1) The document discusses synthesizing Taylor's scientific management approach and Fayol's process management approach to identify an effective way to manage marketing executives in Nigerian banks.
2) It reviews Taylor and Fayol's classical management theories, noting their contributions to efficiency and top-level management principles.
3) The study aims to combine elements of Taylor's emphasis on breaking tasks into detail and Fayol's focus on managerial roles and activities to determine an optimal approach for the Nigerian banking context.
The document profiles several influential management theorists and their key contributions:
1. Henri Fayol proposed the functions of management as planning, organizing, commanding, coordinating, and controlling.
2. Peter Drucker advocated for management by objectives (MBO) which focuses on results over processes through goal setting and performance reviews.
3. Michael Porter described three generic competitive strategies: cost leadership, differentiation, and focus.
4. The document examines additional theorists including Theodore Levitt, Abraham Maslow, Frederick Taylor, Elton Mayo, Douglas McGregor, and W. Edwards Deming.
The document outlines the key approaches and trends in the evolution of management theory and practice. It discusses early evidence of management in ancient civilizations and the importance of the division of labor and industrial revolution. Major classical approaches are described, including scientific management, general administrative theory, and quantitative management. Behavioral and systems approaches emerged in response, along with a contingency view of situational management. Current issues facing managers include globalization, diversity, technology, knowledge management and quality.
Strategic management provides an overview of its various schools of thought focused on strategy formation. These include design, planning, positioning, entrepreneurial, cognitive, learning, political, cultural, environmental, and configurational schools. Strategic management's dominant paradigm views strategy as consisting of scope, resources, advantage, and synergy. It proposes strategic management could help resolve disagreements in entrepreneurship through its focus on the "entrepreneurial work of the organization."
The Evolution of Management Theory Chapter 2Shifur Rahman
Modern management theory began in the late 19th century and has evolved over time. Early theories include scientific management, which aimed to optimize workflows; bureaucracy, which emphasized formal systems and hierarchy; and administrative management, which developed principles like division of labor. Later, the behavioral school focused on how management impacts motivation, while management science applied quantitative techniques. Current approaches consider contingencies and see organizations as open systems that adapt to their environment.
Henri Fayol was a French mining engineer and director of mines who established the principles of management. He analyzed management processes and divided business work into six categories: technical, commercial, financial, security, accounting, and managerial. Fayol believed all six functions needed to be performed for business success. He outlined 14 principles of management and 5 functions of management. Frederick Winslow Taylor is considered the father of scientific management. Through time and motion studies, he sought to improve efficiency and reduce waste in industries. He established concepts like standardized tasks and fair day's work. Taylor's contributions include establishing work standards, functional organization, cost systems, and a wage incentive plan.
Effects of classical management theories on the current management practice i...Alexander Decker
This document summarizes a study on the effects of classical management theories on current management practices in Nigeria. It provides background on the three main classical theories: scientific management by Taylor, administrative management by Fayol, and bureaucratic management by Weber. The study examined how these theories have contributed to issues like waste, labor turnover, and slow organizational growth in Nigerian companies. The document outlines the study's objectives, research questions, and hypotheses which aimed to determine if applying classical theories has negatively impacted organizational performance and led to company closures in Nigeria.
Management science aims to develop models and concepts to help managers solve problems. It uses scientific methods like identifying issues, forming hypotheses, testing models, and analyzing results. Its origins trace back to operations research in World War 2. It includes fields like decision analysis, forecasting, optimization, and supply chain management. Management science provides quantitative and qualitative tools to help managers make informed decisions. While it helps illuminate many issues, it also has limitations like ignoring non-quantifiable factors and individual behavior.
F.W. Taylor is known as the father of scientific management. He developed this approach based on his observations working at Midvale Steel Works, where he saw workers were not working as efficiently as possible. Scientific management aims to systematically analyze jobs to determine the most efficient ways of working. It emphasizes separating planning from execution of tasks, specialized functional roles like foremen planning work, standardization of tools and processes, and using financial incentives like piece-rate pay to encourage productivity. While it aimed to improve efficiency, scientific management was also criticized for not considering human factors and allowing little worker input.
The document profiles several influential management theorists and their key contributions:
1. Henri Fayol proposed the functions of management as planning, organizing, commanding, coordinating, and controlling.
2. Peter Drucker advocated for management by objectives (MBO) which focuses on results over processes through goal setting and performance reviews.
3. Michael Porter described three generic competitive strategies: cost leadership, differentiation, and focus.
4. The document examines additional theorists including Theodore Levitt, Abraham Maslow, Frederick Taylor, Elton Mayo, Douglas McGregor, and W. Edwards Deming.
The document outlines the key approaches and trends in the evolution of management theory and practice. It discusses early evidence of management in ancient civilizations and the importance of the division of labor and industrial revolution. Major classical approaches are described, including scientific management, general administrative theory, and quantitative management. Behavioral and systems approaches emerged in response, along with a contingency view of situational management. Current issues facing managers include globalization, diversity, technology, knowledge management and quality.
Strategic management provides an overview of its various schools of thought focused on strategy formation. These include design, planning, positioning, entrepreneurial, cognitive, learning, political, cultural, environmental, and configurational schools. Strategic management's dominant paradigm views strategy as consisting of scope, resources, advantage, and synergy. It proposes strategic management could help resolve disagreements in entrepreneurship through its focus on the "entrepreneurial work of the organization."
The Evolution of Management Theory Chapter 2Shifur Rahman
Modern management theory began in the late 19th century and has evolved over time. Early theories include scientific management, which aimed to optimize workflows; bureaucracy, which emphasized formal systems and hierarchy; and administrative management, which developed principles like division of labor. Later, the behavioral school focused on how management impacts motivation, while management science applied quantitative techniques. Current approaches consider contingencies and see organizations as open systems that adapt to their environment.
Henri Fayol was a French mining engineer and director of mines who established the principles of management. He analyzed management processes and divided business work into six categories: technical, commercial, financial, security, accounting, and managerial. Fayol believed all six functions needed to be performed for business success. He outlined 14 principles of management and 5 functions of management. Frederick Winslow Taylor is considered the father of scientific management. Through time and motion studies, he sought to improve efficiency and reduce waste in industries. He established concepts like standardized tasks and fair day's work. Taylor's contributions include establishing work standards, functional organization, cost systems, and a wage incentive plan.
Effects of classical management theories on the current management practice i...Alexander Decker
This document summarizes a study on the effects of classical management theories on current management practices in Nigeria. It provides background on the three main classical theories: scientific management by Taylor, administrative management by Fayol, and bureaucratic management by Weber. The study examined how these theories have contributed to issues like waste, labor turnover, and slow organizational growth in Nigerian companies. The document outlines the study's objectives, research questions, and hypotheses which aimed to determine if applying classical theories has negatively impacted organizational performance and led to company closures in Nigeria.
Management science aims to develop models and concepts to help managers solve problems. It uses scientific methods like identifying issues, forming hypotheses, testing models, and analyzing results. Its origins trace back to operations research in World War 2. It includes fields like decision analysis, forecasting, optimization, and supply chain management. Management science provides quantitative and qualitative tools to help managers make informed decisions. While it helps illuminate many issues, it also has limitations like ignoring non-quantifiable factors and individual behavior.
F.W. Taylor is known as the father of scientific management. He developed this approach based on his observations working at Midvale Steel Works, where he saw workers were not working as efficiently as possible. Scientific management aims to systematically analyze jobs to determine the most efficient ways of working. It emphasizes separating planning from execution of tasks, specialized functional roles like foremen planning work, standardization of tools and processes, and using financial incentives like piece-rate pay to encourage productivity. While it aimed to improve efficiency, scientific management was also criticized for not considering human factors and allowing little worker input.
1) Henry Fayol was a French mining engineer and management theorist who is considered the father of modern management.
2) He identified six primary functions of management - technical, commercial, financial, security, accounting, and managerial - and divided organizational activities among them.
3) Fayol also outlined fourteen principles of management, including division of work, authority, discipline, unity of command, and remuneration.
4) His work provided one of the first comprehensive theories of management and influenced the development of management education and practice.
The Hawthorne Studies conducted between 1924-1932 at the Hawthorne Plant of Western Electric Company in Chicago consisted of four major phases:
1. The Illumination Experiment sought to study the effect of illumination on worker output but found increased output was due to other factors.
2. The Relay Assembly Test Room conducted experiments with worker groups and found that output increased with changes like rest breaks and snacks.
3. The Massive Interviewing Programme analyzed worker attitudes and found many problems stemmed from emotional rather than objective issues.
4. The Bank Wiring Observation Room found workers self-regulated output and were indifferent to incentives, with informal groups influencing productivity.
This document summarizes a research paper on the relationship between human resource management (HRM) practices and employee competence. It uses General Systems Theory to view an organization as a system with HRM as a subsystem. The paper hypothesizes that specific HRM practices (such as recruitment, training, compensation, and performance appraisal) will positively impact employee competence outcomes. It reviews relevant literature on HRM practices, competence, and General Systems Theory to develop a theoretical framework and hypotheses for how HRM practices can improve employee knowledge, skills, and attitudes.
ENTREPRENEURIAL ORIENTATION AND ORGANIZATIONAL PERFORMANCE (With Special Refe...Umesh Gunarathne
This document summarizes a research paper on the relationship between entrepreneurial orientation and organizational performance, specifically for small and medium enterprises (SMEs) in Sri Lanka. The paper reviews literature on entrepreneurial orientation and organizational performance. It identifies the problem of inconsistent past research findings on the relationship. The main research question is what is the relationship between entrepreneurial orientation and organizational performance. The objective is to examine this relationship for SMEs in Sri Lanka.
This document provides an overview of the topics and activities covered in Week 4 of a management course. It includes:
- A discussion of contingency theory and contemporary management theories compared to classical theories.
- An illustrative case study on the rise and fall of Ford Australia to analyze using different management approaches.
- An assignment to develop a skeleton outline for an individual essay arguing whether planning is useful for managers.
- An exam preparation activity analyzing the contributions of Hawthorne Studies and differences between contingency theory and early management theories.
Entrepreneurial learning from failure a systematic reviewYing wei (Joe) Chou
This document provides a literature review on entrepreneurial learning from failure. It systematically collects and organizes relevant research according to Kolb's model of experiential learning, which includes four stages: concrete experience, reflective observation, abstract conceptualization, and active experimentation. The review finds that existing research provides insights into all stages of learning from failure. Areas that have received significant attention include the nature of failure, factors influencing reflection like emotions and attributions, the content of learning, and applying learning in new ventures. However, other topics remain underexplored, such as alternative recovery modes, personal characteristics' impact on reflection, cognitive processes underlying reflection, transforming observations into concepts, and applying learning outside of entrepreneurship. This
Entrepreneurial Orientation and Global Mindset: Impact on Internationalizatio...scmsnoida5
This document summarizes a research study that examined the impact of entrepreneurial orientation and global mindset on the internationalization of small and medium enterprises (SMEs) in India. A survey was conducted of 200 SMEs involved in international business in India. The study found that entrepreneurial orientation and global mindset positively impact internationalization for SMEs in India. Both factors were also found to be determinants of internationalization. The findings suggest SME owners/managers in India should focus on developing entrepreneurial orientation and global mindset within their organizations to successfully internationalize their businesses.
The present study aimed to examine the effect of the entrepreneurial orientation (EO) on organizational performance (OP). This study was motivated by the mixed findings in literature regarding the relationships between EO and organizational performance. Owing to the mixed results, a novel stream of research was created and this motivated further examining of the impact of other variables that may shed a light on the nature of the relationship. Several theories have been proposed in literature posit the direct relationships among strategies, resources and capabilities as antecedents of success. In this study, copies of questionnaires were distributed to 300 Libyan banks branches, where 200 copies of questionnaires were returned and analyzed. The proposed hypothesis was tested through PLS-SEM and the study results showed that EO positively predicted organizational performance.
THE IMPACT OF ENTREPRENEURIAL ORIENTATION ON STRATEGIC ALLIANCES’ FORMATION A...Mauro de Oliveira
Although entrepreneurship and alliances research fields provide valuable information on exploitation and knowledge
basis, the studies relating Entrepreneurial Orientation (EO) to Strategic Alliances (SA) formation remains limited. To the best of our knowledge, only five studies (Marino et al., 2002; Teng, 2005; Franco & Haase, 2013; Brouthers et al, 2014; Shu et al., 2014) related entrepreneurship to SA. However, these studies did not consider Lumpkin and Dess’ (1996) EO perspectives as a multiple construction, and these studies failed to consider how these two factors [EO and Top Management Team (TMT)] interact and influence SA. Overall, our belief is that large corporations and small and mediumsized
enterprises (SME) that effectively integrate EO to SA are well
positioned to continuously create wealth.
The document discusses ethics in human resource management. It introduces ethics and defines it as dealing with moral principles that govern behavior and differentiate between right and wrong. Ethics in HRM indicates fair treatment of employees. Regulations that guide ethics include internal policies on recruitment, promotion, discrimination, and harassment as well as external laws. Examples are provided of discrimination lawsuits and sexual harassment cases. Ethical decision making in HRM involves identifying problems, developing alternatives, and recommending solutions while considering stakeholders and organizational goals.
The document summarizes several management theories from classical to contemporary approaches:
1. Classical approaches include scientific management which aimed to increase efficiency through specialization of work, and administrative management which focused on formalizing organizational structure.
2. Behavioral management emerged in response and emphasized the social and psychological factors that influence work.
3. Quantitative management applied mathematical models to assist decision making, while systems perspective viewed organizations as open systems interacting with their environments.
4. Contingency theory recognized there is no universal best approach and the most effective style depends on various internal and external situational factors.
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
THE ASSESSMENT OF THE FACTORS THAT IMPACT OF HUMAN RESOURCES PRACTICE ON JOB ...ijiert bestjournal
The summary review of this research work it is as follows here,the main purpose of this study is to analysis the assessment of the factors that impact of human resources practice on job satisfaction among the academics staffs of University College Insaniah. There are some factors that examined in this st udy work,which are:Mainly some factors influenced job satisfaction opportunity,human resources planning,recruitment and selections,compensations and performance appraisal. The staffs were obtained from the human resource department of the University for this purpose,it consist just view department,which are:Muamalat,Multimedia,Hospitality and others,the staffs consist of 45 Malaysian,1 Indonesian and 1 Bangladesh,and others 3 academics staffs. There were males and females staffs employed by In saniah. Primary data was used in this study,Primary data referred to information that is first obtained by the researcher on the variables of interest for specific purpose of the study. For the purpose of this study,primary data were obtained through t he distribution of questionnaire to all the academics staffs of Insaniah.
The document summarizes the history and evolution of management approaches from classical to modern theories. It discusses classical approaches like scientific management and administrative theory from the 1800s-1900s. It also examines organizational behavior and human resource approaches from the 1900s as well as systems and contingency approaches. Current trends in areas like globalization, workforce diversity and e-business are also covered. The document was presented as a lecture on management approaches past and present.
This document summarizes a research study that examines the relationship between human resource management practices and productivity among banks in Bahawalpur Division, Pakistan. The study focuses on seven key HR variables: incentive pay, recruitment/selection, work teams, employment security, flexible job assignments, skills training, and communication. The objectives are to analyze how these variables impact productivity and to identify which variables contribute most to productivity. The document provides background on human resource management, labor productivity, and the theoretical relationship between HR practices and organizational effectiveness.
This document discusses the concept of strategic entrepreneurship. It begins by providing background on entrepreneurship and defining innovation. It then discusses perspectives on the relationship between strategic management and entrepreneurship. Key aspects of strategic entrepreneurship are identified as opportunity identification, innovation, risk acceptance, flexibility, and vision. The document also outlines some benefits of strategic planning for entrepreneurs.
Best Management Techniques and Practices for Institutional Growthpaperpublications3
Abstract: This study has been conducted in order to investigate whether different management techniques and practices can influence the firm growth or not. The study has used major three management types such as operations management, human capital management and performance management as well. The question has been asked from the mangers of the firm about these three management types. This study is exploratory in nature. It uses the sample of 30 managers in order to take their view point regarding the importance of management techniques and their impact on firm growth. It was difficult for the researcher to take whole population due to time and cost constraints as well. They all has been asked almost similar questions from the managers included in the sample. Managers tried to explain in their respective interviews that in these management practices the technology has great importance, which cannot be ignored. Open-ended questions have been asked from the managers to ask about management practices. This study is qualitative therefore it can be concluded from the manager’s response that management practices have great impact on the firm growth. The utilization of resources with best management techniques provides best performance to the organizations.
This document summarizes a research paper published in the International Journal of Management that debates whether management is an art or a science. It begins by providing background on the journal and then summarizes the key points made in the original research paper. The paper discusses how management has traditionally been viewed as an art but is increasingly being influenced by more sophisticated techniques, making it more scientific. It also notes that management involves both scientific principles and artistic skills, so it has elements of both an art and a science.
Competitive Pattern-Based Strategies under Complexity: The Case of Turkish Ma...ertekg
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/competitive-pattern-based-strategies-under-complexity-the-case-of-turkish-managers/
This paper aims to augment current Enterprise Architecture (EA) frameworks to become pattern-based. The main motivation behind pattern-based EA is the support for strategic decisions based on the patterns prioritized in a country or industry. Thus, to validate the need for pattern-based EA, it is essential to show how different patterns gain priority under different contexts, such as industries. To this end, this chapter also reveals the value of alternative managerial strategies across different industries and business functions in a specific market, namely Turkey. Value perceptions for alternative managerial strategies were collected via survey, and the values for strategies were analyzed through the rigorous application of statistical techniques. Then, evidence was searched and obtained from business literature that support or refute the statistically-supported hypothesis. The results obtained through statistical analysis are typically confirmed with reports of real world cases in the business literature. Results suggest that Turkish firms differ significantly in the way they value different managerial strategies. There also exist differences based on industries and business functions. Our study provides guidelines to managers in Turkey, an emerging country, on which strategies are valued most in their industries. This way, managers can have a better understanding of their competitors and business environment, and can develop the appropriate pattern-based EA to cope with complexity and succeed in the market.
This document provides an overview of the historical development of the science of management. It discusses three key phases: the Classic Term represented by Taylor, Fayol and Weber; the Neo-classic Term focusing more on the human factor; and Modern Management Approaches. Taylor's Scientific Management principles aimed to increase productivity but were criticized for overlooking the human element. Fayol built on Taylor's work developing principles for large organization management. Weber proposed a bureaucracy approach emphasizing standardized procedures.
The Theory Of Management And The Scientific Management...Rochelle Schear
The document discusses several influential management theories, including scientific management theory proposed by Frederick Taylor and administrative management theory developed by Henri Fayol. Taylor's theory focused on analyzing workflows to improve efficiency through specialization, while Fayol emphasized the importance of coordination and hierarchy within work groups. Both theories influenced the development of modern management practices but have also received criticism for being too rigid or not considering human factors.
This document summarizes two approaches to management: the systems approach and contingency approach.
The systems approach views an organization as an open system composed of interrelated subsystems like production and management. It emphasizes studying how all parts interact rather than in isolation. However, this approach is complex and its conceptual framework is abstract.
The contingency approach is situational - there is no universally best way to manage as organizations face different situations. An organization's structure must fit its environment and tasks. Effectiveness depends on properly designing the organization and leadership style to fit tasks and workers. Various contingency theories also relate effective decision making to situational factors.
1) Henry Fayol was a French mining engineer and management theorist who is considered the father of modern management.
2) He identified six primary functions of management - technical, commercial, financial, security, accounting, and managerial - and divided organizational activities among them.
3) Fayol also outlined fourteen principles of management, including division of work, authority, discipline, unity of command, and remuneration.
4) His work provided one of the first comprehensive theories of management and influenced the development of management education and practice.
The Hawthorne Studies conducted between 1924-1932 at the Hawthorne Plant of Western Electric Company in Chicago consisted of four major phases:
1. The Illumination Experiment sought to study the effect of illumination on worker output but found increased output was due to other factors.
2. The Relay Assembly Test Room conducted experiments with worker groups and found that output increased with changes like rest breaks and snacks.
3. The Massive Interviewing Programme analyzed worker attitudes and found many problems stemmed from emotional rather than objective issues.
4. The Bank Wiring Observation Room found workers self-regulated output and were indifferent to incentives, with informal groups influencing productivity.
This document summarizes a research paper on the relationship between human resource management (HRM) practices and employee competence. It uses General Systems Theory to view an organization as a system with HRM as a subsystem. The paper hypothesizes that specific HRM practices (such as recruitment, training, compensation, and performance appraisal) will positively impact employee competence outcomes. It reviews relevant literature on HRM practices, competence, and General Systems Theory to develop a theoretical framework and hypotheses for how HRM practices can improve employee knowledge, skills, and attitudes.
ENTREPRENEURIAL ORIENTATION AND ORGANIZATIONAL PERFORMANCE (With Special Refe...Umesh Gunarathne
This document summarizes a research paper on the relationship between entrepreneurial orientation and organizational performance, specifically for small and medium enterprises (SMEs) in Sri Lanka. The paper reviews literature on entrepreneurial orientation and organizational performance. It identifies the problem of inconsistent past research findings on the relationship. The main research question is what is the relationship between entrepreneurial orientation and organizational performance. The objective is to examine this relationship for SMEs in Sri Lanka.
This document provides an overview of the topics and activities covered in Week 4 of a management course. It includes:
- A discussion of contingency theory and contemporary management theories compared to classical theories.
- An illustrative case study on the rise and fall of Ford Australia to analyze using different management approaches.
- An assignment to develop a skeleton outline for an individual essay arguing whether planning is useful for managers.
- An exam preparation activity analyzing the contributions of Hawthorne Studies and differences between contingency theory and early management theories.
Entrepreneurial learning from failure a systematic reviewYing wei (Joe) Chou
This document provides a literature review on entrepreneurial learning from failure. It systematically collects and organizes relevant research according to Kolb's model of experiential learning, which includes four stages: concrete experience, reflective observation, abstract conceptualization, and active experimentation. The review finds that existing research provides insights into all stages of learning from failure. Areas that have received significant attention include the nature of failure, factors influencing reflection like emotions and attributions, the content of learning, and applying learning in new ventures. However, other topics remain underexplored, such as alternative recovery modes, personal characteristics' impact on reflection, cognitive processes underlying reflection, transforming observations into concepts, and applying learning outside of entrepreneurship. This
Entrepreneurial Orientation and Global Mindset: Impact on Internationalizatio...scmsnoida5
This document summarizes a research study that examined the impact of entrepreneurial orientation and global mindset on the internationalization of small and medium enterprises (SMEs) in India. A survey was conducted of 200 SMEs involved in international business in India. The study found that entrepreneurial orientation and global mindset positively impact internationalization for SMEs in India. Both factors were also found to be determinants of internationalization. The findings suggest SME owners/managers in India should focus on developing entrepreneurial orientation and global mindset within their organizations to successfully internationalize their businesses.
The present study aimed to examine the effect of the entrepreneurial orientation (EO) on organizational performance (OP). This study was motivated by the mixed findings in literature regarding the relationships between EO and organizational performance. Owing to the mixed results, a novel stream of research was created and this motivated further examining of the impact of other variables that may shed a light on the nature of the relationship. Several theories have been proposed in literature posit the direct relationships among strategies, resources and capabilities as antecedents of success. In this study, copies of questionnaires were distributed to 300 Libyan banks branches, where 200 copies of questionnaires were returned and analyzed. The proposed hypothesis was tested through PLS-SEM and the study results showed that EO positively predicted organizational performance.
THE IMPACT OF ENTREPRENEURIAL ORIENTATION ON STRATEGIC ALLIANCES’ FORMATION A...Mauro de Oliveira
Although entrepreneurship and alliances research fields provide valuable information on exploitation and knowledge
basis, the studies relating Entrepreneurial Orientation (EO) to Strategic Alliances (SA) formation remains limited. To the best of our knowledge, only five studies (Marino et al., 2002; Teng, 2005; Franco & Haase, 2013; Brouthers et al, 2014; Shu et al., 2014) related entrepreneurship to SA. However, these studies did not consider Lumpkin and Dess’ (1996) EO perspectives as a multiple construction, and these studies failed to consider how these two factors [EO and Top Management Team (TMT)] interact and influence SA. Overall, our belief is that large corporations and small and mediumsized
enterprises (SME) that effectively integrate EO to SA are well
positioned to continuously create wealth.
The document discusses ethics in human resource management. It introduces ethics and defines it as dealing with moral principles that govern behavior and differentiate between right and wrong. Ethics in HRM indicates fair treatment of employees. Regulations that guide ethics include internal policies on recruitment, promotion, discrimination, and harassment as well as external laws. Examples are provided of discrimination lawsuits and sexual harassment cases. Ethical decision making in HRM involves identifying problems, developing alternatives, and recommending solutions while considering stakeholders and organizational goals.
The document summarizes several management theories from classical to contemporary approaches:
1. Classical approaches include scientific management which aimed to increase efficiency through specialization of work, and administrative management which focused on formalizing organizational structure.
2. Behavioral management emerged in response and emphasized the social and psychological factors that influence work.
3. Quantitative management applied mathematical models to assist decision making, while systems perspective viewed organizations as open systems interacting with their environments.
4. Contingency theory recognized there is no universal best approach and the most effective style depends on various internal and external situational factors.
International Journal of Humanities and Social Science Invention (IJHSSI) is an international journal intended for professionals and researchers in all fields of Humanities and Social Science. IJHSSI publishes research articles and reviews within the whole field Humanities and Social Science, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
THE ASSESSMENT OF THE FACTORS THAT IMPACT OF HUMAN RESOURCES PRACTICE ON JOB ...ijiert bestjournal
The summary review of this research work it is as follows here,the main purpose of this study is to analysis the assessment of the factors that impact of human resources practice on job satisfaction among the academics staffs of University College Insaniah. There are some factors that examined in this st udy work,which are:Mainly some factors influenced job satisfaction opportunity,human resources planning,recruitment and selections,compensations and performance appraisal. The staffs were obtained from the human resource department of the University for this purpose,it consist just view department,which are:Muamalat,Multimedia,Hospitality and others,the staffs consist of 45 Malaysian,1 Indonesian and 1 Bangladesh,and others 3 academics staffs. There were males and females staffs employed by In saniah. Primary data was used in this study,Primary data referred to information that is first obtained by the researcher on the variables of interest for specific purpose of the study. For the purpose of this study,primary data were obtained through t he distribution of questionnaire to all the academics staffs of Insaniah.
The document summarizes the history and evolution of management approaches from classical to modern theories. It discusses classical approaches like scientific management and administrative theory from the 1800s-1900s. It also examines organizational behavior and human resource approaches from the 1900s as well as systems and contingency approaches. Current trends in areas like globalization, workforce diversity and e-business are also covered. The document was presented as a lecture on management approaches past and present.
This document summarizes a research study that examines the relationship between human resource management practices and productivity among banks in Bahawalpur Division, Pakistan. The study focuses on seven key HR variables: incentive pay, recruitment/selection, work teams, employment security, flexible job assignments, skills training, and communication. The objectives are to analyze how these variables impact productivity and to identify which variables contribute most to productivity. The document provides background on human resource management, labor productivity, and the theoretical relationship between HR practices and organizational effectiveness.
This document discusses the concept of strategic entrepreneurship. It begins by providing background on entrepreneurship and defining innovation. It then discusses perspectives on the relationship between strategic management and entrepreneurship. Key aspects of strategic entrepreneurship are identified as opportunity identification, innovation, risk acceptance, flexibility, and vision. The document also outlines some benefits of strategic planning for entrepreneurs.
Best Management Techniques and Practices for Institutional Growthpaperpublications3
Abstract: This study has been conducted in order to investigate whether different management techniques and practices can influence the firm growth or not. The study has used major three management types such as operations management, human capital management and performance management as well. The question has been asked from the mangers of the firm about these three management types. This study is exploratory in nature. It uses the sample of 30 managers in order to take their view point regarding the importance of management techniques and their impact on firm growth. It was difficult for the researcher to take whole population due to time and cost constraints as well. They all has been asked almost similar questions from the managers included in the sample. Managers tried to explain in their respective interviews that in these management practices the technology has great importance, which cannot be ignored. Open-ended questions have been asked from the managers to ask about management practices. This study is qualitative therefore it can be concluded from the manager’s response that management practices have great impact on the firm growth. The utilization of resources with best management techniques provides best performance to the organizations.
This document summarizes a research paper published in the International Journal of Management that debates whether management is an art or a science. It begins by providing background on the journal and then summarizes the key points made in the original research paper. The paper discusses how management has traditionally been viewed as an art but is increasingly being influenced by more sophisticated techniques, making it more scientific. It also notes that management involves both scientific principles and artistic skills, so it has elements of both an art and a science.
Competitive Pattern-Based Strategies under Complexity: The Case of Turkish Ma...ertekg
Download Link > https://ertekprojects.com/gurdal-ertek-publications/blog/competitive-pattern-based-strategies-under-complexity-the-case-of-turkish-managers/
This paper aims to augment current Enterprise Architecture (EA) frameworks to become pattern-based. The main motivation behind pattern-based EA is the support for strategic decisions based on the patterns prioritized in a country or industry. Thus, to validate the need for pattern-based EA, it is essential to show how different patterns gain priority under different contexts, such as industries. To this end, this chapter also reveals the value of alternative managerial strategies across different industries and business functions in a specific market, namely Turkey. Value perceptions for alternative managerial strategies were collected via survey, and the values for strategies were analyzed through the rigorous application of statistical techniques. Then, evidence was searched and obtained from business literature that support or refute the statistically-supported hypothesis. The results obtained through statistical analysis are typically confirmed with reports of real world cases in the business literature. Results suggest that Turkish firms differ significantly in the way they value different managerial strategies. There also exist differences based on industries and business functions. Our study provides guidelines to managers in Turkey, an emerging country, on which strategies are valued most in their industries. This way, managers can have a better understanding of their competitors and business environment, and can develop the appropriate pattern-based EA to cope with complexity and succeed in the market.
This document provides an overview of the historical development of the science of management. It discusses three key phases: the Classic Term represented by Taylor, Fayol and Weber; the Neo-classic Term focusing more on the human factor; and Modern Management Approaches. Taylor's Scientific Management principles aimed to increase productivity but were criticized for overlooking the human element. Fayol built on Taylor's work developing principles for large organization management. Weber proposed a bureaucracy approach emphasizing standardized procedures.
The Theory Of Management And The Scientific Management...Rochelle Schear
The document discusses several influential management theories, including scientific management theory proposed by Frederick Taylor and administrative management theory developed by Henri Fayol. Taylor's theory focused on analyzing workflows to improve efficiency through specialization, while Fayol emphasized the importance of coordination and hierarchy within work groups. Both theories influenced the development of modern management practices but have also received criticism for being too rigid or not considering human factors.
This document summarizes two approaches to management: the systems approach and contingency approach.
The systems approach views an organization as an open system composed of interrelated subsystems like production and management. It emphasizes studying how all parts interact rather than in isolation. However, this approach is complex and its conceptual framework is abstract.
The contingency approach is situational - there is no universally best way to manage as organizations face different situations. An organization's structure must fit its environment and tasks. Effectiveness depends on properly designing the organization and leadership style to fit tasks and workers. Various contingency theories also relate effective decision making to situational factors.
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The document discusses several management theories including scientific management theory, administrative management theory, and human relations management theory. It summarizes the key aspects of each theory, such as scientific management's focus on time-and-motion studies and breaking work into small tasks. Administrative management theory emphasized the work group over individuals and defined 14 rules of management. Human relations management theory addressed the human dimension of work in response to the Hawthorne Studies. The document also discusses the systems approach to management used in law enforcement.
The document outlines Toyota's 7 business principles that guide its global operations: 1) Follow the law and conduct fair business practices, 2) Respect local cultures and contribute to communities, 3) Provide safe, high-quality products to improve lives, 4) Create advanced technologies and outstanding products/services, 5) Foster creativity and teamwork while valuing trust, 6) Pursue growth and harmony with global communities through innovation, 7) Work with partners for stable, long-term growth and mutual benefits. These principles guide Toyota's global vision of continuous innovation, environmental protection, and collaborative relationships.
The document discusses the contributions of Henri Fayol and Lyndall Urwick to the development of administrative management. It notes that while Frederick Taylor laid the groundwork for scientific management in 1911, Fayol and Urwick further expanded on management processes in the 1930s. Specifically, it compares Fayol's identification of management functions and principles to Urwick's emphasis on the social aspects of management and establishing professional standards for administrators.
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Early management theories relevant to the modern worldAlina Cobuz
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The document outlines the key approaches and trends in the evolution of management theory and practice. It discusses early evidence of management in ancient civilizations and the importance of the division of labor and industrial revolution. Major classical approaches are described, including scientific management, general administrative theory, and quantitative management. Behavioral and systems approaches emerged in response, along with a contingency view of situational management. Current trends involve globalization, diversity, technology, knowledge management and quality.
Classical & Neo classical theory of managementOliviaJustin
This document provides an overview of several management theories: classical theory, scientific management, administrative management, bureaucratic management, neo-classical theory, human relations theory, and behavioral science approach. It defines each theory, discusses their key contributors like Taylor, Fayol, and Mayo, and summarizes their main principles and concepts. The document traces the evolution of management thought from a focus on efficiency under classical theory to consideration of human factors in neo-classical, human relations, and behavioral theories.
The document discusses several key concepts and contributors in the development of management thought. It begins by listing influential figures in scientific management like Robert Owen, Charles Babbage, F.W. Taylor, and Henry Gantt. It then examines Henri Fayol's principles of management and Max Weber's model of bureaucracy. Finally, it explores the human relations movement and how researchers like Elton Mayo and the Hawthorne Studies influenced this approach.
Contribution of FW Taylor and Henry Fayol + System Approach of Management for...Kumar Nirmal Prasad
The document discusses systems management theory and its key aspects. It views an organization as an open system composed of interrelated subsystems like production, support, and management. It also discusses the contributions of F.W. Taylor, considered a founder of classical management theory. Taylor suggested scientific management, emphasizing the development of efficient methods, scientific selection and training of workers, and cooperation between managers and workers. His principles, like analyzing jobs to determine the most efficient way of performing tasks, contributed significantly to modern management practice.
Frederick Taylor and Henri Fayol were early theorists in the field of administrative science and management. [1] Taylor developed the principles of scientific management, which focused on optimizing workplace efficiency through tasks analysis and matching workers to their jobs. [2] Fayol proposed 14 principles of management, which included division of work, authority and responsibility, and unity of command. [3] While some of their specific methods are not used today, Taylor and Fayol made important contributions by introducing concepts like systematic organizational design and employee training that are still relevant to modern management.
The document discusses Henri Fayol and Max Weber, two early theorists of management. It provides context on Fayol developing theories around administrative principles and Weber developing a theory of bureaucratic organization. The document then goes into more detail on Fayol's theories, including emphasizing organizational goals, flexibility to adapt, and principles for managers like unity of command. It also discusses how Fayol's theories on contingency planning and motivating employees are still relevant for managers facing challenges like aging workforces.
Scientific managment and bureauractricapproach part 1 misba4u
The document discusses the concept of scientific management developed by Frederick Taylor in the early 20th century. Taylor believed work could be optimized through scientific analysis to determine the most efficient processes. This involved breaking down jobs into small, simple tasks and establishing a staff of specialists to determine optimum work methods. While it increased efficiency, workers found the work boring and skills were de-emphasized. There was also worker resentment over the loss of control and autonomy. However, Taylor's ideas still influence modern management practices like work standardization and productivity measurement.
Scientific managment and bureauractricapproachmisba4u
The document discusses the concept of scientific management developed by Frederick Taylor in the early 20th century. Taylor believed work could be optimized through scientific analysis to determine the most efficient processes. This involved breaking down jobs into small, simple tasks and establishing a staff of specialists to determine optimum work methods. While it increased efficiency, workers found the work boring and skills were de-emphasized. There was also worker resentment over the loss of control and autonomy. However, Taylor's ideas still influence modern management practices like work standardization and productivity measurement.
In Pre-classical theory the structure of the organization is mechanical.
Its main focus is on work.
It emphasizes on order, rules & regulations.
The practice of leadership is authoritarian.
It focuses on 5Ps: Power, Position, Production, Profit & Punishment.
It results workers’ dis satisfaction.
As a result Industrial Revolution got its root
Classical Theory emphasizes on both orders & rationality. It consists of basic rules & regulations for smooth running of the organizations.
Classical approaches can be explained in the following manner.
Scientific Management by F.W. Tayler, Frank & Gilbreth & Henry Gantt.
Administrative Management by Henri Fayol.
Bureaucratic Management by Max Weber
Frederick Winslow Taylor was an American engineer who is known as the Father of “Scientific Management” which studies the application of science in management.
According to Taylor there is “One Best Way” to do each thing.
He stressed on involvement of science for each element of man’s work to replace the old rule-of-thumb method.
Scientific training & development helped workers to perform in a better manner than allowing them to choose their own task & perform.
There was the development of spirit of hearty cooperation between workers & management.
Each group was assigned the task for which it was best fitted.
His studies helped to improve the working conditions of industrial workers & were instrumental in enhancing the productivity of the organization.
He propounded sound management practices by stressing on division of labor, scientific selection, placement & training of workers.
Taylor was also instrumental in introducing the differential piece rate system in organization.
His studies helped to improve the working conditions of industrial workers & were instrumental in enhancing the productivity of the organization.
He propounded sound management practices by stressing on division of labor, scientific selection, placement & training of workers.
Taylor was also instrumental in introducing the differential piece rate system in organization.
Piece Rate-Incentive System: Incentives are being received according to the maximum pieces produced.
Time-&-Motion Study: Jobs are broken down into various small tasks or motions & unnecessary motions are removed to find out the best way of doing a job.
Scientifically performing the job with proper selection & training.
Harmony between management & employees to perform the task.
Mental revolution towards the thought of workers who are not the mere wage earners. They are the assets.
The father of “Motion Study” are Frank & Gilbreth which involves finding the best sequence & minimum number of motions needed to complete a task.
Both were mainly involved in exploring new ways for eliminating unnecessary motions & reducing work fatigue.
They introduced the concept of “Therbligs” which consists of different basic motions like: Search, Select, Position & Hold.
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A synthesis of taylor’s and fayol’s management approaches for managing marketing executives in nigerian banks
1. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.6, No.13, 2014
1
A Synthesis of Taylor’s and Fayol’s Management Approaches for
Managing Marketing Executives in Nigerian Banks
Joseph I. Uduji
Department of Marketing, Faculty of Business Administration, University of Nigeria, Enugu Campus
E-mail: joseph.uduji@gmail.com
Abstract
An analysis of the schools of management thought indicates that none of them has all of the answers for
managing the marketing executives in Nigerian banks. This study was an attempt to synthesize the theories and
see what in them can be explored for indentifying an approach for managing marketing executives in Nigerian
banks. The study was guided in a kind of synthesis of the theories by Frederick Taylor and Henri Fayol, which
states that in a basic management system designed on the traditional management lines of thought, an
organization has centralized direction and control with authority drawn from ownership in business enterprises
and flows by delegation from the top, through the lines of authority or command, to the various lower layers of
the organization. A sample of 303 marketing executives in selected banks in Nigeria was determined using the
finite multiplier. The General Linear model was used in testing the study hypothesis. The Boxe’s test of equality
of covariance matrices gives an F-value of 5.360 (P<0.05) indicating that the observed covariance matrices of
the dependent variables are equal across groups. The multivariate tests result gives high F-values (P<0.05) and
the test of Between-Subject Effects present high F-values for the corrected model and intercept. With P-values <
0.05, the results generated are not due to chance, thus are correct and significant. Also with r-square values of at
least 0.878, a very strong relationship is established between the research instruments. Having adjusted r-squared
values that are at least 0.8676, it is determined that at least 87.6% change is caused by independent variable.
Based on this, the null hypothesis is rejected. Hence, delegation of authority demands full and detailed
accountability up the line for effective management of marketing executives in Nigerian bank. This follows
Taylor’s/Fayol’s prescription of finding and doing things in the identified best way, calling for responsibilities to
be carried out in approved ways. At the work level, there should be specific and unconditional orders, but at
organizational level, they should be designed to tell the marketing executives how to carry out the ideas,
principles, and purposes of top management. Management system should not be more control-oriented than
motivation-oriented, and should not be based on the concept of doing something through the marketing
executives but with the marketing executives. Marketing executives want rising remunerations, and bank
management wants profit, and both depend on improved performance. That the behavior of the marketing
executives in Nigerian banks is seriously affected by their organizational environment is beyond doubt.
Therefore, for managing marketing executives in Nigerian banks, a clearly structured role authority and
accountability, clear-cut institution for the investigation of feelings of injustice and for giving explicit
opportunities of helping to form the rules and resolutions governing the working life, will result in much less
anxiety, frustration and hostility than ill-defined environment.
Keywords:Management Approaches, Marketing Executives, Nigerian Banks, Synthesis, Fredrick Taylor, Henri
Fayol, Scientific Management, Process Management, Behavioral Science Management.
Introduction
An analysis of the schools of management thought indicates that none of them has all of the answers for
managing the marketing executives in Nigerian banks (Uduji, 2013). Whereas the functional school concentrated
on specifying what functions managers perform, the behavioral science was concerned primarily with the human
aspects of an organization and its management. The quantitative school of management thought, often referred to
by various names including management science, operation research or applied management science, managerial
analysis, operational research, operation systems and analysis, all of which are synonymous, use mathematical
analysis for the solution of complex problems facing management of marketing executives. Important names
which easily come up any time that the development of traditional theory, the process or functional theory of
management is taken up are Fredrick Taylor and Henri Fayol (Taylor, 911; Fayol, 1921). It will be remembered
that the outcome of the first industrial revolution was the coming together of many people in the employment of
someone else. Organization was established with lines of authority. But most efforts in these organizations were
undertaken without apparent thought just as is the case in Nigerian banks. Later, people began to pay increasing
attention to the problems of management, and among the earlier thinkers was Robert Owen who approached the
problem of management by reforms directed to improve the worker’s lot and thereby improve productivity.
Owen’s interest would seem to be focused on what is now known as personnel management (Koontz and
O’Donnell, 1976). Another was Charles Babbage (1792-1871), a British Professor of Mathematics who proposed
the application of scientific principles to improve factory operations. He was among the early advocates of the
2. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.6, No.13, 2014
2
divisions of labor principle. He proposed that each factory operation had to be analyzed and the different skills
involved identified, then each worker should be trained in one particular skill and made responsible for only one
part of the total operation, not the whole task. This he believed would enhance productivity. It is claimed that the
modern assembly line, in which each worker is responsible for a different repetitive task is based on many of
Babbage’s ideas (Stoner, 1978). Frederick Taylor worked on the same line as Charles Babbage in developing
what is known as scientific management. His aim was equally to improve productivity through increased
efficiency of the workers. From his work, he perpetuated his name as the father of scientific management.
Management Science seems to have its roots in the scientific management movement because Taylor advocated
a logical sequence of problem formulation, fact finding, modeling, tentative solution, testing, and
implementation. His scientific approach could be classified as an early form of quantitative management. The
major difference could be that Taylor’s approach did not go far in the development of mathematical models to
represent a system since his efforts were focused on operative tasks. In addition, management science could
required the skills of many discipline, such as engineering, marketing, mathematics, statistics, economics,
physical science, behavioral sciences, and cost accounting to tackle problems at higher or all levels of
managerial tasks. However, it seems clear that the theories of management, such as the classical, behavioral, and
the quantitative schools each offers different perspective on the management of organizations. Each perspective
can be useful in the appropriate setting, but it can be difficult to know which perspective is most useful and
appropriate in a given situation, like managing the marketing executives in Nigerian banks. Hence the need for
further management theories that can produce broad but integrated conceptual framework that can help a
manager diagnose a problem and decide which tool or combination of tools that will best do that job. That
conceptual framework can be sought for in the use of both Frederick Taylor and Henri Fayol approaches. Henri
Fayol was one of the most influential management thinkers of the early twentieth century, whose work appears
to have complemented that of F.W. Taylor and represents one of the most important contributions to classical
management theory (Kelly, 1982). Fayol’s work contained the first significant attempt to develop principles of
top-level management, and his work also represents one of the first attempts to analyze the different activities
that make up the managerial role (Brodie, 1967). However, Fayol’s reputation has suffered on account of his
being widely perceived by subsequent generation as a technocrat developing mechanistic abstract laws of
administration. This perhap has partly been the result of some of his statements being taken too literally, and the
difficulty involved in translating his terminology into English (Urwick, 1937). On the other hand, F.W. Taylor
(1856-1915) was the initiator of scientific management and a major influence on the development of production
management as a subject. He set out to systematize the study of workflow organization by breaking tasks into
minute detail and devising ways to speed up their accomplishment. Taylor aimed at a ‘mental revolution’ in
order to break down the barriers to good labor relations between workers and management. His ideas on
efficiency were propagated by his disciples after his death through an international movement to promote such
management techniques. While he was a controversial figure in his time, Taylor’s contribution still continues to
provoke lively debate in many management texts (Pruijt, 1997; Stoner, 1978; Morgan, 1986). However, this
study would try to synthesize the Taylor’s and Fayol’s theories and see what in them can be explored for
indentifying an approach for managing the marketing executives in Nigerian banks.
Theoretical Framework
The study is guided in a kind of synthesis of the theories by Frederick Taylor and Henri Fayol which state that in
the basic management system designed on the traditional management lines of thought, an organization has
centralized direction and control with authority drawn from ownership in business enterprises and flows by
delegation from the top, through the lines of authority or command, to the various lower layers of the
organization. Some useful comparisons may be drawn between Fayol and Taylor (Merkel, 1980). Both were
longstanding practitioners in heavy industry; both had distinguished themselves in technical research and
experimentation before focusing on theories of management. Both have been seen as typifying the mechanistic
approach to organization, although in both cases this is at best a simplification of their analyses and
recommendations (Nelson, 1980). However, Fayol escaped the controversy, contradictions, social unease and
early demise that beset Taylor. Fayol’s ideas are also more attractive in that they are more abstract, more
amenable to adaption and less atomistic than those of Taylor (Pruijt, 1997). Fayol and Taylor tend to be lumped
together by more recent management theorists, and are seen as having an overly rational or ‘Mechanistic
approach to management (Morgan, 1986; Scott, 1992). Although this view accurately reflects the way the work
of both was interpreted by their successors; in Fayol’s case it is not entirely just. Fayol say the organization in
quasi-biological terms as a ‘body corporate’ (Corps Social), rather than a smooth-running machine. The rules he
put forward were intended as guidelines to limit and contain uncertainty, but not to eliminate altogether (Fayol,
1921). The main difference between Fayol and Taylor, however, lies in the level of analysis. Fayol’s prime
concern is with the effectiveness of the high command’ and how this affects the function of the organization as a
whole. Taylor, on the other hand, is corned primarily with labor productivity and the individual task. According
3. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol.6, No.13, 2014
3
to Urwick (1937), Fayol showed beyond question what Taylor himself appreciated, but what many of his
imitators have failed to emphasize, that better management is not merely a question of improving the output of
labor and the planning of subordinate units of organization, it is above all a matter of closer study and more
administrative training for managers at the top. Seldom in history can two men working in methods and in the
details of their careers and yet have produced work which was so complementary. Fayol’s work contains a
number of finely balanced concepts which may give rise to misunderstanding. Although a proponent of clear
hierarchical divisions (‘bridges’ across the hierarchy are recommended, but only if superiors are continually kept
informed), Fayol nonetheless clearly states that management is neither an exclusive privilege nor a particular
responsibility of the head of the organization, but it is an activity spread across all members of the body
corporate (Fayol, 1984). This shows that the other hand, Fayol believed in a universal science of management,
applicable to all sectors (1949).
Taylor (1919) saw ‘Slacking’ by workers as the main source of inefficiency in industry. The laborer, he reasoned,
would not exert himself; the manager would use guess work; both had to be guided towards rational behavior.
Taylor also tried to extend the division of labor to management, believing that there should be no fewer than
eight kinds of functional foremen, dealing with work speed and repairs. Taylor’s four principles of scientific
management (1911) are: to establish a science of production; to select and train workers to achieve this; to apply
such a science to operatives’ tasks; and to build cooperation between the workers and management to achieve
common goals. Its impact on contemporary society and its so-called ‘McDonadization” has been considered
(Kanigel, 1997). Taylorism was not a single innovation, but a series of notions and practices elaborated by the
initiators and his collaborators. The movement promoted an international crusade for efficiency in the 1920s and
1930s with its effect being felt long after. Taylor’s epitaph in Philadelphia reads: ‘father of scientific
management’ (Kakar, 1970). However, several criticisms have been leveled against Taylor’s scientific
management theory and Fayol’s organizational theory. Taylor’s theory is criticized because it is based on the
assumption that productivity is a factor of common interest between the manager and the worker. The common
interest is inappropriately said to be rigidly concerned with the monetary reward without mention or enough
attention being given to the social and psychological sides of workers’ needs. But Koontz and O Donnell (1976)
disagreed with the assertion that the classical theories did not take the human side of business into the account in
their theories. They assert that such critics might not have read the works of those they criticize or that such
critics confuse the early writers on management with a managerial practices of half a century ago. On Fayol, an
important factor in his theory is that the elements or principles of management have a universal application.
These principles, in his view, can apply equally in business as in political, religions, military and other
undertakings. Miner (1978) does not accept this and states that management functions are not the same in all jobs
in all organizations. Miner views classical principles, especially the unity of command principle as most
appropriate in stable manufacturing and production situations where labor unions are weak or non-existent.
Miner’s criticism is no more than to say that the application of the functional theory of management is a matter
of the situation. He did not quite dismiss Fayol’s belief that the fundamentals of his theory are universally
applicable.
Another of Fayol’s views is that the ability to manage can be acquired by education and training just as the
worker who needs technical ability can acquire it through training (Brodie, 1962; Brodie, 1967). In other words,
the techniques of managerial decision making can be taught, but not the judgmental aspect of managerial
decisions, which is the art. The core of the criticisms of the two approaches to management is that they look at
management as a process of doing things through other people and not with people (Fayol, 1984). If an
operational outlook is taken about the process management and the question of its universality, it might be
referred to the summary by Filley and House (1969) which said that what the process management theory is
saying is that a manager will perform effectively if he clearly defines the work of the unit into manageable
groups, establishes plans, policies, procedure and rules that govern the execution of work, delegates the work to
his subordinates, and then supervises and controls their efforts to ensure attainment of objectives. Filley and
House then touched on the areas of doubt over the universality of application of management process, especially
with regard to Fayol’s organizational theory (Fayol, 1937). These are the principles of unity of command and the
distinction between line and staff authority. They refer to Rensis Likert (1961) views on the unity of command
principles as providing for interaction between the manager and each of his subordinates as individuals, and
make no final provision for interaction between the whole group and the superior. The argument is that this
constrains communication downwards, not allowing for working group to benefit fully from open information
communicated laterally and vertically. It also makes for filtration of information upwards, all making for undue
dependence of the subordinates on the superior. The same effect results from sharply defined lines of
responsibility and tight hierarchical control from the top which limits the group capacity and effectiveness to
press for decisions and action in the best interests of all members (Aitken, 1960). The other criticism is on the
distinction between line and staff authority which insists on staff members having direct authority only over the
areas in which they are experts; it disallows group oriented management or group decision-making system and
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group participation in management process. Perhaps, these criticisms on organization theory may, consciously or
unconsciously have an eye on the Japanese management system. But these generalized criticisms do not seem to
take account of the differences in the types of organization designs described by Charles Handy (1979). Even
with these criticisms, none of the emerging new theories has completely thrown out the process management
which has maintained its position as the prime theory for management practice (Copley, 1923). The new theories,
have only, but try to fill the gaps at various points of the process theory. The first among the gap filling theories
could be seen in the Human Relations Movement (Stoner, 1978), trailed by the theories of the Behavioral
Scientists (Morgan, 1986). Both the human relations theory and the behavioral science theories concern the
functions of directing and also the question of responsibility and authority allocations in the function of
organizing. It is therefore the objective of this study to go into these details, analyzing, criticizing and evaluating
the theories of Fredrick Taylor and Henri Fayol, so that at the end of it all, the study will synthesize the theories
and see what in them can be explored for identifying a Nigerian approach or style of management for marketing
executives in Nigerian banks.
Research Methodology
The population of the study is made up of the marketing executives in selected banks in Nigeria. A sample size
of 303 marketing executives was determined using the finite multiplier, where:
Sample Size = Sample Size Formula = X N – n
N – n
Hence:
N = z2
(Pq)
e2
= 1.962
(50 x 50)
52
= 3.84 (2500)
25
= 1600
25
Now, applying the finite multiplier
N = 384 X N – n
N – 1
= 384 X 1000-384
1000-1
= 384 X 616
999
= 384 X .79
= 303
Data Analysis and Presentation
Scale:
Definitely Disagree (DD) - 1
Generally Disagree (GD) - 2
Somewhat Disagree (SA) - 3
Generally Agree (GA) - 4
Definitely Agree (DA) - 5
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Table 1: Demand of Delegation of Authority on Accountability
Question DD
(%)
GD
(%)
SA
(%)
GA
(%)
DA
(%)
Mean Std.
Dev.
As organizations grow increasingly complex, duties
and responsibilities should be delegated to boost
staff morale, build confidence and reduce stress
4
(1.3)
6
(2.0)
42
(13.9)
157
(51.8)
94
(31.0)
4.09 0.80
An effective manager must monitor a delegated
marketing executive, assume responsibility while
allowing the delegated autonomy to strengthen
performance
6
(2.0)
41
(13.5)
38
(12.5)
107
(35.3)
111
(36.6)
3.91 1.10
Accountability is at the very heart of delegation, and
is useful for assessing motivation and raising skill
levels of the marketing executives in Nigerian banks
0
(0.0)
0
(0.0)
44
(14.5)
156
(51.5)
103
(34.0)
4.19 0.67
Overall Mean 4.06
Source: Field survey, 2014.
It is the determination of the respondents that as organizations grow increasingly complex, duties and
responsibilities should be delegated to boost staff morale, build confidence and reduce stress. This is revealed in
the responses of 4 (1.3%) respondents who definitely disagreed with this statement, 6 (2%) respondents who
generally disagreed with this statement, 42 (13.9%) respondents who somewhat agreed with this statement, 157
(51.8%) respondents who generally agreed with this statement and 94 (31%) respondents who definitely agreed
with this statement as well as the mean response value of 4.09.
The respondents agreed that an effective manager must monitor a delegated marketing executive, assume
responsibility while allowing the delegated autonomy to strengthen performance. This is seen in the mean
response score of 3.91 and the respondents’ responses in which 6 (2%) respondents definitely disagreed with this
statement, 41 (13.5%) generally disagreed with this statement, 38 (12.5%) respondents somewhat agreed with
this statement, 107 (35.3%) respondents generally agreed with this statement and 111 (36.6%) respondents
definitely agreed with this statement.
It was established from the responses of the respondents that accountability is at the very heart of delegation, and
is useful for assessing motivation and raising skill levels of the marketing executives in Nigerian banks. The
responses of 44 (14.5%) respondents who somewhat agrees to this, 156 (51.5%) respondents who generally
agrees to this and 103 (34%) respondents who definitely agrees to this, as well as the mean responses score of
4.19 portrays this opinion.
Having an overall mean response score of 4.06, it is the assertion of the sampled respondents that delegation of
authority demands accountability for effective management.
Test of Hypothesis
The research hypothesis states that delegation of authority does not demand full and detailed accountability up
the line for effective management of marketing executives in Nigerian banks.
Using the data presented in table 1 above, the General Linear Model was used in testing this hypothesis. The
results are presented below.
Table 2:Between-Subjects Factors
Value Label N
Q2 1.00 definitely disagree 6
2.00 generally disagree 41
3.00 somewhat disagree 38
4.00 generally agree 107
5.00 definitely agree 111
Source: Field survey, 2014.
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Table 3:Descriptive Statistics
Q2 Mean Std. Deviation N
Q1 definitely disagree 1.3333 .51640 6
generally disagree 2.9024 .30041 41
somewhat disagree 3.8684 .34257 38
generally agree 4.0000 .00000 107
definitely agree 4.8468 .36177 111
Total 4.0924 .80027 303
Q3 definitely disagree 3.0000 .00000 6
generally disagree 3.0732 .26365 41
somewhat disagree 4.0000 .00000 38
generally agree 4.0000 .00000 107
definitely agree 4.9279 .25978 111
Total 4.1947 .66986 303
Source: Field survey, 2014.
Table 4:Box's Test of Equality of Covariance Matricesa
Box's M 16.405
F 5.360
df1 3
df2 100320.863
Sig. .001
Tests the null hypothesis that the observed covariance matrices of the dependent variables are equal across
groups.
a. Design: Intercept + p4b
Table 5:Multivariate Testsd
Effect Value F
Hypothesis
df Error df Sig.
Noncent.
Parameter
Observed
Powerb
Intercept Pillai's Trace .994 22771.624a
2.000 297.000 .000 45543.248 1.000
Wilks' Lambda .006 22771.624a
2.000 297.000 .000 45543.248 1.000
Hotelling's Trace 153.344 22771.624a
2.000 297.000 .000 45543.248 1.000
Roy's Largest Root 153.344 22771.624a
2.000 297.000 .000 45543.248 1.000
p4b Pillai's Trace 1.343 152.184 8.000 596.000 .000 1217.471 1.000
Wilks' Lambda .040 294.706a
8.000 594.000 .000 2357.650 1.000
Hotelling's Trace 14.230 526.515 8.000 592.000 .000 4212.123 1.000
Roy's Largest Root 13.531 1008.049c
4.000 298.000 .000 4032.197 1.000
a. Exact statistic
b. Computed using alpha = .05
c. The statistic is an upper bound on F that yields a lower bound on the significance level.
d. Design: Intercept + p4b
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Table 6:Levene's Test of Equality of Error Variancesa
F df1 df2 Sig.
Q1 28.518 4 298 .000
Q3 13.631 4 298 .000
Tests the null hypothesis that the error variance of the dependent variable is equal across groups.
a. Design: Intercept + p4b
Table 7:Tests of Between-Subjects Effects
Source
Dependent
Variable
Type III Sum of
Squares df Mean Square F Sig.
Noncent.
Parameter
Observed
Powerb
Corrected
Model
Q1 169.731a
4 42.433 533.957 .000 2135.829 1.000
Q3 125.308c
4 31.327 914.886 .000 3659.545 1.000
Intercept Q1 1218.940 1 1218.940 15338.675 .000 15338.675 1.000
Q3 1531.606 1 1531.606 44729.780 .000 44729.780 1.000
p4b Q1 169.731 4 42.433 533.957 .000 2135.829 1.000
Q3 125.308 4 31.327 914.886 .000 3659.545 1.000
Error Q1 23.682 298 .079
Q3 10.204 298 .034
Total Q1 5268.000 303
Q3 5467.000 303
Corrected
Total
Q1 193.413 302
Q3 135.512 302
a. R Squared = .878 (Adjusted R Squared = .876)
b. Computed using alpha = .05
c. R Squared = .925 (Adjusted R Squared = .924)
The Box’s Test of Equality of Covariance Matrices result presented in table 4 gives an F-value of 5.360 (p <
0.05). This result indicates that the observed covariance matrices of the dependent variables are equal across
groups. The multivariate tests result in table 5 gives high F-values (p < 0.05) for the effect of questions 1 and 3
on the intercept and question 2.
The result in table 6 shows high F-values of 28.518 (for question 1) and 13.631 (for question 3) (p < 0.05) for the
Levene’s Test of Equality of Error Variance. This result indicates that the error of variance of the dependent
variable is equal across groups (intercept and question 2). This presents a similarity in results.
Also, as presented in table 7, the Tests of Between-Subjects Effects presents high F-values for the corrected
model, intercept, and question 2. With p-values < 0.05, the results generated are not due to chance, thus are
correct and significant. Also with r-square values of at least 0.878, a very strong relationship is established
between question 1 and 3 of the research instrument and question 2. Having adjusted r-squared values that are at
least 0.876, it is determined that at least 87.6% of change is caused by the independent variable. Based on this,
the null hypothesis is rejected. Hence, delegation of authority demands full and detailed accountability up the
line for effective management of marketing executives in Nigerian banks.
Discussion of Research Findings
This discussion will lead into recalling that the important names which easily come up any time that the
development of traditional theory, the process or functional theory of management is taken up are Frederick
Taylor and Henri Fayol. Taylor’s work was based on operative tasks in an organization. He, like Babbage, aimed
at applying scientific methods to develop accurate measurements to determine what constituted a day’s work for
various factory operations. He otherwise, urged the establishment of standards through study of the job to find
the best way of doing it and the shortest time required to do the job. He evolved a three-part principle that forms
the basis of modern incentive system in industry (Haimann and Scott, 1970). These principles are that the
greatest and most efficient production occurs when managers:
Give each worker a definite task to perform in a definite time and in a definite manner.
Select the right worker for the task and train him for it.
Motivate the worker to a high level of performance by incentive methods of payment and reward.
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His overall goal was industrial efficiency in terms of high production, lower costs as well as higher pay for
workers for the increased productivity. What Taylor was advocating was for industry to find the easiest and most
efficient way to do a job, and he said this could be done by observation, measurement and experimental
comparison. The summary of the proposal by Taylor, implicitly suggests that management is a process in which
scientific methods can be used or applied to plan, organize, direct or motivate and control the marketing
executives in Nigerian banks (operative levels of work). But Taylor’s emphasis is on planning and he said that
planning should be separated from doing, and he meant that it is the bank managers and not the marketing
executives who do the planning work, as shown in table 1 of this study data analysis. This is the point in this
study where the whole idea was void of the concept of doing something with the marketing executives but
centered on doing something through the marketing executives. Furthermore, bank management who are
responsible for making time measurement and setting job standards and targets should concentrate on this and
can be removed from the daily supervision of the marketing executives. Taylor in advocating this separation was
sort of separating line management from staff management of the Nigerian banks. (Uduji, 2013) from his
marketing perspective has summarized Taylor’s work by saying that he focused his attention on the question:
“How can bank management devise a better method of financial incentives to motivate a marketing executive to
perform better, given the assumption that the marketing executive is mostly motivated by money?” Taylor and
the findings of this study, in line with the scientific management believed that the objectives of the marketing
executives and the bank managers are mutual and are based on improved performance. Marketing executives
want rising remunerations and bank management wants profit, and both depend on improved performance,
which is their common quest. This is a major factor in Taylor’s theory which formed the basis of criticism of his
ideas. But it seems indisputable that it is from improved performance of the marketing executives that the
Nigerian banks can survive from distress, and grows to consolidate properly, which phenomenon assures
employment and good remunerations in the industry.
However, in contrast to Taylor’s concentration on management techniques applied to managing the marketing
executives (operating levels of work) in Nigerian banks, Henri Fayol was concerned with the higher levels of the
organization, the managerial level. He instead, initiated the current functional approach to the pursuits of
organization and management. Fayol (1921) identified six activities or functions which he said organization do
perform. They are as follows:
Technical (Production, for example)
Commercial (Buying and selling, and exchange)
Financial (Search for and optional use of capital)
Security (Protection of property and persons
Accounting (including statistics)
Managerial (Planning, organizing, command, coordinating and controlling.)
Of the six functions, Fayol said that function 1 through 5 is well known. They are indeed organizational rather
than managerial function. It is the number 6 function that has the things that the manager does the managerial
functions or the elements of management with the principles guiding the processes. It is in number 6 that
contains what form the traditional, classical, functional or process theory of management. In his presentation,
Fayol (1925) outlined five functions-planning, organizing, command, coordinating and control as management
functions. Many current textbooks on management still use same terminologies more or less. He then evolved a
number of general principles to guide the practice of general management, especially the performance of the
organizing functions, and they continue to feature in modern management principles or organizing. They
together make up what is known as Faylor’s organization theory and the principles that guide the phenomena of
organizing, namely:
Division of labor
Authority and responsibility
Scalar chain or chain of command
Subordination of individual interest to general interest
Unity of command
Centralization
The five activities of management and the sixteen organizational duties are to be carried out in accordance with
what Fayol put forward as his fourteen principles of administration, themselves a precursor of other such lists
such as Deming’s fourteen points. It is significant that Fayol restrained himself from over-systematizing his
theory: the five activities of administration and the sixteen duties of organization are not made to tie in with the
fourteen principles in any integrated schema, although Urwick (1937) showed that this could be done. This
restraint on Fayol’s part belies the popular view of him as an over systematic seeker after clear abstract laws.
The fourteen principles are clearly prescriptive but almost all are open to flexible interpretation, and this appears
to have been Taylor’s/ Fayol’s intention with this study’s interpretation for managing the marketing executives
in Nigerian banks:
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On division of labor, Taylor/Fayol could suggest a division of labor to be efficient in managing the
marketing executives in Nigerian banks, but subject to certain limits beyond which it would bring
diminishing returns.
On authority, Taylor/Fayol could suggest that in managing the marketing executives in Nigerian banks,
official authority should be legitimized by personal authority and aligned with responsibility.
On discipline, Taylor/Fayol could suggest that in managing the marketing executives in Nigerian banks,
there should be discipline to the honoring of agreements and rules.
On unity of command, Taylor/Fayol could suggest that marketing executives should not be subject to
orders from two different and potentially contradictory sources, such as the office of the operation
manager and the marketing manager that often exist in Nigerian banks.
On unity of direction, Taylor/Fayol consistently uses the biological analogy, suggesting that banks as an
organism should not have two heads, the operation manager and the marketing manager for managing
the marketing executives in Nigerian banks.
On subordination of individual interest, Taylor/Fayol could suggest as essential that in managing the
marketing executives in Nigerian banks, the interest of one group should not be advanced at the
expenses of the others or of the banks as a whole.
On remuneration of the marketing executives, Taylor/Fayol could suggest that remuneration of the
marketing executives in Nigerian banks should be fair and should be enough to motivate but should not
be excessive; being skeptical of profit sharing as a means of solving conflict between capital and labor,
and believed instead in the need for judgment and experience in finding the right rate of pay.
On centralization, Taylor/Fayol could appear to see top management in the role of the brain of the
organization, which suggests clearly that marketing executives in Nigerian banks are not cogs in a
machine, and that they affect the way decisions are put in practice. They appear to favor a pragmatic
approach where an appropriate level exists for each type of decision. There is less emphasis on the
separation of concept and execution than in Federick Taylor’s thinking.
On scalar chain, Taylor/Fayol could suggest that all marketing personnel in the bank should be arranged
in a clear hierarchical structure. They recognized the problems of communication across the hierarchy
and therefore suggest the use of lateral ‘bridges’ where appropriate, although they appears to have
preferred this to be agreed formally.
On order, Taylor/Fayol could suggest that every marketing executive and each activity should have its
appointed place, although this could be seen as an ideal rather than an injunction to organize every last
details in managing the marketing executives.
On equity, Taylor/Fayol could suggest that bank managers should treat the marketing executives
equitably; clearly thinking in terms of marketing executives’ perceptions rather than any hard and fast
statutes of the bank.
On stability of tenure of marketing personnel, which refers to the high costs of developing bank
managers who know the organization and those in it? Taylor/Fayol could suggest that mediocre
managers who stay with the bank are far better than those outstanding managers who leave the bank.
On exploring the initiatives of the marketing executives, Taylor/Fayol could suggest allowing initiative
as a means of motivating the marketing executives in Nigerian banks, and that bank managers would
encourage this at the expenses of their own ‘vanity’ in managing the marketing executives.
On esprit de corps, Taylor/Fayol could suggest an integrated culture in managing the marketing
executives in Nigeria banks. Interestingly for one often seen as the epitome of bureaucratic management,
they suggest against the culture of using only memo-writing (as opposed to verbal communization)
which is seen as necessarily divisive.
Conclusion and Recommendations
From the result of this study, it is concluded that delegation of authority demands full and detailed accountability
up the line for effective management of marketing executives in Nigerian banks. The findings have in a kind of
synthesis of the theories by Frederick Taylor and Henri Fayol outlined the working of the process management
theory for managing the marketing executives in Nigerian banks. The findings suggests that in the basic
management system designed on the traditional management lines of thought, a bank should have a centralized
direction and control with authority from the top, through the lines of authority or command, to the various lower
layers of the bank. Delegation of authority in managing the marketing executives therefore demands full and
detailed accountability up the line. At each level of the management, managers should be linked to the next and
lower levels by position descriptions and directives. This indication, suggests the degree of authority each
management representative should have, to take actions for the bank. Management should also specify how the
actions should be performed. All generally directives received from the management should progressively
particularize as they flow downwards along the command. At the work level they should be specific and
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unconditional orders, but at every organizational level, they should be designed to tell the marketing executives
on how to carry out ideas, principles, and purposes of the management of the bank. This follows Taylor’s
prescription of findings and doing things in the identified best way, calling for responsibilities to be carried out
in approved ways. Although Fayol’s principles of unity of command and span of control are not fully
represented in these findings, still in many situations it is the process management in application.
The findings indicate a better understanding of what is involved if it is recognized that the fundamental
framework within which management control relationship between the superior and the subordinate or marketing
executive is initially established by the contract of bank employment. A contract of employment in Nigerian
banks should create an obligation on the part of the bank to pay an agreed compensation to the marketing
executive who is obliged to carry out his duties and to obey orders related to his work. So this management
system should not be more control-oriented than motivation-oriented, and should not be based on the concept of
management doing something through the marketing executives, but management doing the work with the
marketing executives. Perhaps, there is something really fundamental behind this, which could be the culture of
the Western World than in Nigeria. It is this management system that was introduced into Nigeria during the
colonial days, and Nigerian managers have held on to it, and from the start, with dissatisfaction, dubbing it
Oyibo Work, meaning a work system in which the subordinate is reduced to a position of unthinking dependency
(Fitzgerald, 1971). In this system, the subordinate has no say at all about what is being done and how, and has
only to carry out instructions. This is a system that can permit low level of performance by the marketing
executives in Nigerian banks. So, Nigerians problem in managing the marketing executives in banks may in fact
be related to the application of the Taylor/Fayol prescription within the cultural base of the employment contract,
but without the modernizing theoretical factors for flexibility in relations, as shown in this study. Nigerian
managers have been performing this management function of directing, and many academic and practicing
managers, have written on its practice, pointing out here and there the problems of the application of these
theories developed outside Nigeria. However, it is shown from these findings that the relevance of any theory to
effectiveness in the directing function of management in any bank in Nigeria is the awareness and adaptation of
the manager’s actuation behavior to the management philosophy of the country-Nigeria.
This study examined Taylor/Fayol common quest of marketing executives in Nigerian banks for the purpose of
managerial motivation, and has given opinions on the type of leadership that will be effective. It strongly
suggests that marketing executives in Nigerian banks have similar needs as the European and American
marketing executives, but with the slight changes in combination of these needs according to levels of marketing
executives and the situation; among the most important is the need for communication and recognition. It is
shown that management philosophy is the frame within which an appropriate management theory develops, and
if the management theory must be appropriate to its environment, management philosophy which shapes
management theory must adopt to the culture within which it operates. This is to say that management
philosophy should derive from the culture and should shape the theory. Therefore, for effective management of
marketing executives in Nigerian banks, clearly structured role authority and accountability, clear-cut institution
for investigation of feelings of injustice and for giving explicit opportunities of helping to form the rules and
regulations governing working life, result in much less anxiety, frustration and hostility than an ill-defined
environment. That the behavior of the marketing executives in Nigerian banks is seriously affected by their
organizational environment is beyond doubt.
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About the Author
Dr. Joseph Ikechukwu Uduji is also a visiting Professor to the Catholic University of Cameroun, Bamenda. He
holds Ph.D. (Marketing), Ph.D (Public Administration), M.Sc (Marketing), M.Sc (Public Relations), MBA
(Management), MPA (Public Administration) from the University of Nigeria. He is a full member of National
Institute of Marketing of Nigeria (NIMN); Nigeria Institute of Management (NIM); Nigeria Institute of Public
Relations (NIPR). He lectures Sales Management, Public Relations Management, Marketing Management,
Advertising Management, and Marketing Communications in the University of Nigeria. He has published many
books and journal articles in the field of Marketing, Management and Public Relations. He is a regular preferred
conference speaker for professional bodies in Nigeria and Sub-Saharan African countries.
Dr. Joseph Ikechukwu Uduji has worked as Regional Manager with multinational companies, such as Wiggins
Teape Plc, Johnson Wax and Afro Commerce. He is also a full ordained Zonal Pastor in the Redeemed Christian
Church of God, and the Regional Coordinator (South East of Nigeria) of the Redeemed Christian Bible College.
He is a Board Member and Trustee of the BIBLICA-Africa. He is happily married with four children, and lives
in Enugu, Nigeria.
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