Effective modern management skills are derived from management theories of the past. When the industrial revolution began managers recognised a necessity for a division of labour in obligation to meet customer desires and excel in company performance (Waddell, Jones, & George, 2013, p. 36). The importance of the division of labour was argued by Adam Smith in his economic treatise The Wealth of Nations in 1776. Smith discussed the positive effects job specialisation would have on organisational performance, encouraging further exploration on maximising business by researchers (Waddell, Jones, & George, 2013, p. 36). A portion of theories discussed was scientific management, administrative and bureaucracy management and behavioural management.
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41). The administrative approach was developed by Henri Fayol and outlined 14 principles he felt were necessary for an organisational structure. Fayol’s principles introduced important responsibilities for managers and set guidelines for how employees use resources and contribute to company goals. Alongside Fayol’s 14 principles of management, were the principles of bureaucracy introduced by Max Weber. Weber developed a focus on formal hierarchy within organisations to designate authority (Waddell, Jones, & George, 2013, p. 41). The bureaucratic approach assisted companies to function more competently but required the adherence of a strict set of guidelines for managers and workers, limiting individual entrepreneurship (Waddell, Jones, & George, 2013, p. 53). However, the bureaucratic system regulates the performance of tasks and assists managers to effectively and efficiently control the work of employees (Waddell, Jones, & George, 2013, p. 42). The administrative management and bureaucratic theory introduced the fundamental principles for managers …show more content…
The theory suggests that employees should feel motivated and committed to achieving organisational goals with the assistance of managerial encouragement (Waddell, Jones, & George, 2013, p. 43). Mary Parker Follett proposed that Frederick W Taylor did not keep human relations into consideration within his studies (Waddell, Jones, & George, 2013, p. 44). Follett emphasised a necessity for shared authority and participation between managers and employees; differences between the two should be viewed as an opportunity to develop professional relationships and innovation through communication and synthesis of contradictory opinions (Berman & Van Buren Iii, 2015). Follett stressed knowledge and expertise should be prioritised in the fundamentals of determining who leads particular decisions, rather than deciding someone based on their position in the managerial hierarchy (Waddell, Jones, & George, 2013, p.
41). The administrative approach was developed by Henri Fayol and outlined 14 principles he felt were necessary for an organisational structure. Fayol’s principles introduced important responsibilities for managers and set guidelines for how employees use resources and contribute to company goals. Alongside Fayol’s 14 principles of management, were the principles of bureaucracy introduced by Max Weber. Weber developed a focus on formal hierarchy within organisations to designate authority (Waddell, Jones, & George, 2013, p. 41). The bureaucratic approach assisted companies to function more competently but required the adherence of a strict set of guidelines for managers and workers, limiting individual entrepreneurship (Waddell, Jones, & George, 2013, p. 53). However, the bureaucratic system regulates the performance of tasks and assists managers to effectively and efficiently control the work of employees (Waddell, Jones, & George, 2013, p. 42). The administrative management and bureaucratic theory introduced the fundamental principles for managers …show more content…
The theory suggests that employees should feel motivated and committed to achieving organisational goals with the assistance of managerial encouragement (Waddell, Jones, & George, 2013, p. 43). Mary Parker Follett proposed that Frederick W Taylor did not keep human relations into consideration within his studies (Waddell, Jones, & George, 2013, p. 44). Follett emphasised a necessity for shared authority and participation between managers and employees; differences between the two should be viewed as an opportunity to develop professional relationships and innovation through communication and synthesis of contradictory opinions (Berman & Van Buren Iii, 2015). Follett stressed knowledge and expertise should be prioritised in the fundamentals of determining who leads particular decisions, rather than deciding someone based on their position in the managerial hierarchy (Waddell, Jones, & George, 2013, p.