
arganization are harmonized. He developed the scientific management principles summerizad as
follows:

Division of labour - He argued that managers and supervisors should analalyze the tasks
inorder to identify the one best way of performing the task and put it into operation. He
belived that division of labour creates specialization hence efficiency.

Selection and training- He argued that once the job has been analyzed and designed, the
right people should be hired and properly trainded using scientific techniques. He
believed that matching a job that has been scientifically designed with the scientifically
selected and trained worker enhances efficiency.

Financial incentives - Taylor argued that while matching a person with the job was
essential to increase productivity. He pointed out that another element must be added to
improve workers productivity which was motivating of employees. He argued that
employees are motivated by fanancial incentives especially when their related to their
performance.

Functional foremanship - Taylor argued that for managers to manage effectively the
responsibilities would be of planning, cordinating and evaluating performance of
employees while the workers responsibilities was that of actual performance of the task.
Managers should have the right to manage and the subordinates to follow instructions
from their seniors.

Correct time and method - Taylor pointed out that for each task to be performed,
managers have the responsiblity of identifying acculately through science the correct time
and method of undertaking a task.
4. BEHAVIOURAL THEORY

FACTORS CONSIDERED IN JOB DESIGN

If the job matches with the employees qualification

Job environment which encourages the workers to improve their skills and one that does
not put the workers under stress.
If the job will fit the employees interest and customers needs.
The amount of money paid to the employees
The amount out of money required to employ the job
The terms and condition required to be met
The government policy
Employees availability
Cultural practices
Workflow

TECHNIQUES OF JOB ROTATION

Job rotation: This is an approach to changing job breath which involves periodic assignment of an
employee to completely different sets of job activities.
Advantages:

Improves the organizational productivity since job rotation raises the employees morale.
Develops multiple skills in employees which creates greater job inerest and career option
for the employee
seals avenues where fraund may occur

Disadvantages

It makes it difficult for work to be scheduled

there's a risk of injury if employees are used to a certain activity and rotated to different
activity which they do not have enough experience on, incase of an imergency they are
more likely to get hurt when trying to handle the emergency.
Employees develop job insecurity if the replacement peforms better than them there's a
possibility of them loosing the position.

JOB ENRICHMENT
This is an approach that adds additional motivators to a job by forcusing on higher-order needs to
make it rewarding. It seeks to add depth to a job by giving workers more control, responsibilyt and
discretion on how their job is performed.
Advantages:

Improves individual performance

improves individual job satisfaction
Reduces staff turnover
Ensures full exploitation of available resources
Motivates employees which improves organizational performance

Disadvantages

Enriched jobs may increase pay disatisfaction

Staff responsibility may reduce

unions may oppose some enrichment efforts
Some workers may develop resistance to change
Increased cost due to training of employees to increase their skills

JOB ENLARGEMENT
This is an approach whereby the employees with few responsibilities are sometimes given a wide
variety of duties in order to reduce their monotony.
Advantages:

Improves organizational productivity

Increases workers confidence in their work

Motivates employees to work harder to earn higher positions at work
It reduces boredom
Employees are able to learn more and new skills
Reduces staff turnover

Disadvantages:

May reduce employees performance leading to organization's poor performance

Workers may lack the required skills in running some activities

increases workload hence reduces efficiency
it may lead to stress to the workers

FLEX TIME
This is the system that allows the employees to varry the time they start or finish work provided
that the agreed total no of hours are spent at work.
Advantages:

Reduces staff turnover of the good staff

Reduces absentism and staff tardness

Increases staff morale
Promotes employees job satisfaction
Increases ability to recruit outstanding employees
Increases feeling of personal control over scheduled responsibility

Disadvantages:

Makes it impossible for staff to make up for short time worked

it discourages team play

Makes supervision impossible

AUTONOMOUS WORK GROUP

This is a team of people whereby the management establishes it's mission, sets it's challage in
achieving the task and gives it enough flexible time to do it without any further interferance or else
self managing. They set their own goals, timings and approach without interferance by the
management.
Advantages:

it reduces workload to the managent

It reduces work stress to the employees
Improves quality of work since experts are engaged
high chances of innovation and creativity

Diasadvantages:

Some members may exploit others

May lead disagreements within the team