Management process/Operational
This
school regards management as a process of getting things done through and with
people operating in organized groups. Henry Fayol is known as the 'Father of
this school'. Originated from the writings of Henry Fayol during the first
world war period.
Pioneers:
Henry Fayol, William Newman, Summers, McFarland, Henry, J.D. Mooney, A.c.
Railey, Lyndall Urwick and Harold Koontz.
Empirical
or Case
This
approach to management is based on the studies experience through cases and
identifying successes and failures. In this approach it is assumed that If the
experiences, methods and techniques of experienced manager are studied
historically, it will provide a guideline the other practitioners.
Pioneers: Earnest Dale, Mooney and Railey,
Urwick and many other management practitioners and Association like the
American Management Association.
Managerial
Roles
This
approach to management composed of the observations of five chief executives.
On the basis of their study 10 managerial roles were identified and they were
classified into 3 categories as: Interpersonal, Informational, Decisional.
Pioneers:
Henry Mintzberg.
Contingency
or Situational
The
contingency school originated in the 1960s. The contingency school focuses on
applying management principles and processes as dictated by the unique characteristics
of each situation. It emphasizes that there is no one best way to manage and
that it depends on various situational factors, such as the external
environment, technology etc.
Pioneers:
Joan Woodward, Paul Lawrence, Jay Lorsch, and Fred Fiedler
Mathematical
or Management science
This
approach forces the analyst to define a problem and allows for the insertion of
symbols for unknown data through logical methodology which provides a powerful
tool for solving complex phenomena.
Pioneers:
J. Von Newman, A. K. Erlang, R.A.
Fisher, A. Wald, G. Boole etc.
Decision
theory
Decision theory approach
concentrates on rational decisions - the selection of a suitable course of
action from various possible alternatives. This approach may deal with the
decisions itself or with the persons or organizational group who make the
decision, or with an analysis of the decision process. It is originated from
the writing of Chester Bernard, during 1940s.
Pioneers:
Chester I. Bernard
Reengineering
approach
This approach concerned
with fundamental rethinking, process analysis, radical redesign, and dramatic
results. It neglects external environments, customer needs, and human needs. It
is originated in the 1990s.
Pioneers: Michael Hammer
Systems
approach
The
system approach is based on the concept that an organization is a system. A
system is defined as a number of interdependent parts functioning as a whole
for some purpose. Here there are five components: inputs, a transformation process, outputs, feedback, and the
environment. This school originated in late 1960s. ‘Ludwig von
Bertalanffy’ regarded as the founder and the father of ‘Systems Theory’.
Pioneers: Katz, Kahn & Hanna,
Kast & Rosenzweig, Kenneth Boulding, Richard Jhonson
Social
Systems
This school of thought is
closely related to the human behavior or the human relations school of thought.
It looks upon management as a social system. The spiritual father of this
school was the late Chester Barnard who developed a theory of co-operation. The
focus of this school of thought is on the study of the organization as a
co-operative or collaborative system. Its origin may be traced to the writings
of Max Weber at the end of the 14th century.
Pioneers:
Max Weber, A.H. Maslow, Chris Argyris, Herbert Simon, Herzberg, Rensis Likert.
Group
behavior/OB
This approach emphasizes
behavior of people in groups. The field of study that researches the actions
(behavior) of people at work is often called organizational behavior
(OB).
Pioneers: Elton Mayo,
Robert Owen, Hugo Munsterberg, Chester Bernard, Marry Parker Follett.
Interpersonal
Behavior
This approach focuses on
interpersonal behavior, human relations, leadership and motivation based on
individual psychology.
Pioneers: Abraham Maslow,
Douglas McGregor, Chris Argyris, Victor Vorm, David McClleland.
McKinsey’s
7-S
It
is a tool for analysis and action. It is developed by McKinsey & Co.
consultants, & Harvard Business School and Stanford Business School
professors. The 7-S Framework of McKinsey is a management model
which includes 7 factors to organize a company in an holistic and effective
way. The 7-S are: strategy, structure, systems, style, staff, shared values,
skills
Total
Quality Management
TQM
is both philosophy & guiding principles, that represent the foundation of a
continuously improving organization. TQM is the application of quantitative
method and human resources to improve all process within an organization and
exceed customer needs now and in future.
Pioneers:
Edward Deming, Walter Shewart, Kaoru Ishikawa, Philip Crosby, Joseph Juran.
