David Dawson Minja submitted a management theory assignment for BE 251. The assignment requires a review of five schools of management thought with two real-life examples for each. The document outlines the structure Minja will use, including sections on the Classical, Behavioral, Quantitative, Systems, and Contingency schools of management. Each section will define the school and provide examples to illustrate the concepts.

1. 0
SCHOOL OF ARCHITECTURE CONSTRUCTION ECONOMICS AND MANAGEMENT
BUILDING ECONOMICS 2
BE 251: MANAGEMENT THEORY ASSIGNMENT 1.
NAME: MINJA, DAVID DAWSON
REG No: 8636/T.2015

2. 1
BE 251 - MANAGEMENT THEORY
AssignmentNo.I
Task: Withtwo real life exampleseach(incountry),write areview of the followingschoolsof
managementthought
1. Classical School of Managementthought
2. Behavioral School of Managementthought
3. Quantitative School of Managementthought
4. SystemSchool of managementthought
5. Contingentschool of managementthought
Thisis an individual assignment(10% - 1% (forclassquiz) = 9% Marks)
Requirements
1. Write a planoutline of the assignmenttoconstitute the firstpage afterthe coverof the assignment
(2% Marks )
2. It has to be fullyreferenced(Harvardreferencingsystem)
3. Followdepartmentalguidelineforreportwriting,nomore thattenpages.
4. Submissiondeadline:One Week1stDecember,2016, 0800am, submitthisquestionpaperstapled
withthe assignedandsigned.
5. Creditwill be eventooriginalityof ideascreativity,copyingworkfromcolleagueswill amounttozero
for bothparties
6. Any Late Submissionwill attracta penaltyof 2% deductioninMarks
Studentname Reg.Number Signature Date
…………………… ……………….. ……………… ……………

3. 2
STRUCTURE
1.0 CLASSICAL SCHOOL OF MANAGEMENT THOUGHT
1.1 What is classicalschool management?
1.2 Frederick Taylor
1.3 Frank and Lillian Gilbreth
2.0 BEHAVIORAL SCHOOL OF MANAGEMENT THOUGHT
2.1 What is behavior school of management thought?
2.2 Elton Mayo's
2.3 Abraham Maslow
3.0 QUANTITATIVE SCHOOL OF MANAGEMENT THOUGHT
3.1 What is quantitative management thought?
4.0 SYSTEM SCHOOL OF MANAGEMENT THOUGHT
4.1 What is systemschool of management thought?
4.2 Examples
4.3 System types
4.3.1 open system
4.3.2 closed system
4.3.3 subsystem
5.0 CONTINGENT SCHOOL OF MANAGEMENT THOUGHT
5.1 What is the Contingency School of Management?
5.2 Example

4. 3
1.0 CLASSICAL SCHOOL OF MANAGEMENTTHOUGHT
1.1 What is classical school management?
One of the firstschoolsof managementthought,the classical managementtheory, developedduring
the Industrial Revolutionwhennewproblemsrelatedtothe factorysystembegantoappear.Managers
were unsure of howto trainemployees(manyof themnon‐Englishspeakingimmigrants) ordeal with
increasedlabordissatisfaction,sotheybegantotestsolutions.Asaresult,the classical management
theorydevelopedfromeffortstofindthe “one bestway”to performandmanage tasks.This school of
thoughtismade up of twobranches:classical scientificandclassical administrative,describedin the
followingsections.
The classical scientificbranch arose because of the needtoincrease productivityandefficiency.The
emphasiswasontryingto findthe bestwayto get the mostwork done byexamininghow the work
processwasactually accomplishedandbyscrutinizingthe skillsof the workforce.
The classical scientificschool owesitsrootstoseveral majorcontributors,includingFrederickTaylor,
HenryGantt, and Frankand LillianGilbreth.
1.2 FrederickTaylor isoftencalledthe “fatherof scientificmanagement.”Taylorbelievedthat
organizationsshouldstudytasksanddevelopprecise procedures.Asanexample,in1898, Taylor
calculatedhowmuchironfrom rail cars BethlehemSteel plantworkerscouldbe unloadingif theywere
usingthe correct movements,tools,andsteps.The resultwasanamazing47.5 tons perday insteadof
the mere 12.5 tons eachworkerhad beenaveraging.Inaddition,byredesigningthe shovelsthe workers
used,Taylorwasable to increase the lengthof worktime andtherefore decreasethe numberof people
shovelingfrom500 to 140. Lastly,he developedanincentivesystemthatpaidworkersmore moneyfor
meetingthe newstandard.ProductivityatBethlehemSteel shotupovernight.Asaresult,many
theoristsfollowedTaylor'sphilosophywhendevelopingtheirownprinciplesof management.
1.3 Frank and LillianGilbreth, ahusband‐and‐wife team, studiedjobmotions.InFrank'searlycareeras
an apprentice bricklayer,he wasinterestedinstandardizationandmethodstudy.He watched
bricklayersandsawthat some workerswere slow andinefficient,while otherswere veryproductive.He
discoveredthateachbricklayerusedadifferentsetof motionstolaybricks.Fromhisobservations,
Frank isolatedthe basicmovementsnecessarytodothe joband eliminatedunnecessarymotions.
Workersusingthese movementsraisedtheiroutputfrom1,000 to 2,700 bricksper day.This wasthe
firstmotion studydesignedtoisolate the bestpossible methodof performingagivenjob.Later,Frank
and hiswife Lillianstudiedjobmotionsusingamotion‐picturecameraanda split‐secondclock.When
herhusbanddiedat the age of 56, Lilliancontinuedtheirwork. (cliffnotes,2016)
2.0 BEHAVIORAL SCHOOL OF MANAGEMENTTHOUGHT
2.1 What is behaviormanagementthought?
Behavioral managementtheorywasdevelopedinresponsetothe needtoaccount foremployee
behaviorandmotivation.The shiftmovedmanagementfromaproductionorientation(classical

5. 4
leadershiptheory) toaleadershipstylefocusedonthe workers'humanneedforwork-related
satisfactionandgoodworkingconditions.
Behavioral managementtheory reliesonthe notionthatmanagerswill betterunderstandthe human
aspectto workersandtreat employeesasimportantassetstoachieve goals.Managementtakinga
special interestinworkersmakesthemfeel likepartof a special group.
As time wenton,thinkingshifted,andmanagementstartedlookingatemployeesatisfactionand
workingconditionsasaway to increase productivity.Theoristslike EltonMayoandothersstudied
employeeproductivityunderdifferentconditionstodetermine aconnection.
Mayo's Hawthorne experimentprovidesagoodexample of this.Inthe Hawthorne experiment,agroup
of telephone line workerswere separatedandobservedworkinginaprivate room.Duringtheir
workday,the groupmemberswere givenspecial privileges,like freedomtoleave theirworkstations,
changesinpay rates,and evencompany-sponsoredlunch.Whattheydiscoveredwasthe control group
producedmore thanthe otheremployees.The rationale forthisincreasedproductionwasthatthe
groupfeltthat managementwasinterestedintheirwell-being.
Thisbeganthe humanrelationsmovement formanagement.If all managementhadtodowas spend
time,expressinterestinworkers'personal well-being,andrewardthemforajob well done,workers
wouldfeel motivationtoworkharder.Infact,behaviortowardsworkwouldbe positive. (STUDY.COM,
2015)
2.2 Elton Mayo's contributionscame aspart of the Hawthornestudies, a seriesof experimentsthat
rigorouslyappliedclassical managementtheoryonlytoreveal itsshortcomings.The Hawthorne
experimentsconsistedof twostudiesconductedatthe Hawthorne Worksof the WesternElectric
CompanyinChicagofrom 1924 to 1932. The firststudywasconductedby a groupof engineersseeking
to determine the relationshipof lightinglevelstoworkerproductivity.Surprisinglyenough,they
discoveredthatworkerproductivityincreasedasthe lightinglevelsdecreased — thatis,until the
employeeswere unable tosee whattheywere doing,afterwhichperformancenaturallydeclined.
A fewyearslater,a secondgroupof experimentsbegan.HarvardresearchersMayoandF. J.
Roethlisbergersupervisedagroupof five womeninabankwiringroom.Theygave the womenspecial
privileges,suchasthe rightto leave theirworkstationswithoutpermission,take restperiods,enjoyfree
lunches,andhave variationsinpaylevelsandworkdays.Thisexperimentalsoresultedinsignificantly
increasedratesof productivity.
In thiscase,Mayo and Roethlisbergerconcludedthatthe increase inproductivityresultedfromthe
supervisoryarrangementratherthanthe changesinlightingorotherassociated workerbenefits.
Because the experimentersbecame the primarysupervisorsof the employees,the intenseinterestthey
displayedforthe workerswasthe basisforthe increasedmotivationandresultingproductivity.
Essentially,the experimentersbecamea part of the studyandinfluenceditsoutcome.Thisisthe origin
of the termHawthorneeffect, whichdescribesthe special attentionresearchersgive toa study's
subjectsandthe impactthat attentionhason the study'sfindings. (cliffnotes,2016)
2.3 Abraham Maslowcarried outhisinvestigationsintohumanbehaviorbetween1939 and 1943.
Maslowsuggestedthatthere are five setsof goalswhichmaybe calledbasicneeds.

6. 5
These are:
 physiological,safety, love, esteem,andself-actualizationorself-fulfillment.
He arrangedthese intoa seriesof differentlevelsorthe orderof importance of these basicneeds.
Man's basicneedsare physiological,forexample,hunger,thirst,sleep,etc.Whentheseare satisfied
theyare replacedbysafetyneedsreflectinghisdesire forprotectionagainstdangerordeprivation.
These inturn,whensatisfied,are replacedbythe needforlove orbelongingto,whichare functionsof
man's gregariousnessandhisdesire tobelongtoa group,to give andreceive friendshipandtoassociate
happilywithpeople.
Whenthese needshave beensatisfied,there isthe esteemneeds,i.e.the desire forself-esteemand
self-respect,whichare affectedbyaperson'sstandingreputation,andhisneedforrecognitionand
appreciation.
Finally,individualshave aneedforself-actualizationora desire forself-fulfillment,whichisanurge by
individualsforself-development,creativityandjobsatisfaction.
The human hierarchyof needsproposedbyMaslow are illustratedonthe followingpages.
In the past,managementrewardsystemshave attemptedtosatisfyanindividual'slowerlevel needsfor
safetyandphysiological security,forprotectionagainstdeprivationandthe threattoa workeror his
family.
However, managementrewardsystemsare now,orshouldbe,endeavoringtosatisfythe individual's
higherlevel needsforesteemandself-fulfillment.asoutlined
In discussingthe preponderanceof one categoryof needoveranother,we have beencareful tospeakin
such termsas "if one level of needshasbeensomewhatgratified,thenotherneedsemergeas
dominant."
Thiswas done because we didnotwantto give the impressionthatone level of needshastobe
completelysatisfiedbefore the nextlevel emergesasthe mostimportant.
In reality,mostpeopleinwesternsocietytendtobe partiallysatisfiedateachlevel andpartially
unsatisfied,withgreatersatisfactiontendingtooccur at the physiological andsafetylevelsthanatthe
social,esteem, andself-actualizationlevels.
For example,peopleinanemergingsociety,wheremuchof the behaviorengagedintendstobe
directedtowardsatisfyingphysiological andsafetyneeds,still operate tosome extentatotherlevels.
Therefore,Maslow'shierarchyof needs isnotintendedtobe anall-or-noneframework,butratherone
that may be useful inpredictingbehaviorona highor a low probabilitybasis. (accel,2015)
3.0 QUANTITATIVESCHOOL OF MANAGEMENTTHOUGHT
3.1 What is quantitative managementthought?

7. 6
Bodyof managementthoughtthatseekstocombine classical management theoriesandbehavioral
science throughthe use of elaborate mathematical models.See alsobehavioral school of management,
classical school of management,contingencyschool of management,andsystemsschool of
management. (businessdictinary,2016)
DuringWorld War II, mathematicians,physicists,andotherscientistsjoinedtogethertosolve military
problems.The quantitative school of managementisaresultof the researchconductedduringWorld
War II.The quantitative approach to managementinvolvesthe use of quantitativetechniques,suchas
statistics,informationmodels,andcomputersimulations,toimprove decisionmaking.Thisschool
consistsof several branches,describedinthe followingsections.
The managementscience school emergedtotreatthe problemsassociatedwithglobal warfare.Today,
thisviewencouragesmanagerstouse mathematics,statistics,andotherquantitativetechniquesto
make managementdecisions.
 Managers can use computermodelstofigure outthe bestwayto do something — savingboth
moneyandtime.Managersuse several science applications.
 Mathematical forecastinghelpsmake projectionsthatare useful inthe planningprocess.
 Inventorymodelinghelpscontrol inventoriesbymathematicallyestablishinghow andwhento
ordera product.
 Queuingtheoryhelpsallocate service personnel orworkstationstominimizecustomerwaiting
and service cost. (cliffnotes,2016)
4.0 SYSTEM SCHOOL OF MANAGEMENT THOUGHT
4.1 What Is a System?
People seemtohave systemsforjustabouteverything:how togetreadyforwork inthe morning,how
to cut the lawn,and even howtodo the dishes.The factsare we are a societyof systems.Evenpeople
that do nothave a system,well,thatistheirsystemfordoingthings.One wayoranother,systemsare
all aroundus, and theyare part of our world.
Takingthisa stepfurther, the systemsmanagementtheorybelievesthata systemisa collectionof
parts broughttogethertoaccomplishsome endgoal or objective.Lookingatitfromthat perspective,if
one part of the systemfailsoristakenout,the systemitself cannotwork.Thinkaboutif youhave a
systemtoget readyfor workinthe morningandpart of that systemistakinga shower.If there isno hot
water(or worse yet,nowaterat all),the systembreaksdown,anditischanged.There isstill asystem,
justnot the one you are usedto, and youhave to change the systeminorderto get outthe doorand go
to work.
That conceptis reallythe foundationof the systemsmanagementtheory.Forthistheory,everythingis
part of a system.All piecesgotogether,andwhile itcanindeedfunctionif one partistakenout,the
functionalityisimpairedandthe systemitselfhaschanged. (study.com,2015)
4.2 Examples.

8. 7
-If we take that thoughtprocessbehindthistheory,itissafe tosay we can begin to see how thistheory
helpswithaglobal representation.WhatImeanisif we have systems,andtheywork,we canreproduce
themall aroundthe world(okay,withsome modifications).Take McDonald's,forexample.Whilethe
foodinothercountriesmightbe different(there are nohamburgersatMcDonald'sin Tanzania.),the
systemtoget the foodisthe same:walkup,lookat the menuon the board,order combomeal number
4, and you're on your way. (study.com,2015)
4.3 System types
 4.3.1 Open System:A systemthatcontinuallyinteractswiththe environmentaroundit.For
example,amanufacturermightuse several differentsuppliersof flourtomake the productthey
produce,or an organizationmighthave tomove orchange as the demandsof consumers
change.
 4.3.2 ClosedSystem: Isthe opposite of anopensystem.Itisa system(orcompany) independent
of the environmentaroundit.Usuallywhenwe lookatclosedsystems,we are lookingatvery
hightechtypesof productsthat have limitedsourcesof inputandproduce aconsistentproduct
or output(like space satellites).Infact,satellitesare producedinaprotectedenvironment,like
a lab,to ensure there isnocontamination.
 4.3.3 Subsystem:This ismuch easiertounderstand.Thisisa systemthatispart of a larger
system- much like howthe trainsystemaroundan airportcan get youfromterminal to
terminal (the largerpartof the system). (study.com, 2015)
5.0 CONTINGENTSCHOOL OF MANAGEMENTTHOUGHT
5.1 What is the ContingencySchool of Management?
Companiesorindividualsthatsubscribetothe contingencyschool of managementdo so because they
believethere isnoone process,systemorapproachto runninga business.The thoughthere isplanning,
organizing,leadingandcontrollingmustbe tailored tothe specificissuesorcircumstancesacompany
mightface or is facing.Some questionstoaskinthe verybeginningbythe managementteammight
include (study.com,2015):
 What isthe correct thingforus to do inthissituation?
 Shouldall departmentshave the same structure orshouldeachbe unique?
 Shouldall decisionsbe made atone locationorall locations?
 What shouldincentiveslooklike forourteam?
5.2 Example,the approach usedto manage a groupof teenagersworkinginafast‐foodrestaurant
wouldbe verydifferentfromthe approachusedtomanage a medical researchteamtryingtofinda cure
for a disease.
Contingencythinkingavoidsthe classical “one bestway”argumentsandrecognizesthe needto
understandsituational differencesandrespondappropriatelytothem.Itdoesnotapplycertain

9. 8
managementprinciplestoanysituation.Contingencytheoryisarecognitionof the extreme importance
of individual managerperformance inanygivensituation. The contingencyapproachishighly
dependentonthe experience andjudgmentof the managerina givenorganizationalenvironment.
Bibliography
accel,2015. Maslow'sHierarchy of Needs. [Online]
Available at:http://www.accel-team.com/maslow_/maslow_nds_03.html
[Accessed28 11 2016].
businessdictinary,2016. webfinanceinc.. [Online]
Available at:http://www.businessdictionary.com/definition/quantitative-school-of-management.html
[Accessed28 11 2016].
businessdictionary,2016. quantitative. [Online]
[Accessed2016].
cliffnotes,2016. BehavioralManagementTheory. [Online]
Available at:https://www.cliffsnotes.com/study-guides/principles-of-management/the-evolution-of-
management-thought/behavioral-management-theory
[Accessed28 11 2016].
cliffnotes,2016. Classical Schoolsof Management. [Online]
Available at:https://www.cliffsnotes.com/study-guides/principles-of-management/the-evolution-of-
management-thought/classical-schools-of-management
[Accessed28 11 2016].
cliffnotes,2016. quantitativeschoolof management. [Online]
Available at:https://www.cliffsnotes.com/study-guides/principles-of-management/the-evolution-of-
management-thought/quantitative-school-of-management
[Accessed28 11 2016].
STUDY.COM, 2015. BehavioralManagementTheory: Understanding EmployeeBehavior&Motivation.
[Online]
Available at:http://study.com/academy/lesson/behavioral-management-theory-understanding-
employee-behavior-motivation.html
[Accessed28 11 2016].
study.com,2015. contingency schoolof management. [Online]
Available at:http://study.com/academy/lesson/contingency-school-of-management.html
[Accessed28 11 2016].
study.com,2015. systemmanagementthought. [Online]
Available at:http://study.com/academy/lesson/systems-management-theory.html
[Accessed2016].

10. 9