The document discusses various administrative theories that provide frameworks for understanding and improving organizational management, with key theories including classical management, human relations, systems, contingency, and scientific management. It emphasizes the importance of efficiency, employee motivation, and structured processes, while also addressing the limitations of classical theories and the need for a more human-centered approach. Additionally, it explores Gandhi's oceanic circle model as a notion of social change through nonviolence and collective action that fosters gradual transformation in society.

1. ORGANIZATION
AND
MANAGEMENT
EDM-206

2. MARISSA G. DE OLINO
Discussant
ADMINISTRATIVE
THEORY
EDM- 206

3. ADMINISTRATIVE THEORIES
Administrative theories are frameworks and ideas
developed to understand, explain, and improve the
way organizations are managed and structured.
These theories provide insights into how
administrative processes can be optimized to
enhance efficiency, effectiveness, and productivity
within organizations. Here are some key
administrative theories:

4. 1.Classical Management Theory: This includes the
works of Henri Fayol, Frederick Taylor, and Max Weber.
oHenri Fayol: Proposed 14 principles of management such as
division of work, authority, discipline, and unity of command.
oFrederick Taylor: Developed Scientific Management, which
focuses on improving efficiency through time studies, work
specialization, and standardized procedures.
oMax Weber: Introduced the concept of bureaucracy,
emphasizing a structured, formal organization with clear
hierarchies and rules.

5. 2. Human Relations Theory: Emphasized
the importance of human factors in
management. Elton Mayo's Hawthorne Studies
revealed that workers' productivity improved
when they felt they were being observed and
valued, highlighting the importance of
employee motivation and morale.

6. 3. Systems Theory: Views an organization as a
system composed of interrelated parts. It stresses the
importance of understanding how different
components of an organization interact with each other
and with their external environment.
4. Contingency Theory: Suggests that there is no
one best way to manage an organization. Instead, the
most effective management style depends on various
factors such as the organization’s size, technology, and
environment.

7. 5. Theory X and Theory Y: Proposed by
Douglas McGregor, these theories describe two
contrasting views of employee motivation.
oTheory X: Assumes that employees are inherently
lazy and need to be closely supervised and
controlled.
oTheory Y: Assumes that employees are motivated,
enjoy work, and can be trusted to work
independently.

8. 6. Administrative Management Theory:
Focuses on the principles and functions of
management. It involves the study of the structure,
functions, and processes of management.
These theories contribute to our understanding of
organizational dynamics and provide various tools
and principles that managers can apply to improve
organizational performance.

9. THE CLASSICAL ORGANIZATION THEORY
Classical Organization Theory is a foundational
approach to management and organizational design
that emerged in the late 19th and early 20th centuries.
It emphasizes formal structures, clear hierarchies, and
systematic processes to improve organizational
efficiency and effectiveness. Here are the key
components of Classical Organization Theory:

10. 1. Scientific Management (Frederick Taylor)
Objective: To improve productivity and efficiency
through scientific analysis of work processes.
Principles:
oTime Studies: Analyzing tasks to determine the most
efficient way to perform them.

11. oStandardization: Developing standard procedures for tasks.
oSpecialization: Assigning specific tasks to workers
based on their skills to enhance efficiency.
oScientific Selection: Choosing the right person for the
right job based on their skills and abilities.
oTraining: Providing proper training to ensure workers
perform tasks effectively.

12. 2. Administrative Management Theory (Henri Fayol)
Objective: To establish general principles of management
applicable to all types of organizations.
Principles:
oDivision of Work: Specializing tasks to improve
efficiency.
oAuthority and Responsibility: Managers should have
the authority to give orders and the responsibility to
ensure they are carried out.

13. oDiscipline: Ensuring adherence to organizational
rules and agreements.
oUnity of Command: Each employee should
receive orders from only one superior to avoid
confusion.
oUnity of Direction: Activities with similar goals
should be grouped under one manager.

14. o Subordination of Individual Interests: The organization's interests
should take precedence over individual interests.
o Remuneration: Fair compensation for work done.
o Centralization vs. Decentralization: Finding the right balance between
centralized and decentralized decision-making.
o Scalar Chain: A clear chain of command should exist.
o Order: Proper arrangement of resources and people.
o Equity: Fairness and justice in treatment of employees.
o Stability of Tenure: Ensuring job security and reducing turnover.
o Initiative: Encouraging employees to take initiative and innovate.
o Esprit de Corps: Fostering team spirit and unity.

15. 3. Bureaucratic Management (Max Weber)
Objective: To create a formal organizational structure
with clear rules and hierarchical authority.
Principles:
oFormal Hierarchy: A clear hierarchy of authority
within the organization.
oRules and Procedures: Established rules and
procedures to govern operations and ensure consistency.

16. oDivision of Labor: Specialization of roles and
tasks to enhance efficiency.
oImpersonality: Decisions and actions should be
based on objective criteria rather than personal
relationships.
Merit-Based Selection: Employment and promotion
should be based on merit and qualifications.

17. Key Features of Classical Organization Theory
Hierarchy: A structured chain of command where authority
flows from top to bottom.
Formal Rules: Clearly defined rules and procedures to
standardize operations and ensure consistency.
Specialization: Division of labor to improve efficiency and
expertise.
Centralization: Concentration of decision-making
authority at the top of the hierarchy.

18. Classical Organization Theory laid the
groundwork for modern management practices by
emphasizing efficiency, structure, and formal
processes. However, it has also been critiqued for its
rigidity and lack of attention to human and social
factors, which later theories like Human Relations
Theory sought to address.

19. THE SCIENTIFIC MANAGEMENT THEORY
1. Scientific Management Theory, developed by
Frederick W. Taylor in the late 19th and early 20th
centuries, is a foundational approach to improving
organizational efficiency and productivity. It focuses on
using scientific methods to analyze and optimize work
processes. Here are the key components and principles of
Scientific Management Theory:

20. Key Principles of Scientific Management
1. Scientific Study of Work:
oObjective: To analyze and determine the most
efficient way to perform a task.
oMethod: Use time studies, motion studies, and
work measurements to identify the best methods for
completing tasks.

21. 2. Standardization:
oObjective: To develop standardized procedures and tools to
ensure consistency and efficiency.
oMethod: Establish uniform procedures and equipment that all workers
should use.
3. Specialization:
oObjective: To increase efficiency by dividing tasks and having
workers specialize in specific activities.
oMethod: Assign tasks based on workers' skills and expertise,
allowing them to become more proficient.

22. 4. Scientific Selection and Training:
o Objective: To ensure that workers are well-suited for their tasks and are
properly trained.
o Method: Use scientific methods to select workers based on their abilities and
provide them with adequate training to perform their tasks efficiently.
5. Performance-Based Incentives:
o Objective: To motivate workers by linking compensation to performance.
o Method: Implement piece-rate systems or performance bonuses to reward
workers for meeting or exceeding productivity targets.

23. 6. Management's Role:
oObjective: To shift the responsibility for
planning and organizing work from workers to
managers.
oMethod: Managers should focus on planning,
organizing, and overseeing work processes, while
workers execute the tasks.

24. Key Concepts in Scientific Management
Time Studies: Analyzing the time required to perform
specific tasks to identify the most efficient methods.
Motion Studies: Examining the motions involved in
performing tasks to eliminate unnecessary movements and
streamline processes.
Work Specialization: Breaking down complex tasks into
simpler, specialized tasks to enhance efficiency and skill
development.

25. Standard Operating Procedures:
Developing detailed, standardized procedures for
performing tasks to ensure consistency and reduce
variability.

26. Impact and Criticisms
Impact:
Increased Productivity: Scientific Management led to
significant improvements in productivity and efficiency
in manufacturing and other industries.
Foundation for Modern Management: The principles
of Scientific Management laid the groundwork for later
management theories and practices.

27. Criticisms:
Overemphasis on Efficiency: Critics argue that Scientific
Management can lead to a dehumanizing work environment
by treating workers as mere components in a machine rather
than individuals with needs and motivations.
Lack of Flexibility: The rigid procedures and standards may not
accommodate changes or variations in work processes and individual
differences.

28. Neglect of Human Factors: The theory does not
adequately address the social and psychological aspects
of work, such as motivation, job satisfaction, and
worker well-being.
Overall, while Scientific Management Theory has had a
profound impact on management practices, its limitations
have led to the development of more holistic approaches
that consider both efficiency and the human aspects of
work.

29. ABOUT GANDHI’S MODEL OF OCEANIC CIRCLE
Gandhi's model of the "Oceanic Circle" is a concept
from Mahatma Gandhi's philosophy of nonviolent
resistance and social change. It illustrates how
individuals and groups can achieve profound social and
political change through the principle of nonviolence
and the gradual expansion of influence. Here's a
detailed explanation of Gandhi's Oceanic Circle model:

30. 3. Spreading Influence:
oFrom this central core, the principles of nonviolence and
ethical behavior gradually spread to others. As more people
are inspired and join the movement, the influence grows
wider, creating a ripple effect through society.
4. Expansion of the Circle:
oThe influence of the core values expands outward in
concentric circles, affecting increasingly larger groups. The
expansion is gradual and often requires patience and
persistence.

31. 6. Impact on Society:
oAs the circle expands, it begins to challenge and
transform societal norms, institutions, and
structures. The aim is to create a widespread societal
shift toward greater justice, equity, and harmony.

32. Key Aspects of the Model
Nonviolent Resistance: Gandhi believed that nonviolence
(ahimsa) was the most powerful force for social change. By
demonstrating and advocating for nonviolence, individuals can
inspire others to adopt similar principles.
Moral Authority: The central core of the circle operates from
a place of moral authority and integrity. This moral high
ground helps attract and persuade others to join the cause.

33. Gradual Change: The Oceanic Circle model
emphasizes the importance of gradual, sustained efforts
rather than immediate, revolutionary changes. It
acknowledges that significant social transformation
takes time.
Collective Action: As more individuals join and
support the cause, the collective strength of the
movement increases. This collective action amplifies the
impact and reaches a wider audience.

34. Practical Implications
1. Leadership: Leaders who embody the principles of nonviolence and
ethical behavior can serve as the core from which change begins. Their
personal example and commitment can inspire and mobilize others.
2. Community Engagement: Building a movement involves engaging
with and educating the community, fostering a shared vision, and
creating a network of supporters who work together towards common
goals.
3. Sustained Effort: Success in creating meaningful change requires
continuous effort, persistence, and adaptation to evolving
circumstances.

35. Example of Application
Indian Independence Movement: Gandhi's Oceanic
Circle can be seen in the way his principles of
nonviolence and civil disobedience spread from his initial
followers to millions of Indians, eventually leading to
significant political and social changes, including India's
independence from British rule.

36. In summary, Gandhi's Oceanic Circle model
illustrates how individual and collective actions
based on ethical principles can create a ripple
effect, leading to widespread social and political
change. It emphasizes the power of nonviolence,
moral authority, and patient, persistent efforts in
achieving transformative goals.

37. THE HUMAN RELATIONS THEORY . Human
Relations Theory is a significant approach to management and
organizational behavior that emerged in the early 20th century. It
focuses on the importance of interpersonal relationships,
employee motivation, and the social aspects of work. The theory
challenges the earlier Classical Management Theory, which
emphasized efficiency, structure, and formal processes, and
highlights the role of human factors in improving organizational
performance.

38. Key Concepts of Human Relations Theory
1. Importance of Employee Satisfaction:
o Human Relations Theory posits that employees' satisfaction, morale, and well-being are crucial
for productivity and organizational success. It suggests that happy and motivated employees
are more productive and committed.
2. Social and Psychological Factors:
o The theory emphasizes the influence of social and psychological factors on employee behavior
and performance. It recognizes that workers are motivated by more than just financial
incentives; their needs for social interaction, recognition, and a sense of belonging also play a
significant role.
3. Informal Work Groups:
o The theory acknowledges the impact of informal work groups and social relationships on
employee behavior. These informal groups can influence work attitudes, productivity, and
organizational dynamics.

39. Key Figures and Contributions
Elton Mayo:
o Mayo is one of the primary figures associated with Human Relations
Theory. His research, particularly the Hawthorne Studies, was
instrumental in developing the theory.
o Hawthorne Studies: Conducted at the Western Electric Hawthorne
Works, these studies initially aimed to examine the effects of lighting
on worker productivity. However, they revealed that productivity
increased when workers felt they were being observed and cared
about, regardless of the lighting conditions. This finding highlighted
the importance of social factors and employee attention in influencing
work performance.

40. Mary Parker Follett:
oFollett emphasized the importance of cooperative
interaction and participatory management. She
advocated for integrating workers into decision-
making processes and recognized the value of
teamwork and collaboration.
oShe introduced concepts such as “power with” rather
than “power over,” promoting the idea of mutual
influence and shared leadership.

41. Chester Barnard:
oBarnard focused on the role of executive leadership
and the concept of the organization as a system of
cooperative activities. He emphasized the importance
of communication, leadership, and the social system
within organizations.
oHis book, "The Functions of the Executive,"
highlighted the role of managers in fostering
cooperation and addressing employees' needs.

42. Core Principles
Motivation Beyond Financial Rewards:
oHuman Relations Theory suggests that workers are
motivated by a range of factors beyond financial incentives,
including recognition, social interactions, and a supportive
work environment.
Effective Communication:
oOpen and effective communication between management
and employees is essential for understanding needs,
resolving conflicts, and fostering a positive work
environment.

43. Employee Participation:
oInvolving employees in decision-making
processes and valuing their input can enhance
motivation and job satisfaction.
2.Leadership Style:
oLeadership should be supportive, empathetic,
and focused on building strong interpersonal
relationships within the team.

44. Impact and Criticisms
Impact:
Improved Employee Morale: The emphasis on social and
psychological factors led to a greater understanding of the
importance of employee morale and job satisfaction.
Increased Focus on Teamwork: Organizations began to
value team dynamics and employee participation in
decision-making processes.

45. Criticisms:
Lack of Structure: Critics argue that the Human
Relations Theory can sometimes overlook the need
for organizational structure and discipline.
Overemphasis on Social Aspects: Some believe
the theory places too much emphasis on social factors
while underestimating the importance of productivity
and efficiency.

46. In summary, Human Relations Theory represents a
shift from focusing solely on efficiency and
structure to recognizing the critical role of human
factors in the workplace. It highlights the
importance of employee satisfaction, effective
communication, and participatory management in
achieving organizational success.