Approaches of management

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Schools of Management Thought
Koont Z, ODonnell and Weichrich have identified different approaches of management.

Contents
[hide]
1 Limitations
2 Human Behaviour Approach
o 2.1 Terms
o 2.2 Theme
o 2.3 Divisions
o 2.4 Features
o 2.5 Uses
o 2.6 Limitations
3 Social System Approach
o 3.1 Theme
o 3.2 Features
o 3.3 Uses
o 3.4 Limitations
4 Socio-Technical Systems Approach
o 4.1 Contributors
o 4.2 Features
o 4.3 Uses
o 4.4 Limitations
5 Decision Theory Approach
o 5.1 Features
o 5.2 Uses
o 5.3 Limitations
6 Management Science Approach
o 6.1 Features
o 6.2 Uses
o 6.3 Limitations
7 Systems Approach
o 7.1 Features
o 7.2 Features of Management as System
o 7.3 Limitations
8 Contingency or Situational Approach
o 8.1 Features
o 8.2 Limitations
9 Operational Approach
o 9.1 Features
o 9.2 Limitations
[edit]Limitations
Since based on cases and past experiences, it has not contributed anything fundamental to the
development of management as a discipline because of contradictions in various management
experiences.
The proposition that a successful technique applied in the past will be good for future is untenable. 1)
Management is not based on precedents 2) Situations can not be exactly identical.
Human Behaviour Approach
Terms
Human Relations, Leadership or Behavioural Science Approach.
[edit]Theme
It bears the existing and newly developed theories and methods of the relevant social sciences upon
the study of human behavior ranging from personality dynamics of individuals to the relations of
culture.
[edit]Divisions
Interpersonal B.A. => individual Psychology
Group B.A. => Social Psychology and Organizational Behaviour.
[edit]Features
As management is the process of getting things done by people, managers should understand
human behaviour.
Emphasis is put on increasing productivity through motivation and good human relations.
Motivation, leadership, communication, participative management and group dynamics are the
central core of this approach.
[edit]Uses
It suggests how the knowledge of human behaviour can be used in making people more effective
in the organization. An individuals behaviour is not determined by organization factors alone but
also by his attitude, pressure, conflicts of cultural environment etc. Hence these factors must be
taken into account.
[edit]Limitations
Managers can be better placed by understanding human behaviour but equating management
with human behaviour is untenable.
[edit]Social System Approach
The real pioneer of this approach is Vilfredo Pareto, a sociologist and later Chester Barnard.
[edit]Theme
Organization is essentially a cultural system composed of people who work in cooperation. For
achieving organization goals, a cooperative system of management can be developed only by
understanding the behaviour of people in groups.
[edit]Features
Organization is a social system, a system of cultural relationships.
Relationships exist among the external as well as internal environment of the organization.
Cooperation among group members is necessary for the achievement of organization objectives.
For effective management, efforts should be made for establishing harmony between goals of the
organization and the various groups therein.
[edit]Uses
It has real significance to the practising manager in the sense that managers operate in social
system and the organization is likely to succeed if the demands of the society in which it operates
are fully recognized.
[edit]Limitations
It spreads the boundary and application of management beyond the true concept of organization.
For example, There may be many groups which may not be truly called organization and hence
no question of management.
This approach is broader than management and in practice it tends to overlook many
management concepts, principles and techniques that are important to management.
[edit]Socio-Technical Systems Approach
[edit]Contributors
The contributors are Trist and Bamforth of Tavistock Institute of Human Relations, England and Emery
and Rice.
[edit]Features
The socio-technical systems approach of management views an organization as a combination of
2 systems a social system and a technical system. The real pattern of behaviour in the
organization is determined by the interaction of two.
Social systems of the organization is governed by social laws as well as by psychological forces.
Technical systems consists of technological forces operating in the organization like physical
setting of work, rules, procedures etc.
Due to interaction of social and technical systems, technical aspects of the work are modified by
social aspects. Thus organization of an organization situation within the framework of socio-
technical system involves scrutinizing of the specific technology used, the way in which patterns
are organized, the formal structuring of interpersonal interactions and the informal patterns
emerging in the work group.
[edit]Uses
While analysing management problems of getting things done by people, adequate consideration
should be given to technology as well as informal interactions of people.
[edit]Limitations
[edit]Decision Theory Approach
[edit]Features
Management is essentially decision-making.
Members of the organization are decision-makers and problems solvers.
Organization can be treated as a combination of various decision centres. The level and
importance of organization members are determined on the basis of importance of decisions,
which they make.
Quality of decision affects the organization effectiveness.
All factors affecting decision-making are the subject matter of study of management. Besides
processes and techniques in decision making factors affecting decisions are information systems,
social and psychological aspects of decision-makers.
[edit]Uses
It demonstrates how managers can discharge their functions effectively and for this approach it
provides various tools.
Decision theorists have grappled with decisions pertaining to diagnosis and the resulting
prescriptions for improving communication, incentives, reactions of the individuals to group and
analysis of human values write stated objectives.
[edit]Limitations
This approach does not take the total view of management. Decision-making is vital in every
school of management. This vital aspect cannot be denied but management is more than mere
decision-making.
[edit]Management Science Approach
It is known as Mathematical or Quantitative Measurement Approach.
[edit]Features
Management is regarded as the problem-solving mechanism with the help of mathematical tools
and techniques.
Management problems can be described in terms of mathematical symbols and data. Thus every
managerial activity can be quantified.
This approach covers decision-making, systems analysis and some aspects of human behaviour.
Operations research, mathematical tools, simulation, models etc. are the basic methodologies to solve
managerial problems.
[edit]Uses
It has contributed significantly in developing orderly thinking in management which has provided
exactness in management discipline.
Various Mathematical tools like sampling, linear programming, games theory, time series analysis,
simulation, waiting line theory etc. have provided more exactness in solving managerial problems.
This approach is a fast developing area in analysing and understanding management.
[edit]Limitations
It is very difficult to call a separate school of management because it does not provide the answer
for total managerial problems.
Managerial activities are not really capable of being quantified because of involvement of human
beings who are governed by many irrational factors also.
more expertise and technical skills are required to formulate mathematical models
[edit]Systems Approach
System is defined as An organized or complex whole; an assemblage or combination of things or
parts forming a complex unitary whole.
[edit]Features
A system is basically a combination of parts, subsystems. Each part may have various sub-parts.
An organization is a system of mutually dependent parts, each of which may include many
subsystems.
[edit]Features of Management as System
Management is regarded as a system and it is taken in the following ways,
Management as a Social System
Management as Open System
Adaptive
Dynamic
Probabilistic
Multilevel and Multidimensional
Multivariable
An integral approach
Multidisciplinary.
[edit]Limitations
It is considered as an Abstract Approach and Lack of Universality in it.
[edit]Contingency or Situational Approach
it is the most recent development in the field of management.This attempts to integrate all the
management approaches.
[edit]Features
Management action is contingent on certain action outside the system or subsystem as the case
may be.
Organizational action should be based on the behaviour of action outside the system so that
organization should be integrated with the environment.
Because of the specific organization environment relationship, no action can be universal.
It varies from situation to situation.
[edit]Limitations
Inadequate literature.
Complex
Difficult emprical testing
Reactive not Proactive.
[edit]Operational Approach
Also known as Management Process Approach
[edit]Features
Management is the study of what managers do. It emphasises on management functions and
various concepts and principles involved in performing these functions.
Management functions are universal irrespective of the type of organizational or level of
management in an organization, though there may be differences on emphasis on a particular
function in a particular organization or at particular level.
The conceptual framework of management can be constructed on the basis of the analysis of
management process and identification of management principles.
The central core of managing revolves around planning, organizing, staffing, directing and
controlling. This central core of management is unique and is not found in other activities.
[edit]Limitations
Criticisms of Operational Approach are as follows.
The basic tenets of operational management that is various managerial functions are not
universally accepted. Management functions differ from author to author.
Various terms used in this approach are not commonly shared. Example, People substitute
leading for directing.
It claims universality or management principles while management differs from organization to
organization and from level to level.
Operational Approach emphasises static conditions whereas the organizations have to function in
dynamic conditions.