The document appears to be a student assignment submission that includes: 1. The names and registration numbers of 12 students. 2. The name and course code of the class. 3. Five questions about different management theories that the student was asked to explain. 4. Information about where the submission was sent.

2. NAME OF STUDENT REGISTRATION NUMBER
1. SAID KOMBO ALI 14/OFA5/066
2. RIFAI MAULID ABDALLAH 14/OFA5/048
3. ABDUL-AZIZ SALEH KHAMIS 14/OFA5/093
4. ASILA HABIB SALIM 14/OFA5/152
5. KEIS OMAR KEIS 14/OFA5/147
6. GEORGE STEVEN GEORGE 14/OFA5/118
7. ABDUL-GHAFAR HAMID 14/OFA5/043
8. ASWILA BAKARI AME 14/OFA5/089
9. FARHAT KHAMIS MWINYI 14/OFA5/121
10. HALIMA KHAMIS ALLY 14/OFA5/035
11. ZULKHA SALIM JUMA 14/OFA5/151
12. MAKAME FAKI KHAMIS 14/OFA5/072
 LECTURE NAME Mr. HAMAD SAID
 BUSSINES ADMINISTRATION CODE 611
QUESTIONS: Explain the following approaches of management theories?
a. Human relation
b. Management science
c. System
d. Contingency
e. Administrative principles
SUBMITED ON
hsaid786@hotmail.com

3. Contents
CHAPTER ONE .........................................................................................................................................1
1.0. INTRODUCTION OF HUMAN RELATION .............................................................................1
1.1. MEANING OF HUMAN RELATION .........................................................................................1
1.2. IMPORTANT OF HUMAN RELATION ....................................................................................2
CHAPTER TWO ....................................................................................................................................4
2.0. INTRODUCTION OF MANAGEMENT SCIENCE:-............................................................4
2.2. IMPORTANT OF MANAGEMENT SCIENCE:-...................................................................5
2.3. LEVEL OF MANAGEMENT SCIENCE:-..............................................................................5
2.4. PRINCIPLE DEVELOPED BY F.W.TAYLOR:-...................................................................6
CHAPTER THREE............................................................................................................................7
3.0. INTRODUCTION OF CONTINGENCY: ...........................................................................7
3.1. THEORY OF CONTINGENCY ...........................................................................................7
3.2. ADVANTES OF CONTINGENCY: .....................................................................................8
3.3. CATEGORIES OF CONTINGENCY ..................................................................................8
3.4. LIMITATION OF CONTIGENCY THEORY....................................................................9
CHAPTER FOUR.........................................................................................................................10
4.0. CONCEPT OF SYSTEM THEORY:- ............................................................................10
4.1. MEANING OF SYSTEM THEORY...............................................................................10
4.2. IMPORTANT OF SYSTEM THEORY: ........................................................................10
4.3. FEATURES OF SYSTEM THEORY:- ..........................................................................11
CHAPTER FIVE ......................................................................................................................12
5.0. CONCEPT OF ADMINISTRATIVE PRINCIPLES:-..............................................12
5.1. MEANING:- ..................................................................................................................12
5.2. COMPONENTS OF AN ORGANIZATION:-...........................................................12
5.3. PRINCIPLE POSTULATED BY Henri Fayol’s ( 1841-1925)..................................13
5.4. RULES OF ADMINISTRAION PRINCIPLES:........................................................14
 REFRENCES: ...........................................................................................................16

5. 1
CHAPTER ONE
1.0. INTRODUCTION OF HUMAN RELATION
Human Relations is an international peer reviewed journal, which publishes the highest
quality original research to advance our understanding of social relationships at and around
work. Human Relations encourages strong empirical contributions that develop and extend
theory as well as more conceptual papers that integrate, critique and expand existing theory.
Human Relations also welcomes critical reviews that genuinely advance our understanding
of the connections between management, organizations and interdisciplinary social sciences
A discipline within resource management which addresses interpersonal behaviors. Factors
that are considered include leadership; communication; team building; and negotiation,
facilitation and mediation abilities.
1.1. MEANING OF HUMAN RELATION
A department in an organization responsible for the management of hiring qualified personnel
for the purpose of filling vacant positions. Activities involved with the department include
advertising and posting, recruiting, staffing, interviewing, hiring, terminations, layoffs, career
training, and performance reviews of company employees.
OR
Is a process of training the employees, addressing there need, fostering a work place
culture and resolving conflicts between different employees or between employees and
management, the relationship between employees and management are substantial value in any
work place.

6. 2
1.2. IMPORTANT OF HUMAN RELATION
i. Basics
Human relations in the workplace are a major part of what makes a business work.
Employees must frequently work together on projects, communicate ideas and provide
motivation to get things done. Without a stable and inviting workplace culture, difficult
challenges can arise both in the logistics of managing employees and in the bottom line.
Businesses with engaging workplaces and a well-trained workforce are more likely to retain and
attract qualified employees, foster loyalty with customers and more quickly adapt to meet the
needs of a changing marketplace.
ii. Improving Retention
The quality of workplace relations is critical to employee retention. Employee retention
may seem trivial -- especially in a workplace that is used to a high turnover -- but managers must
remember that turnover is financially very costly. Every new employee requires a substantial
investment of time and energy in their recruitment and training. In addition, severing ties with
old employees can sometimes be challenging, especially if the circumstances are not particularly
amicable. Making sure quality employees remain interested and engaged in the business requires
patience, compassion and flexibility, but can actually make the business more financially sound.
iii. Motivation and Productivity
Workplace relationships provide a source of employee motivation, which is important to
maintaining productivity. Employees who are interested in their work and in the well-being of
other employees tend to be more productive than those who are not. This productivity pays
obvious financial dividends to the company, as it can get more done in less time with fewer
costs. Building relationships, by both recognizing an employee's value to the company and a
concern for their needs, often goes a long way.

7. 3
iv. Fostering Creativity
The modern business environment often rewards businesses that are able to quickly develop
products that meet changing consumer needs. In some industries -- such as technology, for
example -- employees' ability to come up with effective new ideas is often the difference
between the entire company's success and failure. According to Sallyport Magazine, research
shows that creativity is based to large degree in social interaction. Employees' creativity is often
dependent on their ability to communicate with other employees and share ideas. Without quality
workplace relationships, employees are less likely to be able to develop and share the solutions
that a business needs to survive.

8. 4
CHAPTER TWO
2.0. INTRODUCTION OF MANAGEMENT SCIENCE:-
Is the broad interdisciplinary study of problem solving and decision making in
human organizations, with strong links to economics, business, engineering, and other
sciences. It uses various scientific research-based principles, strategies, and analytical
methods including mathematical modeling, statistics and numerical algorithms to
improve an organization's ability to enact rational and meaningful management decisions
by arriving at optimal or near optimal solutions to complex decision problems. In short,
management sciences help businesses to achieve goals using various scientific methods.
The scientific management theory was developed by Frederick Taylor (1856-1915), and
he was an American inventor and engineer
Scientific management theory seeks to improve an organizations efficiency by
systematically improving the efficiency of task completion by utilizing scientific,
engineering, and mathematical analysis. The goals is to reduce waste, increase the
process and method of production and create a just distribution of goods.
Management science theory can be summarized by Taylor through four principle
as follow:
 Manager should gather information, analyze it, and reduce it to rules, laws
or mathematical formulas
 Managers should scientifically select and train workers.
 Managers should ensure that the techniques developed by science are used
by workers.
 Managers should apply the workers and themselves, where managers
apply scientific management theories to planning and the workers perform
the task

9. 5
2.1. DIFINITION OF MANAGEMENT SCIENCE:-
Its approach to management is found in almost every industrial business operation
across the world. Its influence is also felt in general business practices such planning,
process design, quality control, cost accounting, and ergonomics. Your knowledge of the
theory will give you a better understanding of industrial management.
2.2. IMPORTANT OF MANAGEMENT SCIENCE:-
i. Better understanding of industrial management.
ii. To understand how a manager can use quantitative analysis, examination
of numbers and other measurable data.
iii. To improve efficiency and effectiveness of business operation
2.3. LEVEL OF MANAGEMENT SCIENCE:-
The fundamental level lies in three mathematical disciplines
 Probability,
 Optimization, and
 Dynamical systems theory.
The modeling level is about building models, analyzing them mathematically, gathering
and analyzing data, implementing models on computers, solving them, experimenting with
them—all this is part of management science research on the modeling level. This level is mainly
instrumental, and driven mainly by statistics and econometrics.
The application level, just as in any other engineering and economics disciplines, strives
to make a practical impact and be a driver for change in the real world.
The management scientist's mandate is to use rational, systematic, science-based
techniques to inform and improve decisions of all kinds. The techniques of management science
are not restricted to business applications but may be applied to military, medical, public
administration, charitable groups, political groups or community groups

10. 6
2.4. PRINCIPLE DEVELOPED BY F.W.TAYLOR:-
i. Science, Not Rule of Thumb:
This principle says that we should not get stuck in a set routine with the old techniques of
doing work, rather we should be constantly experimenting to develop new techniques which make the
work much simpler, easier and quicker.
ii. Harmony, Not Discord:
As per this principle, such an atmosphere should be created in the organization that labor
(the major factor of production) and management consider each other indispensable. Taylor has
referred to such a situation as a ‘Mental Revolution’. Taylor firmly believed that the occurrence
of a mental revolution would end all conflicts between the two parties and would be beneficial to
both of them.
iii. Cooperation, Not Individualism:
According to this principle, all the activities done by different people must be
carried on with a spirit of mutual cooperation. Taylor has suggested that the manager and
the workers should jointly determine standards. This increases involvement and thus, in
turn, increases responsibility. In this way we can expect miraculous results.
iv. Development of Each and Every Person to His / Her Greatest Efficiency and
Prosperity:-
According to this principle, the efficiency of each and every person should be
taken care of right from his selection. A proper arrangement of everybody’s training should be
made. It should also be taken care that each individual should be allotted work according to his
ability and interest. Such a caring attitude would create a sense of enthusiasm among the
employees and a feeling of belongingness too.

11. 7
CHAPTER THREE
3.0. INTRODUCTION OF CONTINGENCY:
Is based on the theory that management effectiveness is contingent, or dependent,
upon the interplay between the application of management behaviors and specific
situations. In other words, the way you manage should change depending on the
circumstances. One size does not fit all.
also known as situational approach, is a concept in management stating that there is no
one universally applicable set of management principles (rules) by which to manage
organizations. Organizations are individually different, face different situations (contingency
variables), and require different ways of managing. Contingency approaches remain less
common than change management approaches.
3.1. THEORY OF CONTINGENCY
His contingency approach to management finds its foundation in the contingency
theory of leadership effectiveness developed by management psychologist Fred Fielder.
The theory states that leadership effectiveness, as it relates to group effectiveness, is a
component of two factors: task motivation, or relation motivation, and circumstances.
You measure task motivation, or relation motivation, by the least preferred co-worker
(LPC) scale.
The LPC scale asks the manager to think of the person they least liking working
with and then rate that person on a set of questions, each involving an 8-point scale. For
example, a score of one would be uncooperative, and a score of eight would be
cooperative. Fielder believed that people with a higher LPC score try to maintain
harmony in their work relationships, while people with a lower LPC score are motivated
to focus on task accomplishment.
The theory states that task or relations motivations is contingent upon whether the
manager is able to both control and effect the group's situational favorability.
THEORY CONSIST OF THREE FACTORS:-
i. Leader-member relations - This factor addresses the manager's perception of his
cooperative relations with his subordinates. In other words, is the cooperation
between you and your employees good or bad?
ii. Task structure - This factor relates to whether the structure of the work task is
highly structured, subject to standard procedures and subject to adequate measures of
assessment. Certain tasks are easy to structure, standardize and assess, such as the
operation of an assembly line.
iii. Position power - This factor asks if the manager's level of authority is based on
punishing or rewarding behavior. for example does the manger drive his authority

12. 8
from providing the bonus for meeting sales goals or terminating employee for failure
to meet the goal.
The combination of leader-member relation, task structure and position power create
different situation that have been coined octants one through eight. You can divide these eight
situation into three board categories:-
i. Favorable situation
ii. Intermediate situation
iii. Unfavorable situation
According the theory each situation is handle the best by either high or low LPC Manager.
The theory argue that high LPC manager are most effective at influencing employee group
behavior in intermediate situation. While Low LPC manager are most effective in favorable
or unfavorable situation.
3.2. ADVANTES OF CONTINGENCY:
1. A company ensures that the project has access to the people who are tailored to
complete the project according to the client’s wishes
2. It can be applied in small and large companies
3.3. CATEGORIES OF CONTINGENCY
i. Contingency planning: also categories into the following:-
a. Planning to Plan
b. Strategic Plans
c. Tactical Plans
d. Operational Plans
ii. Contingency approaches
iii. Contingency
iv. Contingency
Some important contingencies for companies are listed below:
 Technology
 Suppliers and distributors
 Consumer interest groups
 Customers and competitors
 Government
 Unions

13. 9
3.4. LIMITATION OF CONTIGENCY THEORY
There are four limitation of contingency theory explained as follow below:-
o Inadequate Literature
Contingency approach suffers from inadequately of literature. Therefore, it has not
adequately spelled out various types of actions which can be taken under different situations. It is
not sufficient to say that ‘a managerial action depends on the situation.’
The approach should provide ‘if this is the situation, this action can be taken.’ Unless,
this is done, the approach cannot offer much assistance to the practice of management. No doubt,
researches have been conducted in this direction but, by and large, they have not satisfied the
needs of managers.
o Complex
The suggestion of the approach is very simple, that is, managers should do according to
the needs of the situation. However, when put into practice, this becomes very complex.
Determination of situation in which managerial action is to be taken involves analysis of a large
number of variables with multifarious dimensions. Therefore, there is a possibility that
managers, who are always short of time, may ignore the thorough analysis of all these variables
and may resort to short-cut and easier way.
o Difficult Empirical Testing:
Contingency approach being complex, presents problems in testing the percepts of the
theory. For empirical testing of the theory, it is necessary that some methodology is available. No
doubt, methodology is available but because of the involvement of too many factors, testing
becomes difficult.
o Reactive not Proactive
Contingency approach is basically reactive in nature. If nearly suggests what managers
can do in a given situation. For a given organization, super system constitutes environment and
management can be applied to supra-system also. Therefore, managers are responsible to manage
the environment in such a way that they avoid the undesirable aspects of environment

14. 10
CHAPTER FOUR
4.0. CONCEPT OF SYSTEM THEORY:-
In order to understand the theory, you must first get a firm understanding of a system. A
system is any set of distinct parts that interact to form a complex whole. Think of the universe.
Its parts are as small as a subatomic particle and as large as galactic clusters. Each part is distinct
but interacts to form the universe. An organization is also a system with parts such as employees,
assets, products, resources, and information that form a complex system. As we noted in our
definition, systems can be open or closed.
A closed system is not affected by its environment. For example, a chuck of iron ore is
not substantially affected by its environment.
An open system is a system that is affected by its environment. A simple example is a
living organism, such as an animal. Most theorists treat an organization as an open system.
4.1. MEANING OF SYSTEM THEORY
Systems theory treats an organization as a system. A system can be either closed
or open, but most approaches treat an organization as an open system. An open system
interacts with its environment by way of inputs, throughputs, and outputs.
4.2. IMPORTANT OF SYSTEM THEORY:
a) Define problems as clearly as possible
b) Analyst problems and identify alternative solution
c) Select from the alternative in develop the most viable solution mix
d) Implement and test the solution
e) Evaluate the effectiveness and worth the solution

15. 11
4.3. FEATURES OF SYSTEM THEORY:-
 A system consist of interacting element it’s a set of interrelated and interdependent part
arranged in manner the produce a unified hall
 The various sub systems should be stated in there interrelation ship rather than isolation from
each other
 An organization system has a boundary that determine which part are internal and which are
external
 A system does not existed in vacuums it reweave information ,materials and energy from other
systems as input undergo a transformation process within a system and leave the system as
output to other system
 An organization is dynamic systems as it responsive to its environment, its vulnerable to change
in its environment

16. 12
CHAPTER FIVE
ADMINISTRATIVE PRINCIPLES
5.0. CONCEPT OF ADMINISTRATIVE PRINCIPLES:-
Created in the early 20th
century by French industry Henri Fayol’s, (1841-1925)
changed the way that many view management. Fayol’s principles focused mainly on the
management terms of business and helped establish at top to bottom hierarchal system to
produce a more structured organization, this will focus on unit of command,
subordination of individual interest for the interest of the organization and remuneration.
5.1. MEANING:-
The process of creating information systems and supervising its flow from and to others
within an organization. Most job functions within a business involve performing some form of
administrative management in order to store and pass on information to those within the
company who need to use it in order to contribute to the business.
5.2. COMPONENTS OF AN ORGANIZATION:-
 Formalized administrative structure - According to this theory, you should design an
organization using a much formalized structure with clear lines of authority from the top down.
This is a hierarchical structure.
For example, consider a large corporation. At the top is the board of directors who give
directions to the CEO, who in turn gives directions the vice presidents of each corporate division.
The vice presidents will then give directions to their middle managers, who in turn give
directions to supervisors down to individual employees.
 Division of labor - A second key structural feature of an organization designed by administrative
management theory is a clear division of labor between the organization's departments. Each
department is responsible for a particular aspect of the organization's activities towards
achievement of organizational goals.
For example, our large corporation may have a production division, marketing division, distribution
division, and administrative division. Each works on a particular aspect of the company's business: the
production division produces the products, the marketing division markets the products, the distribution
division sends the products to customers or retailers, and the administrative division provides
administrative support to the other divisions

17. 13
5.3. PRINCIPLE POSTULATED BY Henri Fayol’s ( 1841-
1925)
The following are the principles of administration was developed by Henri Fayol’s are
explained as follow:-
i. Specialization/division of labor - The division of work is the course of tasks
assigned to, and completed by, a group of workers in order to increase efficiency.
Division of work, which is also known as division of labour, is the breaking down of
a job so as to have a number of different tasks that make up the whole. This means
that for every one job, there can be any number of processes that must occur for the
job to be complete.
ii. Authority with responsibility- Authority is the right to give orders and obtain
obedience, and responsibility is the corollary of authority.
iii. Discipline - Employees must obey and respect the rules that govern the organization.
Good discipline is the result of effective leadership
iv. Unity of command - Every employee should receive orders from only one superior
v. Unity of direction - Each group of organizational activities that have the same
objective should be directed by one manager using one plan for achievement of one
common goal.
vi. Subordination of individual interest to the general interest - The interests of any
one employee or group of employees should not take precedence over the interests of
the organization as a whole.
vii. Remuneration of staff - All Workers must be paid a fair wage for their services
viii. Centralization - Centralization refers to the degree to which subordinates are
involved in decision making.
ix. Scalar chain/line of authority - The line of authority from top management to the
lowest ranks represents the scalar chain. Communications should follow this chain.
x. Order - this principle is concerned with systematic arrangement of men, machine,
material etc. there should be a specific place for every employee in an organization
xi. Equity - Managers should be kind and fair to their subordinates.
xii. Stability of tenure - High employee turnover is inefficient. Management should
provide orderly personnel planning and ensure that replacements are available to fill
vacancies.
xiii. Initiative - Employees who are allowed to originate and carry out plans will exert
high levels of effort.
xiv. Esprit de corps/team working - Promoting team spirit will build harmony and unity
within the organization.

18. 14
5.4. RULES OF ADMINISTRAION PRINCIPLES:
The rules of administration principles are explain as follow:-
 Maintain accurate, comprehensive and accessible records:
An error as simple as misspelling someone’s name, misstating their date of birth or
misfiling their application for a benefit or authorization can have serious consequences. A
mistaken record can result in a person being wrongly detained, incurring a penalty, losing or
being denied a benefit, or having legal proceedings initiated against them.
must ensure that a strong agency culture supports good records management as
essential to high quality decision making. Administrative systems must accurately record client
details. Staff should be well trained and supported in good records management practices, with
clear, accessible and current policy guidance. Quality assurance mechanisms should apply to all
stages of records management
 Actively manage unresolved and difficult cases:
While agencies usually have the collective wisdom and experience to deal with all
problems, difficult cases can challenge the skills of even the most experienced officers. Cases
that require high level judgement or that are likely to be difficult should be assigned to officers
with the right skills and understanding. Similarly, cases that are unresolved or that are more
difficult than first appreciated should be escalated to a more senior officer. Agency procedures
should anticipate this need.
Difficulty and complexity in decision making should also be controlled by quality
assurance, oversight and review of decisions, particularly in areas where a large number of
decisions are made under tight pressures. Risk areas in decision making should be reviewed
periodically. All agency staff should understand that it is their joint responsibility to ensure that
problems are not overlooked or hidden
 Control administrative drift:
Delay is sometimes unavoidable, yet at other times matters are simply allowed to drift.
Realistically, delay and procrastination will occur unless there are procedures in place to stop
that happening.
Timeframes need to be built in to decision-making processes, supplemented by
formal procedures for reviewing and escalating cases that breach those timeframes. Agencies
should regularly appraise the time taken to make individual decisions, and examine those that
took too long to see if there is a systemic problem. Areas of potential delay should be identified
and strategies put in place to guard against that risk.

19. 15
 Remove obstacles to prudent information exchange with other agencies and bodies:
Agencies often need to exchange information with each other or with other organizations
and individuals. This is essential to evidence-based decision making. There are restrictions on
what can be disclosed and to whom, for legal and privacy reasons. It is important that those
information controls are not misapplied. To do so can impede good decision making. For
example, if privacy principles are applied more strictly than the Privacy Act 1988 requires,
information necessary to identify a person or clarify their legal status may not be available to an
agency that needs that information.
Where appropriate, agencies should have memorandums of understanding with
other agencies to promote effective information exchange. Government contractors that provide
services to the public must understand that relevant information they hold should be passed to
the responsible agency. Agencies should monitor the reliability of information being received as
well as given. Staff should be instructed about how to apply Information Privacy Principles and
the need for caution when basing decisions on unverified information.
 Guard against erroneous assumptions:
Experienced decision makers rely frequently on their knowledge and practical judgement.
This contributes to efficient, sensible and consistent decision making. Yet there is a risk that
officers who are accustomed to dealing with particular problems will be unthinkingly influenced
by assumptions that lead to error. At one extreme there is a risk of unintended bias. There is an
equal and more subtle risk of being too hasty and discounting relevant information or lines of
enquiry, or giving undue weight to unconvincing information. For example, a common but
erroneous preconception is that someone with a foreign accent was born overseas, that a child
has the same citizenship status as its parents, or that an application presented in a muddled
fashion is not well-founded.
Areas of potential risk in decision making need to be identified and strategies put in place
to guard against error. Agency guidelines must give clear practical guidance on what to consider
when making a discretionary decision. Training courses on decision making should include
practical illustrations of how officers can be wrongly influenced by stereotypes and cultural
habits. Reasons must be recorded for all decisions that affect people adversely, indicating the
matters that were taken into account. Agencies should also regularly monitor, review and
conduct quality assurance of all areas of discretionary decision making.

20. 16
 REFRENCES:
a. http://study.com/academy/lesson/what-is-administrative-
management-theory-definition-functions-quiz.html
b. https://www.mindtools.com/pages/article/henri-fayol.htm
c. http://study.com/academy/lesson/what-is-administrative-
management-theory-definition-functions-quiz.html
d. Wren, D.A. (2001). "Henri Fayol as a strategist: a nineteenth century corporate
turnaround". Management Decision.
e. Fayol, Henri (1917), Administration industrially et general; purveyance, organization,
commandment, coordination, control (in French), Paris, H. Dunod et E. Pinat,
OCLC 40224931
f. Administrative Office Management 8th Edition “ ZANE K.
QUIBLE”.
g.