Popular Management Theories

Processes are a methodical approach to accomplishing goals. It focuses on how inputs are transformed into outputs. We can better comprehend the roles of managers by analysing the management process.

Management is a process that brings together limited human and material resources and pushes people to work together to achieve common organisational objectives. It is not a one-time act, but rather a series of activities that are performed in conjunction with one another.

 Define a Management Process:

Management is a process that brings together limited human and material resources and pushes people to work together to achieve common organisational objectives. It is not a one-time act, but rather a series of activities that are performed in conjunction with one another.

In layman’s terms, a management process is a well-defined system for setting objectives, planning actions, and monitoring and regulating their execution. It consists of a collection of interconnected processes or functions that are required to achieve specified organisational objectives in a timely manner. These activities include, but are not limited to, the following:

A project (project management system), or a process (process management system) (process management system, sometimes referred to as the process performance measurement and management system).

When it comes to managing an organisation, the senior management team is in charge of carrying out the management process. However, this is not always the case for all management processes; for example, it is occasionally the project manager’s obligation to ensure that a project management process is carried out properly and efficiently.

Bureaucratic Management Theory

Weber’s theory of bureaucratic management contains two essential components as well. First, it entails creating a hierarchy within an organisation. Second, the organisation and its members are subject to well-defined rational-legal decision-making rules. Each component contributes to an organization’s success.

An organisational hierarchy is the organization’s arrangement of levels of authority in relation to the levels above and below it. A vice president of marketing, for example, reports to the company’s president, is on the same level as the vice president of sales, and is above the supervisor of the company’s social media department. Each level reports to the level above it, with the organization’s ultimate leader at the top.

The term rational-legal decision-making rules are best understood as a set of explicit and objective policies and procedures that govern how an organisation operates. Human resource rules and policies, for example, or regulations governing who is eligible for unemployment insurance, are examples of rational-legal decision-making rules.

Scientific Management Theory

The Scientific Management Theory is well known for its application of engineering science on the manufacturing floor or at the operating levels. Fredrick Winslow Taylor was a major contributor to this theory, which is why scientific management is often referred to as “Taylorism.”

The scientific management theory centred on increasing the effectiveness of each individual in the organisation. The primary emphasis is on increasing output through the use of advanced technology, with humans merely serving as adjuncts to machines in the performance of routine tasks.

The scientific management theory essentially encompasses the work performed on the production floor because these tasks differ greatly from those performed elsewhere in the organisation. These, for example, are repetitive in nature, and individual workers performing their daily activities are divided into a large number of cyclical repetitions of the same or closely related activities. Furthermore, these activities do not necessitate the individual worker to engage in complex problem-solving activities. As a result, more emphasis must be placed on the standardisation of working methods, and the scientific management theory emphasises this aspect.

Taylor’s major principles of scientific management can be summarised as follows:

1. Distinguish between planning and doing.
2. The functional foremanship of supervision consists of eight supervisors who are responsible for giving directions and instructions in their respective fields.
3. Time, motion, and fatigue studies will be used to determine the appropriate amount of work performed by each individual worker.
4. Improving working conditions and standardising tools, work periods, and production costs.
5. Workmen should be selected and trained using scientific methods.
6. Financial incentives should be provided to employees in order to increase productivity and motivate them to perform well.

Behavioural Management Theory

Behavioural Management Theory is a type of management theory.

As management research progressed throughout the twentieth century, questions about the interactions and motivations of individuals within organisations began to be raised for consideration. In many management situations, management principles developed during the classical period were simply inapplicable, and they were unable to explain the behaviour of individual employees. In a nutshell, classical theory ignored the motivation and behaviour of employees. As a result of this revolutionary management experiment, the behavioural school developed as a logical extension of its original concept.

For this reason, behavioural management theory is sometimes referred to as the “human relations movement.” It is concerned with the human aspect of work. People who studied behavioural theory believed that a better understanding of human behaviour at work, including motivation, conflict, expectation setting and group dynamics, would lead to increased productivity.

It was theorists who made significant contributions to this school who saw employees as individuals, resources, and assets who could be developed and worked with rather than as machines as had been the case in the past. This theory was developed as a result of the work of several individuals and experiments.

Human Relations management theory

A premise of organisational psychology dating back to the early twentieth century, human relations management theory proposes that positive social bonds in the workplace and recognition of the worker as a unique individual can increase employee productivity and motivation. It asserts that improved working conditions (empowerment, participation, and positive treatment) result in increased productivity..

If you’re studying management and leadership theory, you won’t be able to avoid hearing the term “Human Relations Theory” for very long if you’re paying attention.

While some aspects of Human Relations Theory have become dated since its inception in the 1920s, the school of thought’s overall influence is still cited as a reason for the popularity of “startup” perks such as on-site daycare and wellness programmes for employees.

In Human Relations Theory, there are four “Actors.”

1 . Managers and supervisors

2. The corporation
3. The employee
4. Groups of employees

Management as an Art:

1. A manager is responsible for all management processes inside an organisation, and he or she does so with the assistance of information gained through the study and application of theoretical concepts and fundamental principles of management. All managers should be familiar with the vast amount of literature available in various fields of management, which serves as guiding principles and crucial knowledge for them.
2. Various management tactics and theories developed by the founding fathers of management are available to us today. These concepts are utilised by managers to deal with the many scenarios that arise in the course of their daily managerial activities. Additionally, efficient management procedures, imagination, initiative, and innovation are applied to these themes. At the end of the day, the ability of a specific manager to be creative in the application of such ideas in a unique way is critical.
3. Each manager has a distinct management style that he or she employs. Despite the fact that the fundamental knowledge remains more or less the same, the manner in which a manager applies this knowledge can be vastly different from that of others. This indicates that a specific manager has developed his or her unique management style.

Conclusion:

Human resource management is an unseen force that reflects the collaborative efforts of a group of individuals. When a management process is efficient and effective, individual interests are aligned with the overall goals and objectives of the organisation as a whole. Companies such as Reliance Industries, Tata, and Birla are successful not by accident or coincidence, but rather as a result of following a systematic procedure known as management.

Management courses are available in a variety of fields, including finance, human resources, product management, marketing, information technology, and others. Individuals with a strong desire to excel in the management field can enrol in a variety of management courses spanning numerous functions.