The document explores various approaches to management, emphasizing the importance of empirical learning from both successful and failed managerial experiences. It discusses limitations of each approach, including their relevance to present-day management and the broader context of organizational behavior. Key contributors and their theories, such as motivation and decision-making processes, are presented to illustrate how different perspectives can enhance organizational effectiveness.

1. BY
STEWART ILONDANGA

2. It is based on the
study of
managerial
experiences and
cases
The contributors
are:
•Earnest Dale
•Mooney and Reiley
•Urwick

3. Its features are
The study of
managerial
experiences
Managerial
experience
passed from
participant to
students for
continuity in
knowledge
management
Studying of
successful and
failure cases
helps practicing
managers
Theoretical
research is
combined with
practical
experiences

4. The use of empirical approach is when
learning through experience of others
The limitations are
•No contribution for the development of
management as a discipline
•It has situations of the past not the same as present

5. It views the organization
as people and considers:
Interpersonal
behavior approach
– Individual
psychology
Group behavior
approach –
organization
behavior

6. The
features
include
It draws heavily from psychology and sociology
Understand human relations
Emphasis on greater productivity through
motivation and good human relations
Motivation, leadership, participative management
and group dynamics are core of this approach.

7. The contributors are:
Maslow Herzberg Vroom McClelland Argyris Likert Lewin McGregor
The use of human behavior approach is that it
demonstrates how management can be effective
by applying knowledge of organization behavior

8. The limitations of this
approach are
it treats management
as equivalent to
human behavior
It talks about
organization and
organization behavior
in vague terms

9. It focuses on understanding the
behavior of groups and individuals
Its features are:
Social system is a system of cultural relationship
A relationship exists between external and internal
environment of the organization
A formal organization is the cultural relationships of
social groups within the organization
Cooperation is necessary
Efforts are to be directed towards harmony between
goals of organization and goals of groups

10. The contributors are
Pareto
Chester Barnard
Its use is that organizational decisions should not
be based on desires of one group alone but
should reflect the interests of all parties

11. Its limitations are
•It is broader than management and
its practice
•It overlooks many management
concepts principles and techniques
that are important to practicing
managers

12. A manager is a decision maker The organization is a decision
making unit

13. Its features are
•Management is decision making
•Members of an organization are decision makers and
problem solvers
•Decision making is the control point in management
•Increasing efficiency is through the quality of the
decision
•Management information systems, process and
techniques of decision making are the subject matter
of study

14. The contributors are
•Simon
•Cyert
•Forrester
It is used as a tool
for making suitable
decisions in
organizations

15. The
limitations
are
Does not take the total
view of management
Decision making is one
aspect of management

16. Management is a logical entity Management actions are through
mathematical symbols, relationships and
measurable data

17. Its features are
•Problem solving mechanism with the help of
mathematical tools and techniques
•Problems are expressed in mathematical symbols
•Variables in management are quantified
•The scope of management is decision making,
system analysis and some aspect of human
behavior
•Management tools are operations research,
simulation e.t.c.

18. The contributors
are:
•Newman
•Russell Ackoff
•Charles Hitch e.t.c.
It is used to
provide
exactness in
management
discipline
Its limitations
are:
•It is not a separate
school
•It is a technique in
decision making

19. Its
features
are:
Social and technical systems interact.
This interaction is important for
organizational effectiveness
An organization is governed by social
laws as well as psychological forces
Technical aspects of an organization are
modified by the social aspects

20. •Trist
•Bamforth
•Emery
The
contributors
are
•Organizational effectiveness depends on looking
at people and their interactions and also at the
technical environment in which they operate
•Change in technology
•Change in social interactions at work place
Its uses are

21. It’s limitations are:
•Lack of total managerial view
•Concentrate on factory or other
production system
•No new contribution
•People are aware about the role of
technology of the social system of the
work place.

22. These comprises:
•An enterprise
•Man-made system
•Internal parts
•Achieve established goals
•External parts
•Achieve interplay with its
environment
•A manager integrates his
available facilities with goal
achievement

23. It’s uses
are: Quick perception
Better planning
It’s
limitations
are:
It is complicated
It is expensive

24. In developing management concepts the environment within
which the concepts are to be applied has to be considered
Internal environment
•Structure
•Processes
•Technology
External environment
•Social
•Economic
•Political e.t.c.

25. It’s features are:
•Appropriateness of a
managerial technique
depends on situation
•If – Then approach

26. Management
is a process

27. It’s features are
•Functions of managers remain same
•Functions of management
•Core of good management
•Framework of management
•Principles of management
It is flexible and practical in use but not
universal

28. •Fayol
•Lyndall Urwick
•Harold Koontz
•Newman
•Mc Farland
•Taylor
The contributors are