Popular Management Theories Decoded

Popular Management Theories Decoded Y?u might g?t “?rr?r free” work fr?m a ?rint?r or a fax machine; whatever ??u put in i? wh?t it would ?ut ?ut ultimately, but people, n?t ?? much. B???u?? w? have emotions ?nd feelings ?nd the ?bilit? to make d??i?i?n?, w? don’t ?v?r ?x??tl? d? as w? are told.But wh?n you factor in th??? ?h?r??t?ri?ti?? such as th?ir adaptability, ing?nuit?, ?bilit? to l??rn, think ?nd feel, you figur? out th?t ????l? ?r? irr??l????bl? in ?n? ?r?du?ti?n activity, ?? replacing th?m isn’t really ?n ??ti?n.F?r thi? reason alone, m?n?g?r? ?v?r time h?v? ?ut in lots ?f ?ff?rt t? answer ?u??ti?n? like “how to manage ????l?”, “h?w d? w? g?t th?m to d? exactly ?? w? say” ?nd “H?w d? w? bring ?ut th? best in them” especially in ?ur w?rk ?l????.W?ll, that w?? n?t an ???? questions t? ?n?w?r th?n, ?till not ???? t? answer n?w ?ith?r.P???l? ?r? ?? ??m?li??t?d as they ??m?, ?v?n th? ?im?l??t ??r??n i? ?till more difficult to m?n?g? th?n the m??t ??m?l?x m??hin?.But this complex n?tur? of their s i? wh? th?? ??nn?t b? r??l???d b? machines.Th?ir emotions, ability to l??rn ?nd f??l is what makes them indispensible even in thi? ??m?ut?r ?nd t??hn?l?gi??ll? advanced era.So Companies ?r? ?tu?k with ????l? as a f??t?r ?f production and h?v? t? deal with them.M?ving on, th??ri?t? and ???i?l ??i?nti?t? h?v? l?ng ????ul?t?d ?n what t??? ?f m?n?g?m?nt i? b??t f?r m?n, especially in th? ?r?f???i?n?l setting.In r????n??, th?? ?r??t?d m?n?g?m?nt th??ri?? ?nd ??m?il?d vast collections of id??? th?t h?v? n?w ?r?vid?d a framework f?r ?n effective m?n?g?m?nt ?tr?t?g? for m?n.These strategies ?r? implemented in m?d?rn workplaces t? m?tiv?t? ?nd bring the b??t out ?f ?m?l?????.At the end of this article, you would have learnt different management approaches that could be applied in your work places, either as a manager, or as a worker in other to become more efficient at your profession.These theories have been tested over the year and proven to work, some even modified to suit us in this ve ry era. These theories can be used alone or used with each other to achieve efficiency in our work place.Therefore, if you have ever wondered about the possibilities to improve your professional life, either as a manager or as a worker, keep reading, these professional management theories will most definitely give you an insights.But first, what is management? Management i? the act ?f getting people t?g?th?r t? accomplish d??ir?d g??l? and ?bj??tiv?? u?ing available r???ur??? ?ffi?i?ntl? and ?ff??tiv?l?.Since ?rg?niz?ti?n? can b? vi?w?d as systems, m?n?g?m?nt ??n also be defined ?? human action, including design, to facilitate th? ?r?du?ti?n ?f useful outcomes fr?m a ???t?m.Thi? view ?l?? m??n? th?t t? m?n?g? ?th?r?, one h?? t? manage hi? ?r h?r??lf fir?t.L?rg?r ?rg?niz?ti?n? generally h?v? thr?? levels ?f m?n?g?r?, which ?r? t??i??ll? organized in a hi?r?r?hi??l, ??r?mid ?tru?tur?:S?ni?r m?n?g?r?, ?u?h ?? m?mb?r? of a B??rd of Dir??t?r? ?nd a Chief Executive Offi??r (CEO) ?r a Pr?? id?nt ?f ?n organization. Th?? ??t the strategic g??l? ?f the ?rg?niz?ti?n ?nd m?k? decisions ?n h?w th? ?v?r?ll ?rg?niz?ti?n will operate. Senior managers ?r? g?n?r?ll? ?x??utiv?-l?v?l ?r?f???i?n?l?, ?nd ?r?vid? direction t? middl? management wh? dir??tl? ?r indirectly report t? th?m.Middl? managers, ?x?m?l?? ?f which w?uld in?lud? branch m?n?g?r?, r?gi?n?l managers, d???rtm?nt m?n?g?r? ?nd ???ti?n managers, provide direction to fr?nt-lin? m?n?g?r?. Middl? m?n?g?r? ??mmuni??t? th? ?tr?t?gi? goals of ??ni?r m?n?g?m?nt t? the fr?nt-lin? m?n?g?r?.L?w?r m?n?g?r?, such as ?u??rvi??r? ?nd front-line t??m leaders, ?v?r??? th? w?rk of regular ?m?l????? (?r volunteers, in ??m? voluntary ?rg?niz?ti?n?) ?nd ?r?vid? direction on th?ir w?rk.In ?m?ll?r ?rg?niz?ti?n?, an individu?l manager m?? h?v? a mu?h wid?r ?????. A ?ingl? manager may perform several r?l?? ?r ?v?n all ?f th? roles commonly ?b??rv?d in a large ?rg?niz?ti?n.Wh?t ?r? th? ?bj??tiv?? of m?n?g?m?nt?Th??? d???, management is ?l??ing vit?l r?l?? in the ?r?gr??? and ?r????rit? of a business enterprises and organizations at l?rg?.Generally speaking, no gr?u? ?f humans can ??m? together ?nd ??hi?v? ?n?thing without ?r???r m?n?g?m?nt.In f??t ????rding t? Discovery Surveys Inc.., if ?m?l????? f?il, m?n?g?m?nt is ?ft?n ?t f?ult.Th?r? ?r? b??i??ll? thr?? management objectives.On? objective i? ?n?uring ?rg?niz?ti?n?l goals ?nd targets are m?t â€" with l???t cost and minimum w??t?.The ????nd ?bj??tiv? i? l??king after health ?nd w?lf?r?, ?nd ??f?t? ?f staff.Th? third ?bj??tiv? is ?r?t??ting th? m??hin?r? ?nd resources ?f th? ?rg?niz?ti?n, in?luding the hum?n r???ur???.POPULAR M?N?G?M?NT THEORIESWith?ut any further ado, let’s dive int? ???ul?r m?n?g?m?nt theories ever inv?nt?d b? m?n, f?r th? sole purpose ?f m?n?ging m?n him??lf.Scientific Theory by Frederick w. Taylor Frederick Winslow T??l?r w?? an American m??h?ni??l ?ngin??r wh? ??ught t? improve indu?tri?l efficiency. H? was ?n? ?f th? fir?t m?n?g?m?nt consultants . Taylor w?? one ?f th? intellectual l??d?r? of th? Effi?i?n?? M?v?m?nt and his id???, br??dl? conceived, w?r? highly influential in the Pr?gr???iv? Er? (1890? 1920?).T??l?r ?umm?d up hi? ?ffi?i?n?? t??hni?u?? in his 1911 b??k The Principles of Scientific Management, whi?h in 2001 Fellows of the A??d?m? ?f Management voted the m??t influ?nti?l m?n?g?m?nt b??k ?f th? twentieth ??ntur?.Hi? pioneering w?rk in ???l?ing ?ngin??ring ?rin?i?l?? t? th? w?rk d?n? ?n th? f??t?r? fl??r was in?trum?nt?l in the ?r??ti?n ?nd development ?f th? branch ?f ?ngin??ring th?t i? now known as indu?tri?l ?ngin??ring.Wh?t i? S?i?ntifi? M?n?g?m?nt?A? a m??h?ni??l ?ngin??r ?t a ?t??l corporation in Philadelphia, Frederick Taylor thought ?b?ut how w?rk?r? ??uld ??rf?rm th?ir tasks ?? efficiently as ????ibl?, h? ?tudi?d human labour ?nd ?n?l???d th? w?rk of w?rk?r? ?n th? work fl??r. Thi? resulted in ??tivit? ?n?l????, time ?tudi?? and methodology ?tudi??. Th?t was th? ?t?rt ?f T??l?ri?m.Thr?ugh the ??tivit? analyses, h? w?? ?bl? t? identify wh?t activities w?rk?r? had to ??rf?rm wh?n ??rr?ing ?ut th?ir tasks. He ?l?? conducted tim? measurements f?r ?ll kind? ?f ??tiviti?? th?t w?r? ??rri?d out b? w?rk?r? during the production ?r?????.In the m?th?d?l?g? ?tudi??, h? ?v?lu?t?d whi?h working method could b??t be u??d t? ensure maximum productivity.He decided on divi?i?n ?f l?b?ur Frederick Taylor ?im?d at ??ntinu?u?l? in?r???ing the efficiency ?f th? ?r?du?ti?n ?r?????.He divid?d l?b?ur int? an ?l?m?nt?r? divi?i?n ?f l?b?ur in whi?h ?v?r? w?rk?r was ?ll???t?d their ?wn t??k? th?t h?d t? b? r????t?d constantly.Ev?r??n? w?? ???ign?d th?ir own ?r?gr?mm? that ??n?i?t?d ?f ?u?????iv? ??ti?n? ?nd thi? w?? ?im?d ?t w?rk?r’? l?v?l? of kn?wl?dg? ?nd skills.This br?ught ?b?ut ??n?id?r?bl? time savings ?nd b???u?? of this r?utin?, productivity in?r????d r??idl?. Frederick Taylor f?lt it w?? im??rt?nt t? ??l??t the right person f?r th? right j?b ?nd to l??v? th? planning ?nd thinking to th? ????i?l i?t?.A? a r??ult ?f his ?nd??v?ur? f?r specialization, Frederick Taylor divid?d th? m?n?g?m?nt t??k? int? a numb?r ?f ?ubt??k?. Thi? meant th?t ?v?r? w?rk?r h?d a different m?n?g?r f?r each of the managerial ?ubt??k?.In thi?, Frederick Taylor di?tingui?h?d b?tw??n ?r???r?t?r? ?nd ?x??utiv?/??ntr?l t??k?. Within thi? tw?-w?? classification, h? added ?n?th?r allocation ?f j?b? whi?h resulted in th? ?ight bosses system or functional ?rg?niz?ti?n system.H? immediately ???li?d this eight bosses system t? th? ?r?du?ti?n unit ?f ?n ?ngin??ring w?rk?.Frederick Taylor w?nt?d to ?limin?t? ?? many in?ffi?i?nt working m?th?d? ?? ????ibl?. H? therefore ??rri?d out th? f?m?u? B?thl?h?m ?x??rim?nt ?t the B?thl?h?m Steel C?m??n?.Aft?r h?ving ?b??rv?d th? w?rk?r?, h? thought th?t th? 12.5 t?nn?? ?f ?ig ir?n a w?rk?r h?d t? l??d ?nt? a r?ilw?? w?g?n ??r d?? ??uld b? in?r????d t? ???r?xim?t?l? 48 t?nn?? per w?rk?r per day.T? ?r?v? this th??r?, Frederick Taylor ?x??rim?nt?d with working h?ur?, r??t ??r i?d?, weight m?v?d in a given period, w?rking m?th?d? and t??l?. H? ??l??t?d th? ??-??ll?d “Pennsylvania Dut?hm?n” for this purpose, a very ?tr?ng, indu?tri?u? m?n ?f Dut?h origin, wh? h?d to ??rr? ?ut ?ll of his w?rk directions accurately.In return, h? w?? ?r?mi??d a high?r w?g? ??r unit ??rf?rm?n??, which r??ult?d in th? f??t th?t th? m?n w?? able t? h?ndl? 47.5 t?nn?? a day. Thi? w?? f?ll?w?d b? m?n? other workers who also wi?h?d to ??rn ?b?ut 60% more ???.H?w?v?r, Frederick Taylor was met with h??tilit?.M?n? workers were ?fr?id th?t thi? in?r????d productivity w?uld lead to un?m?l??m?nt ?nd th? l?b?ur unions called ?n th?m t? ??rr? ?ut a ???t?m?ti? ?r?du?ti?n ?ut?ut and w?rk ?t th?ir ?wn ???? only.In ?dditi?n, it w?? necessary to ??n?id?r whi?h work w?uld b??t ?uit a worker. A ??ntinu?u? ?nd ?l??? cooperation b?tw??n m?n?g?m?nt ?nd w?rk?r? would b? of vit?l im??rt?n?? in this.A smooth ?r?du?ti?n ?l?nning, cost analysis ?nd remuneration ???t?m w?uld enhance ?r?du?tivit? ?ub?t ?nti?ll?.Do we still use ??i?ntifi? management in todays world?Ev?n today, scientific management ?nd T??l?ri?m i? still applied t? production processes and unn??????r? m?v?m?nt? and/or ??ti?n? th?t threaten t? r?du?? ?r?du?tivit? ?r? examined ??r?full?.Employees are ??g? in the organization ?nd th?? j?intl? determine th? l?v?l of ?r?du?tivit?.Critics b?li?v? th?t T??l?ri?m und?rv?lu?? th? social n??d? ?f ????l? ?u?h ?? ???r??i?ti?n ?nd r???gniti?n. D??i?i?n? ?r? ?ur?l? m?d? ?n r?ti?n?l gr?und? in which ??rf?rm?n?? m???ur?m?nt i? a ??ntr?l component.N?v?rth?l???, in ??mm?r?i?l ?rg?niz?ti?n?, appreciation i? link?d t? the extra ??rf?rm?n?? that is d?liv?r?d. In addition to basic pay, b?nu??? can b? ??rn?d ?nd t?rg?t? ?nd premiums are u??d. Thi? ???t?m is b???d ?n ??i?ntifi? m?n?g?m?nt ??ll?d Taylorism.Administrative Theory By Henri Fayol H?nri F???l? m?n?g?m?nt theory i? a ?im?l? model of how m?n?g?m?nt int?r??t? with ??r??nn?l. Fayols management theory ??v?r? ??n???t? in a broad way, so ?lm??t ?n? bu?in??? can ???l? hi? th??r? ?f m?n?g?m?nt.T?d?? th? business ??mmunit? ??n?id?r? F???l? classical management theory ?? a r?l?v?nt guid? to ?r?du?tiv?l? m?n?ging ?t?ff.Th? management theory ?f H?nri F???l includes 14 principles ?f managementFayols principles are li?t?d b?l?w:Divi?i?n ?f W?rk â€" Wh?n ?m?l????? ?r? ????i?liz?d, ?ut?ut can in?r???? b???u?? they b???m? in?r???ingl? ?kill?d ?nd ?ffi?i?nt.Authority â€" M?n?g?r? mu?t h?v? th? authority t? give ?rd?r?, but th?? mu?t ?l?? k??? in mind that with ?uth?rit? ??m?? responsibility.Di??i?lin? â€" Di??i?lin? mu?t b? u?h?ld in organizations, but m?th?d? for d?ing so ??n v?r?.Unit? of Command â€" Em?l????? should have ?nl? one direct ?u??rvi??r.Unity ?f Dir??ti?n â€" T??m? with the ??m? objective should be w?rking und?r the direction ?f ?n? m?n?g?r, u?ing one plan. This will ?n?ur? th?t ??ti?n i? ?r???rl? ???rdin?t?d.Sub?rdin?ti?n of Individu?l Int?r??t? to th? General Interest â€" Th? interests ?f ?n? employee ?h?uld n?t b? ?ll?w?d t? b???m? m?r? important th?n th??? of th? group. Thi? includes m?n?g?r?.R?mun?r?ti?n â€" Em?l???? satisfaction depends on f?ir remuneration f?r everyone. Thi? in?lud?? fin?n?i?l ?nd non-financial compensation.C?ntr?liz?ti?n â€" Thi? principle r?f?r? t? how ?l??? ?m?l????? ?r? to th? decision-making process. It i? important to ?im f?r ?n ???r??ri?t? b?l?n??.Scalar Chain â€" Em?l????? ?h?uld b? ?w?r? of wh?r? th?? ?t?nd in the ?rg?niz?ti?n? hierarchy, ?r ?h?in ?f command.Order â€" The w?rk?l??? facilities mu?t b? ?l??n, tid? and ??f? f?r employees. Ev?r?thing ?h?uld h?v? it? ?l???.E?uit? â€" M?n?g?r? ?h?uld b? f?ir t? ?t?ff at ?ll tim??, both maintaining discipline ?? necessary and ??ting with kindn??? wh?r? ???r??ri?t?.St?bilit? of T?nur? ?f Personnel â€" Managers ?h?uld ?triv? t? minimiz? employee turnover. P?r??nn?l ?l?nning should b? a ?ri?rit?.Initiative â€" Employees ?h?uld be giv?n the n??????r? l?v?l of fr??d?m t? ?r??t? ?nd ??rr? out plans.E??rit de Corps â€" Org?niz?ti?n? ?h?uld strive t? ?r?m?t? t??m ??irit and unit?.From these ?rin?i?l??, Fayol ??n?lud?d that m?n?g?m?nt ?h?uld int?r??t with personnel in fiv? basic w??? in order to control ?nd plan production.PlanningCr??ting a ?l?n ?f action f?r th? future and determining th? ?t?g?? ?f the ?l?n ?nd the technology n??????r? to im?l?m?nt it.D??iding in advance what to d?, h?w t? d? it, when t? d? it, and who ?h?uld do it. It m??? the path fr?m wh?r? th? ?rg?niz?ti?n i? to wh?r? it w?nt? t? b?.Th? ?l?nning function involves ??t?bli?hing g??l? ?nd ?rr?nging th?m in a logical ?rd?r. Admini?tr?t?r? ?ng?g? in b?th short-range ?nd l?ng-r?ng? ?l?nning.OrganizingOn?? a ?l?n of ??ti?n i? d??ign?d, m?n?g?r? n??d t? provide everything n??????r? t? ??rr? it ?ut; including r?w m?t?ri?l?, t??l?, capital and hum?n resources. Identifying responsibilities, gr?u?ing th?m into departments ?r divisions, ?nd ????if?ing ?rg?niz?ti?n?l r?l?ti?n?hi??.CommandM?n?g?r? n??d t? im?l?m?nt th? ?l?n. They must have ?n understanding ?f the ?tr?ngth? ?nd weaknesses of th?ir ??r??nn?l.L??ding people in a manner th?t ??hi?v?? th? g??l? of th? ?rg?niz?ti?n r??uir?? proper ?ll???ti?n of r???ur??? ?nd ?n ?ff??tiv? ?u???rt system. Dir??ting r??uir?? ?x???ti?n?l int?r??r??n?l ?kill? and th? ?bilit? to m?tiv?t? ????l?.On? of the ?ru?i?l i??u?? in directing is th? ??rr??t b?l?n?? b?tw??n staff needs ?nd production.CoordinationHigh-l?v?l m?n?g?r? mu?t work to h?rm?niz? all th? ??tiviti?? t? f??ilit?t? ?rg?niz?ti?n?l ?u?????.C?mmuni??ti?n i? th? ?rim? ???rdin?ting m??h?ni?m; it synchronizes th? elements ?f the organization and mu?t take into account d?l?g?ti?n ?f ?uth?rit? and r????n?ibilit? and ???n of ??ntr?l within unit?.ControlThe fin?l ?l?m?nt ?f management inv?lv?? the ??m??ri??n ?f th? activities ?f th? personnel t? th? ?l?n ?f action.It i? th? evaluation component ?f m?n?g?m?nt. M?nit?ring fun?ti?n th?t evaluates ?u?lit? in ?ll ?r??? and d?t??t? ??t?nti?l ?r ??tu?l d?vi?ti?n? fr?m the organizations ?l?n.Thus, ensuring high-?u?lit? ??rf?rm?n?? ?nd ??ti?f??t?r? results whil? m?int?ining ?n ?rd?rl? ?nd problem-free ?nvir?nm?nt. Controlling in?lud?? inf?rm?ti?n m?n?g?m?nt, measurement ?f ??rf?rm?n??, and institution of ??rr??tiv? ??ti?n?.A survey conducted by “BBA core A” f?und ?ut th?t a ??m??n? IONX Air Pr?du?ti?n m?n?g?m?nt uses th? Admini?tr?tiv? Th??r? b? Henri F???l in it? w?rk ?r??????? ?nd found out that th? m?n?g?m?nt principle applied w?rk?d.Bureaucratic Theory By Max Weber According to th? bureaucratic th??r? ?f Max Weber, bur??u?r??? i? th? b??i? f?r th? ???t?m?ti? f?rm?ti?n ?f ?n? ?rg?ni??ti?n and i? d??ign?d t? ?n?ur? ?ffi?i?n?? ?nd ???n?mi? ?ff??tiv?n???.It is ?n ideal model for management ?nd it? ?dmini?tr?ti?n t? bring ?n ?rg?ni??ti?n’? power ?tru?tur? int? focus.With th??? ?b??rv?ti?n?, h? l??? d?wn th? b??i? ?rin?i?l?? of bur??u?r??? ?nd emphasises th? divi?i?n ?f l?b?ur, hi?r?r?h?, rul?? and im??r??n?l relationship.B?l?w is a m?r? detailed ?x?l?n?ti?n ?f th? 6 m?n?g?m?nt ?rin?i?l?? ?f a bur??u?r???:?. Task ????i?li??ti?nT??k? ?r? divided int? ?im?l?, routine ??t?g?ri?? on th? basis of ??m??t?n?i?? and functional specialisations.Ev?r? ?m?l???? i? r????n?ibl? for what he/she d??? b??t ?nd knows ?x??tl? wh?t is ?x???t?d of him/h?r. By dividing w?rk on the basis ?f ????i?li??ti?n, th? ?rg?ni??ti?n directly b?n?fit?.Each d???rtm?nt h?? specific ??w?r?.A? a r??ult, there i? a d?lin??ti?n ?f t??k? ?nd m?n?g?r? ??n ???r???h th?ir employees m?r? ???il? wh?n they d? n?t stick t? th?ir tasks. Ev?r? ?m?l???? kn?w? ?x??tl? wh?t i? expected ?f him/ her ?nd wh?t hi?/ her ??w?r? ?r? within the ?rg?ni??ti?n.Ev?r? ?m?l???? has a specific ?l??? within the ?rg?ni??ti?n and is ?x???t?d t? ??l?l? f??u? on hi?/ her area ?f ?x??rti??. Going beyond ??ur responsibilities and taking ?n tasks ?f ??ll??gu?? is n?t ??rmitt?d within a bur??u?r???.b. Hi?r?r?hi??l authorityManagers ?r? ?rg?ni??d int? hi?r?r?hi??l l???r?, where ???h layer of m?n?g?m?nt is responsib le f?r it? ?t?ff ?nd ?v?r?ll ??rf?rm?n??. In a bur??u?r???, th?r? ?r? m?n? hi?r?r?hi??l positions.Thi? i? ????nti?ll? th? tr?d?m?rk and f?und?ti?n ?f a bureaucracy.Hierarchy i? a ???t?m in whi?h different ???iti?n? ?r? r?l?t?d in ?rd?r of ?r???d?n?? and in whi?h th? highest rung on th? l?dd?r h?? th? gr??t??t ??w?r.The bottom l???r? are always ?ubj??t t? ?u??rvi?i?n and ??ntr?l ?f higher l???r?.Thi? hierarchy r?fl??t? lin?? of communication ?nd the d?gr?? ?f d?l?g?ti?n and ?l??rl? l??? ?ut h?w ??w?r? ?nd r????n?ibiliti?? ?r? divided.c. F?rm?l selectionAll ?m?l????? are ??l??t?d on th? b??i? ?f t??hni??l ?kill? ?nd ??m??t?n???, whi?h h?v? b??n ???uir?d thr?ugh training, ?du??ti?n ?nd ?x??ri?n??.One ?f th? basic principles i? th?t ?m?l????? are paid f?r th?ir ??rvi??? ?nd th?t level of their ??l?r? is d???nd?nt on th?ir position. Th?ir contract terms ?r? determined b? ?rg?ni??ti?n?l rul?? and requirements ?nd the ?m?l???? h?? no ?wn?r?hi? int?r??t in the company.d. Rules and requireme ntsFormal rul?? ?nd r??uir?m?nt? ?r? r??uir?d to ?n?ur? unif?rmit?, ?? that ?m?l????? kn?w ?x??tl? what i? ?x???t?d ?f th?m. In thi? ??n??, th? rules ?nd requirements ??n b? ??n?id?r?d ?r?di?t?bl?.All administrative processes are d?fin?d in th? ?ffi?i?l rules. By enforcing strict rules, th? ?rg?ni??ti?n ??n more easily ??hi?v? unif?rmit? ?nd ?ll ?m?l???? ?ff?rt? ??n b? b?tt?r ???rdin?t?d. Th? rul?? ?nd r??uir?m?nt? ?r? m?r? or l??? ?t?bl? ?nd ?lw??? formalised in ??-??ll?d ?ffi?i?l r???rt?. Sh?uld n?w rules ?nd r??uir?m?nt? b? intr?du??d, then senior management ?r dir??t?r? ?r? r????n?ibl? f?r thi?.?. Im??r??n?lRegulations and ?l??r r??uir?m?nt? ?r??t? di?t?nt and impersonal relationships b?tw??n ?m?l?????, with th? ?dditi?n?l ?dv?nt?g? ?f preventing n???ti?m ?r inv?lv?m?nt from ?ut?id?r? ?r politics.These impersonal relationships ?r? a prominent f??tur? ?f bur??u?r??i??. Int?r??r??n?l r?l?ti?n?hi?? ?r? ??l?l? characterised by a system of ?ubli? l?w ?nd rules ?nd r??uir?m?nt?.Offi?i ?l views ?r? fr?? fr?m any ??r??n?l inv?lv?m?nt, ?m?ti?n? and f??ling?.D??i?i?n? ?r? ??l?l? m?d? ?n th? b??i? ?f r?ti?n?l factors, rather than ??r??n?l f??t?r?.f. C?r??r ?ri?nt?ti?nEm?l????? are ??l??t?d ?n the b??i? ?f th?ir ?x??rti??. Thi? helps in th? deployment ?f th? right ????l? in th? right positions and th?r?b? optimally utili?ing hum?n ???it?l.In a bureaucracy, it i? possible t? build a ??r??r ?n the b??i? of ?x??ri?n?? ?nd ?x??rti??.A? a r??ult, it ?ff?r? lifetime ?m?l??m?nt.Th? rigid divi?i?n ?f l?b?ur also allows employees t? ????i?li?? themselves further, so th?t th?? m?? b???m? experts in th?ir ?wn fi?ld ?nd ?ignifi??ntl? improve th?ir performance.Does Bureaucratic Theory come with any B?n?fit?G?n?r?ll? speaking, th? t?rm bur??u?r??? h?? a n?g?tiv? connotation ?nd is ?ft?n link?d to g?v?rnm?nt ?g?n?i?? and l?rg? organisations.Nevertheless, th? gr??t b?n?fit ?f a bur??u?r??? is th?t large ?rg?ni??ti?n? with many hi?r?r?hi??l layers can become ?tru?tur?d ?nd w?rk effecti vely.It is ?r??i??l? th? ??t?bli?h?d rul?? and procedures that ?ll?w? f?r high ?ffi?i?n?? and ??n?i?t?nt ?x??uti?n ?f w?rk b? ?ll ?m?l?????.All thi? m?k?? it easier f?r m?n?g?m?nt to maintain ??ntr?l ?nd m?k? ?dju?tm?nt? when n??????r?. Bureaucracy i? especially in?vit?bl? in ?rg?ni??ti?n? wh?r? l?gi?l?ti?n plays ?n im??rt?nt r?l? in d?liv?ring a consistent output.What are the Disadvantages?Bureaucracy i? ?h?r??t?ri??d by a l?rg? ?m?unt ?f r?d t???, ????rw?rk, m?n? desks, certain ?ffi?? ?ultur? ?nd ?l?w communication due to its m?n? hi?r?r?hi??l l???r?.Thi? i? the system’s bigg??t di??dv?nt?g?. It i? ?l?? unfortunate that ?m?l????? r?m?in f?irl? di?t?n??d fr?m each other and th? ?rg?ni??ti?n, m?king th?m l??? l???l.Bureaucracy is ?l?? ?xtr?m?l? d???nd?nt ?n r?gul?t?r? ?nd policy compliance. Thi? restricts ?m?l????? t? ??m? u? with inn?v?tiv? id???, making th?m feel lik? just a numb?r in?t??d ?f an individu?l.L?t?r r????r?h in th? human relations theory d?m?n?tr?t?d th?t ?m?l????? ???r??i?t? ?tt?nti?n and w?nt t? have a v?i?? in decision m?king.What Pr?bl?m? does the Bureaucratic Theory face?Because ?m?l????? h?v? no ????rtunit? t? voice their ??ini?n ?r influ?n?? d??i?i?n making, a bureaucracy m?? di??u?d? ?m?l????? in the l?ng run.A research conducted by Oversees Development Institute in 2003 f?und ?ut th?t respondents r?t?d performance ??n?id?r?bl? l?w, especially ?ivil ???i?t? and the ?x??utiv? ?? a result ?f Bur??u?r???.M?r??v?r, ?v?r the course ?f tim?, ?m?l????? may ?t?rt t? g?t ?nn???d ?t the v?ri?u? rul?? ?nd requirements, with th? risk th?t th?? m?? ?t?rt b????tting ?nd/ ?r ?bu?ing th??? rul?? and ?t?nding u? to the established ?rd?r.It i? therefore v?r? im??rt?nt th?t bur??u?r?ti? ?rg?ni??ti?n? ?r???rl? inf?rm ?m?l????? w?ll in advance ?b?ut th?ir approach t? w?rk and r??uir?? th?m t? ?????t this.Onl? ?m?l????? wh? agree to this ???r???h ?r? ?uit?bl? t? w?rk within a bur??u?r?ti? ?rg?ni??ti?n.Human Relations Theory By Elton Mayo Pri?r t? this trend , Elton Mayo ?lr??d? started ?n ?x??rim?nt in th? H?wth?rn? ?l?nt? in 1924; the Hawthorne experiment.Th?r? w?? a gr??t d??l of di???nt?nt among th? 30,000 w?rk?r? in th? H?wth?rn? ?l?nt? in Chi??g? in the ??rl? twenties ?f th? l??t ??ntur?.This was ??m?wh?t peculiar, because this phone ??rt? ?l?nt ?lr??d? ??t?d extremely ?r?gr???iv?l? towards its workers (through ??n?i?n? ?nd sickness b?n?fit?), something which w?? almost unthink?bl? in this ??ri?d.Elton Mayo ?nd his ???i?t?nt?, including Fritz Roetlishberger, ??ndu?t?d r????r?h int? changing w?rking ??nditi?n?.They ?x??rim?nt?d with light, duration ?f br??k? ?nd w?rking hours.A gr?u? ?f w?m?n were ?x????d t? ?ith?r m?r? ?r l??? light. It turn?d ?ut that, r?g?rdl??? ?f th? amount ?nd duration ?f lighting, this h?d a positive effect ?n their ??rf?rm?n???.Th? ??m? w?? true f?r r??t ??ri?d?; ?h?rt?r ?r l?ng?r br??k? both l?d to an in?r???? in labour ?r?du?tivit?.P?r??n?l Att?nti?nThe ??n?lu?i?n dr?wn fr?m the H?wth?rn? r????r?h w?? th? t giving ?tt?nti?n to employees resulted in im?r?v?d performances.Th? gr?u? ?f workers who w?r? inv?lv?d in the search felt th?ir voices heard ?nd ?x??ri?n??d a f??ling of greater ??r??n?l fr??d?m. Th? w?rk?r? w?r? ?l????d th?t their ???i?t?n?? w?? r??u??t?d, which they b?li?v?d l?d t? th?ir higher job ??rf?rm?n???.M?r??v?r, during th? study, senior officials regularly vi?it?d th? workplace, making the w?rk?r? feel like they belonged t? a certain elite gr?u?.This ??r??n?l ?tt?nti?n ?timul?t?d th? group to w?rk ?v?n h?rd?r t?g?th?r ?nd give th?ir ?ll f?r the ?rg?ni??ti?n.C?ll?b?r?ti?n in an inf?rm?l gr?u? is ?l?? ?n? ?f th? main ?????t? of th? Human R?l?ti?n? Th??r?.Elton Mayo concluded th?t th? needs of w?rk?r? w?r? often based on ??ntim?nt (b?l?nging t? a group and thu? h?ving a sense ?f v?lu?) and th?t this could l??d t? ??nfli?t? with m?n?g?r?, wh? mainly f??u??d ?n ???t r?du?ti?n and efficiency.And thu? h? ??m? to th? following final conclusions:Individu?l ?m?l????? mu?t be ???n ?? m?mb?r? of a group;S?l?r? ?nd good w?rking ??nditi?n? ?r? l??? im??rt?nt f?r ?m?l????? than a sense ?f b?l?nging t? a group;Informal gr?u?? in th? w?rk?l??? h?v? a strong influence on th? behaviour of employees in ??id gr?u?;M?n?g?r? must take social needs, ?u?h as belonging t? ?n (informal) gr?u?, ??ri?u?l?.L?b?ur MotivationIn the ?r? ?f th? Hum?n Relations Theory, the ??n???t ?f ‘l?b?ur m?tiv?ti?n’ is giv?n a n?w m??ning ??m??r?d t? th? Scientific Management ?r?. Th? f??t that personal ?tt?nti?n led t? improved ??rf?rm?n??? w?? a ??m?l?t?l? new perspective.Th? term w?rk?r? i? gradually r??l???d with ?m?l????, whi?h more explicitly im?li?? th?t these people are thinking ????l? who can positively ??ntribut? to th? ?rg?ni??ti?n.What are the Ch?r??t?ri?ti?? of the Human Relations Theory?St?rting in th? 1950?, a d?finitiv? diff?r?nt ???r???h t? m?n?g?m?nt emerged.Em?l???? b?h?vi?ur i? ?l???d centrally ?nd the Hum?n Relations theory places strong emphasis ?n th? fact th?t ?rg?ni ??ti?n? consist ?f gr?u?? ?f ????l?.Hum?n R?l?ti?n? supporters thu? r??l??? th? mechanistic ??r????tiv? ?n m?n?g?m?nt with a people-oriented ??r????tiv?. Ev?r? ??r??n is uni?u? ?nd th?r?f?r? un?r?di?t?bl?.Their b?h?vi?ur i? ??m?l?x ?nd t? full? und?r?t?nd th?m it i? im??rt?nt t? recognise th?ir ??r??n?l m?tiv?ti?n?.Th? way ?m?l????? think and ??t at w?rk is n?t only influ?n??d b? rules, ?r???dur?? ?nd r??uir?m?nt? imposed b? m?n?g?m?nt.Att?nti?n, r?????t, int?r??t ?h?wn ?nd ???i?l/ int?r??r??n?l relationships are ju?t as im??rt?nt.These kind of human interactions trigg?r an emotional ??n?? in ?m?l?????, whi?h i? ?ft?n referred to ?? a ??r??n’? ??ft ?id?.Thi? soft ?id? ??n?i?t? ?f emotional or irr?ti?n?l logic ?nd ??n ?tr?ngth?n rational logic, but ?t the same time ?l?? w??k?n or ?limin?t? it.R?ti?n?l l?gi? focuses ?n ?r?du?ti?n ?nd effectiveness, ?nd b?th ??n thu? di?m?tri??ll? be opposed t? ???h other, whi?h in turn l??d? t? internal ??nfli?t? and dilemmas.The ??m?l?xit? ?f hum?n b?h?vi?ur increases even m?r? if ?n ?m?l???? indicates his d??ir?? and knows wh?n h? will m?k? ??rt?in d??i?i?n?.Fr?m a b?h?vi?ur?l perspective, ?m?l????? ??n ?l?? d??id? wh?t behaviour th?? prefer and how this b?h?vi?ur m?nif??t? it??lf.A? a result, th?r? i? n? ?ingl? ??tt?rn th?t ??n ?ut?m?ti??ll? b? associated with a ????ifi? ?itu?ti?n.Every ??r??n i? v?r? much diff?r?nt in terms ?f ?h?r??t?r ?nd behaviour. Ev?r??n? has different v?lu??, standards and desires, whi?h results in d?m?n?tr?bl? different behaviour.Thi? complex humanity i? ?n important f??t?r in guiding employees.It is therefore th? t??k ?f managers to identify the individual needs ?f employees and ??t accordingly.Thi? is th? ????n?? of th? Hum?n R?l?ti?n? Theory.Systems Theory By Ludwig Von Bertalanffy Th? systems th??r? h?? h?d a ?ignifi??nt ?ff??t ?n m?n?g?m?nt science ?nd und?r?t?nding ?rg?niz?ti?n?.A ???t?m is a ??ll??ti?n ?f ??rt unifi?d t? ????m?li?h an ?v?r?ll g??l.If ?n? part ?f th? ???t?m i? r?m?v?d, the nat ure of th? ???t?m is changed as well.A ???t?m ??n b? l??k?d ?t ?? h?ving inputs (?.g., r???ur??? ?u?h ?? r?w m?t?ri?l?, m?n??, t??hn?l?gi??, people), ?r??????? (?.g., ?l?nning, ?rg?nizing, motivating, ?nd controlling), ?ut?ut? (products ?r services) ?nd outcomes (?.g., ?nh?n??d ?u?lit? ?f life ?r ?r?du?tivit? for ?u?t?m?r?/?li?nt?, productivity).S??t?m? ?h?r? f??db??k among each ?f th??? f?ur ?????t? ?f th? ???t?m.The Systems Th??r? may seem ?uit? b??i?. Yet, decades ?f management training and ?r??ti??? in th? workplace h?v? n?t f?ll?w?d thi? th??r?.Onl? recently, with tr?m?nd?u? ?h?ng?? f??ing ?rg?niz?ti?n? ?nd h?w th?? ???r?t?, h?v? ?du??t?r? ?nd managers ??m? to face thi? new w?? of l??king at thing?.The ?ff??t ?f systems th??r? in m?n?g?m?nt i? that it h?l?? m?n?g?r? to l??k at the organization more br??dl?.It h?? also ?n?bl?d m?n?g?r? t? int?r?r?t ??tt?rn? ?nd events in th? workplace â€" i.?., b? ?n?bling managers t? r???gniz? the various ??rt? of the ?rg?niz?ti?n, ?nd, in part icular, th? int?rr?l?ti?n? ?f th? parts.Systems th??r? was proposed in the 1940s b? the biologist Ludwig v?n Bertalanffy ?nd furth?r?d b? R??? Ashby (1964). Von B?rt?l?nff? was reacting ?g?in?t b?th reductionism ?nd ?tt?m?ting to r?viv? th? unity of ??i?n??. He i? ??n?id?r?d to be th? f?und?r and ?rin?i??l ?uth?r of g?n?r?l ???t?m? th??r?.Von B?rt?l?nff? (1968) wr?t? th?t a ???t?m i? a ??m?l?x ?f int?r??ting ?l?m?nt? ?nd th?t they ?r? ???n t?, and interact with their ?nvir?nm?nt?. In ?dditi?n, th?? ??n acquire ?u?lit?tiv?l? new ?r???rti?? through emergence, thu? they ?r? in a ??ntinu?l ?v?luti?n.S??t?m thinking i? both ??rt-t?-wh?l? and wh?l?-t?-??rt thinking about making ??nn??ti?n? between th? v?ri?u? elements ?? th?t th?? fit together ?? a whole f?r a ???t?m thinking design model.X Y Theory By Douglas Mcgregor Th??r? X ?nd Theory Y are th??ri?? ?f hum?n m?tiv?ti?n ?nd m?n?g?m?nt. Th?? were created and d?v?l???d Douglas McGregor at the  MIT Sloan School of Management, initi?ll? ? r???nt?d at a m?n?g?m?nt conference in 1957, ?nd d?v?l???d during th? 1960?.Th??? tw? th??ri?? describe ??ntr??ting m?d?l? ?f workforce motivation ???li?d b? managers in human resource management, ?rg?niz?ti?n?l behavior, ?rg?niz?ti?n?l communication and ?rg?niz?ti?n?l d?v?l??m?nt.A???rding to th? models, the two ?????ing sets ?f g?n?r?l assumptions of h?w w?rk?r? ?r? motivated form the basis f?r tw? diff?r?nt managerial styles.Theory X ?tr????? th? im??rt?n?? ?f strict supervision, external r?w?rd?, ?nd penalties: in contrast, Theory Y highlight? th? m?tiv?ting r?l? ?f job satisfaction ?nd encourages workers t? approach t??k? without dir??t ?u??rvi?i?n.Theory XTheory x i? based ?n pessimistic ???um?ti?n? regarding th? t??i??l w?rk?r.Thi? m?n?g?m?nt ?t?l? ?u?????? that th? t??i??l w?rk?r has little t? n? ?mbiti?n, ?hi?? ?w?? fr?m w?rk ?r r????n?ibiliti??, ?nd i? individu?l-g??l oriented.Generally, Th??r? X ?t?l? m?n?g?r? believe their ?l?v?? ?r? less intelligent th?n the m?n?g?r? ar e, lazier than th? m?n?g?r? are, ?r w?rk solely for a ?u?t?in?bl? in??m?.Due to these ???um?ti?n?, Theory X ??n?lud?? the t??i??l workforce ???r?t?? m?r? ?ffi?i?ntl? under a hands-on ???r???h t? management.Th? Theory X m?n?g?r b?li?v?? th?t all ??ti?n? should be tr???d ?nd th? r????n?ibl? individual given a direct r?w?rd ?r a r??rim?nd ????rding t? th? ??ti?n? outcomes. Thi? m?n?g?ri?l ?t?l? is more effective wh?n u??d in a workforce th?t i? n?t intrin?i??ll? motivated t? perform.According t? M?Gr?g?r, th?r? ?r? two ?????ing approaches t? im?l?m?nting Th??r? X: th? hard approach ?nd th? soft ???r???h.The h?rd approach depends ?n close supervision, intimidation, ?nd imminent ?uni?hm?nt. Thi? ???r???h ??n ??t?nti?ll? yield a hostile, minimally cooperative w?rk f?r?? that ??uld h?rb?r resentment t?w?rd? management.The ??ft approach i? th? lit?r?l ?????it?, ?h?r??t?riz?d b? leniency ?nd l??? strictly r?gul?t?d rules in h???? f?r high workplace m?r?l? and th?r?f?r? cooperative ?m?l?????. Im?l?m?nting a ???t?m th?t i? t?? ??ft ??uld result in an entitled, l?w-?ut?ut w?rkf?r??.McGregor believes b?th ends of th? ????trum ?r? t?? ?xtr?m? for ?ffi?i?nt real world application. In?t??d, McGregor f??l? th?t somewhere between the tw? approaches w?uld b? th? m??t ?ff??tiv? implementation ?f Th??r? X.Ov?r?ll, Theory X generally proves to be most effective in terms ?f ??n?i?t?n?? of w?rk. Alth?ugh m?n?g?r? ?nd supervisors are in ?lm??t ??m?l?t? ??ntr?l ?f the w?rk, thi? ?r?du??? a m?r? systematic ?nd unif?rm product or work fl?w.Theory X can also b?n?fit a w?rk place th?t i? m?r? ?uit?d t?w?rd? an ????mbl? lin? ?r m?nu?l l?b?r type of ???u??ti?n.Utilizing theory X in th??? t???? ?f work ??nditi?n? allow the ?m?l???? to ????i?liz? in a ??rti?ul?r area ?ll?wing th? ??m??n? t? mass-produce m?r? ?u?ntit? and higher ?u?lit? w?rk, which in turns brings more ?r?fit.Th??r? YIn ??ntr??t, Th??r? Y m?n?g?r? act ?n the b?li?f th?t people in th? w?rkf?r?? ?r? int?rn?ll? m?tiv?t?d, enjoy th? ir l?b?r in th? ??m??n?, ?nd work t? better themselves without a dir??t reward in r?turn.Th??r? Y ?m?l????? are considered t? b? ?n? ?f th? most v?lu?bl? ????t? t? th? ??m??n?, ?nd truly drive th? internal workings of th? corporation.W?rk?r? ?dditi?n?ll? t?nd t? t?k? full r????n?ibilit? f?r th?ir w?rk ?nd d? n?t r??uir? the need ?f constant ?u??rvi?i?n in order t? ?r??t? a ?u?lit? and higher standard ?r?du?t.B???u?? of the dr??ti? ?h?ng? ??m??r?d t? the Th??r? X w?? of dir??ting, Theory Y managers gr?vit?t? t?w?rd? r?l?ting t? th? w?rk?r ?n a more ??r??n?l l?v?l, ?? ??????d t? a more conductive and t???hing based r?l?ti?n?hi?.A? a r??ult, Th??r? Y followers may h?v? a b?tt?r relationship with th?ir high?r-u??, ?? w?ll ?? potentially h?ving a h??lthi?r ?tm???h?r? in th? w?rk?l???. Managers in thi? theory tend t? u?? a d?m??r?ti? t??? ?f leadership because w?rk?r? will be working in a w?? that d??? n?t need ?u??rvi?i?n th? most.In ??m??ri??n t? Th??r? X, Th??r? Y ?dd? m?r? ?f a democr atic ?nd free feel in the workforce allowing the ?m?l???? t? d??ign, ??n?tru?t, ?nd ?ubli?h th?ir w?rk? in a timely manner in ??-?rdin?n?? t? their workload ?nd ?r?j??t?.Aydin r???rt? a ?tud? undertaken to ?n?l?z? th? different management ?t?l?? ?f ?r?f????r? ?t a Turki?h University.Thi? ?tud? f?und th?t th? highl? ?u??rvi??d Theory X m?n?g?m?nt ?ff??t?d th? research ??rf?rm?n?? ?f th? academics n?g?tiv?l?. In g?n?r?l, th? ?tud? suggests that th? professional ??tting ?nd r????r?h-b???d w?rk th?t professors ??rf?rm i? b??t m?n?g?d u?ing a Th??r? Y m?n?g?m?nt ?t?l?.Whil? Th??r? Y may seem ??tim?l, it d??? have some dr?wb??k?. Whil? th?r? i? a m?r? ??r??n?l ?nd individu?li?ti? feel, thi? does l??v? r??m f?r error in t?rm? ?f ??n?i?t?n?? ?nd unif?rmit?.Th? workplace l??k? unv?r?ing rul?? and ?r??ti???, and thi? ??n result in an in??n?i?t?nt ?r?du?t whi?h ??uld potentially b? detrimental t? th? ?u?lit? standards ?nd strict guid?lin?? ?f a giv?n ??m??n?.Contingency Approach To Management The ??nting?n?? approach to m?n?g?m?nt is b???d ?n the idea th?t there i? n? one b??t w?? t? m?n?g? ?nd that t? b? ?ff??tiv?, ?l?nning, organizing, l??ding, and controlling mu?t b? t?il?r?d t? th? ??rti?ul?r ?ir?um?t?n??? faced by ?n ?rg?niz?ti?n.M?n?g?r? have always asked ?u??ti?n? such ??:Wh?t is the right thing to do?Sh?uld we h?v? a m??h?ni?ti? ?r an ?rg?ni? ?tru?tur??A fun?ti?n?l ?r divi?i?n?l ?tru?tur??Wid? ?r n?rr?w ???n? ?f m?n?g?m?nt?Tall ?r fl?t ?rg?niz?ti?n?l structures?Simple ?r ??m?l?x control ?nd coordination m??h?ni?m??Sh?uld we b? ??ntr?liz?d ?r d???ntr?liz?d?Sh?uld w? use t??k ?r ????l? ?ri?nt?d l??d?r?hi? styles?Wh?t motivational ???r???h?? ?nd in??ntiv? programs ?h?uld we u???Th? ??nting?n?? ???r???h t? m?n?g?m?nt (?l?? ??ll?d th? ?itu?ti?n?l approach) ???um?? th?t th?r? i? n? univ?r??l ?n?w?r t? ?u?h ?u??ti?n? b???u?? ?rg?niz?ti?n?, people, and situations vary and ?h?ng? over tim?.Thu?, the right thing to do depends ?n a complex v?ri?t? of ?riti??l environmental ?nd internal ??nting?n?i??.The Contingency P?r????tiv? ?nd Org?niz?ti?n Th??r?Environmental ?h?ng? ?nd un??rt?int?, w?rk technology, ?nd th? ?iz? ?f a ??m??n? are ?ll identified ?? ?nvir?nm?nt?l f??t?r? im???ting the ?ff??tiv?n??? ?f different organizational forms.A???rding to th? ??nting?n?? perspective, ?t?bl? environments ?ugg??t m??h?ni?ti? ?tru?tur?? th?t emphasize ??ntr?liz?ti?n, f?rm?liz?ti?n, ?t?nd?rdiz?ti?n, and specialization to ??hi?v? ?ffi?i?n?? ?nd ??n?i?t?n??.C?rt?int? ?nd ?r?di?t?bilit? permit th? u?? ?f policies, rul??, and ?r???dur?? t? guid? d??i?i?n m?king for routine tasks and ?r?bl?m?. Un?t?bl? ?nvir?nm?nt? suggest organic structures which emphasize decentralization t? achieve fl?xibilit? and ?d??t?bilit?.Un??rt?int? and unpredictability require g?n?r?l ?r?bl?m solving m?th?d? f?r n?nr?utin? tasks ?nd problems.Paul Lawrence ?nd J?? Lorsch ?ugg??t th?t ?rg?niz?ti?n?l unit? operating in diff?ring ?nvir?nm?nt? develop diff?r?nt int?rn?l unit ?h?r??t?ri?ti??, ?nd th at th? gr??t?r th? internal diff?r?n???, th? greater the n??d f?r ???rdin?ti?n between unit?.Joan W??dw?rd found th?t fin?n?i?ll? ?u?????ful m?nuf??turing ?rg?niz?ti?n? with diff?r?nt t???? ?f w?rk t??hn?l?gi?? (such ?? unit ?r small b?t?h; l?rg?-b?t?h or mass-production; or ??ntinu?u?-?r?????) diff?r?d in th? numb?r ?f m?n?g?m?nt levels, span ?f m?n?g?m?nt, ?nd the degree ?f w?rk?r specialization.She linked diff?r?n??? in ?rg?niz?ti?n t? firm performance and ?ugg??t?d th?t certain organizational forms were ???r??ri?t? f?r certain types ?f work t??hn?l?gi??.Organizational ?iz? is another ??nting?n?? v?ri?bl? th?ught t? im???t the effectiveness ?f diff?r?nt ?rg?niz?ti?n?l forms. Sm?ll organizations ??n behave inf?rm?ll? whil? larger organizations tend t? b???m? m?r? f?rm?liz?d.The ?wn?r of a ?m?ll organization may dir??tl? control most things, but large ?rg?niz?ti?n? r??uir? m?r? complex ?nd indirect control m??h?ni?m?.L?rg? ?rg?niz?ti?n? ??n h?v? more specialized staff, unit?, ?nd j obs. H?n??, a divi?i?n?l ?tru?tur? i? n?t ???r??ri?t? for a ?m?ll organization but may be for a l?rg? ?rg?niz?ti?n.In addition to the contingencies id?ntifi?d above, ?u?t?m?r div?r?it? and th? globalization of bu?in??? may r??uir? product ?r service div?r?it?, ?m?l???? diversity, and ?v?n th? ?r??ti?n of special unit? or divisions.Organizations ???r?ting within th? United St?t?? may h?v? to ?d??t t? v?ri?ti?n? in l???l, state, and f?d?r?l l?w? ?nd r?gul?ti?n?.Org?niz?ti?n? ???r?ting internationally m?? h?v? to adapt th?ir ?rg?niz?ti?n?l ?tru?tur??, managerial practices, ?nd ?r?du?t? ?r ??rvi??? t? diff?ring ?ultur?l v?lu??, expectations, ?nd ?r?f?r?n???.Th? availability ?f ?u???rt institutions ?nd th? ?v?il?bilit? ?nd ???t ?f fin?n?i?l r???ur??? may influ?n?? ?n ?rg?niz?ti?n? d??i?i?n t? ?r?du?? ?r purchase n?w ?r?du?t?.E??n?mi? ??nditi?n? ??n affect ?n organizations hiring and layoff ?r??ti??? as well as wage, ??l?r?, ?nd in??ntiv? structures. Technological change ??n ?ignifi??ntl? ?ff??t ?n ?rg?niz?ti?n.Th? use ?f r?b?ti?? ?ff??t? the l?v?l and t???? ?f ?kill? needed in employees. M?d?rn inf?rm?ti?n t??hn?l?g? b?th permits ?nd r??uir?? changes in communication ?nd int?r??ti?n ??tt?rn? within and between ?rg?niz?ti?n?.CONCLUSIONW? have tri?d t? d???d? several management th??ri?? inv?nt?d b? m?n to h?l? m?n?g? his f?ll?w man.Th??? theories ?b?ut m?n?g?m?nt diff?r fr?m each ?th?r, and ???h contributes something t? ?ur kn?wl?dg? ?f wh?t m?n?g?r? d?.Each ???r???h ?r th??r? has it? ?wn characteristics ?nd ?dv?nt?g?? ?? well ?? limitations. A? we stated in th? beginning, hum?n b?ing? ?r? th? most complex ?nd complicated thing? ?n the whole ?l?n?t, it w?uld have b??n ???i?r t? ?v?id ?n? int?r??ti?n? with humans ?t ?ll, especially in th? professional aspects, but w? ?r? indi???n??bl? once it ??m?? to ?r?du?ti?n.Th?r?f?r? m?n?g?m?nt theories where inv?nt?d.Th??? th??ri?? are being u??d u? till today in government agencies and ?rg?niz?ti?n?, b?th ?r?fit and n?n-?r?fit? . Some ?r? ??n?id?r?d m??n lik? th? scientific m?th?d b? Fr?dri? W. T??l?r ?nd even b?ring.Some w?r? ?l?? ??n?id?r?d in?ff??tiv? lik? th? Bur??u?r?ti? Theory by M?x W?b?r, ?iting ?ur ?ubli? ??rvi?? and g?v?rnm?nt ?g?n?i?? ?f today.H??? ??u g?in?d ??m? management insights fr?m r??ding.