- The document discusses several theories of management including classical, human relations, modern approaches, and systems theories. - The classical school emphasizes production efficiency while the human relations school emphasizes employee needs and motivation. - Modern approaches clarify the importance of managerial effectiveness and leadership over efficiency. - Both classical and human relations consider effectiveness as an expected outcome rather than the primary goal. - Systems theory views the organization as interconnected parts that work as a system, and emphasizes feedback between the internal and external environments.

1. By Bankole Shukurat Abiodun
Lagos State University
Faculty of Communication and Media Studies

2. CONTENTS
01
02
03

3. PART 01

4. Management

6. Theory

7. Management
Theories

8. PART
02

9. Different approaches to management
are best thought of as schools.
Management, whether in the media or other
organizations, is practiced under several theories.

10. This school of management
flourished from late 1800s through
1920s by philosopher Mary Parker
Follet.
It is centred on practical measures:
improving means of production ad
productivity of workers
Classical School
of
Management
Scientific
Management
Administrative
Management
Bureaucratic
Management

11. It is on the determination of the most
effective way to coordinate tasks
through:
• Careful selection of employees for
different positions
• Proper training
• Development of the workforce,
and Introduction of economic
incentives to motivate employees.
Scientific management also
proposed that workers would be
more productive if they received
higher wages in return for their
labour.
1956-1915

12. Henri Fayol established 14
principles of management to aid
managers in planning, organizing,
commanding, coordinating and
controlling.
• He opines that management
principles must be flexible enough
to accommodate changing
circumstances.
The 14 Principles of Management:
1. Division of Work
2. Balancing Authority and
Responsibility
3. Discipline
4. Unity of Command
5. Unity of Direction
6. Subordination of Individual Interests
to the General Interest
7. Remuneration
8. Centralization
9. Scalar Chain
10.Order
11.Equity
12.Stability of Tenure of Personnel
13.Initiative
14.Esprit de Corps
1841-1925

13. Bureaucratic management focused
on organisational structure.
It believes that hierarchy or structure
would enable organization to produce
at its highest level.
Max Weber called for :
• A clear division of labour and
management
• A strong central authority,
• A system of seniority, strict
discipline and control
• A clear policies and procedures
and careful selection of workers
based primarily on technical
qualifications.
1881-1961

14. This school of management
emerged in the 1920s.
Behavioral theorists believe people
are important in an organization and
that good human relations and
liberal leadership can increase
output (Aina 2002)
Human
Relations
School of
Management
The
Hawthorne
Studies
Maslow
Hierarchy of
Needs
Herzeberg’s
Hygiene
and
Motivation
Factors
Theory X
and Y
Theory Z

15. The Western Electric Howthorne Plant studies
carried out in 1924 reveal that:
• Human aspect of their work affected productivity of
employees more than the physical conditions.
• In other words, the increased attention and
interaction with supervisors led to the greater
productivity.
• Hawthorne studies recognized that employees have
social as well as physical and monetary needs.
Hawthorne Effect refers to the impact
of management attention on employee
productivity.
This implies recognizing employees
have social as well as physical and
monetary needs.

16. Managers need to Identify and understand
which needs are more important for individual
employees.
Abraham Maslow observed that man has
innate curiosity to satisfy his needs, and that as
humans meet their basic needs, they seek to
successfully satisfy higher ones.
He then developed a model in 1954 comprising
the low-level and higher-level needs

18. The Hygiene or Maintenance Factors
=
Psychological, Safety/Security and Social
Needs
The Motivation Factors
=
Self-esteem and Self-actualization Needs
Federick Herzeberg’s studies to
determine satisfaction of workers
identified two sets of motivating factors:
• Hygiene, or Maintenance factors:
Work environment, company policies
and procedures, supervision, the
work itself, wages, and benefits.
• Motivators: Recognition,
achievement, responsibility, and
individual growth.

19. Theory X
• The hard approach relies on coercion, implicit
threats, close supervision, and tight controls; it
is essentially an environment of command
and control.
• The soft approach, on the other hand, is to be
permissive and seek harmony with the hope
that in return employees will cooperate when
asked to do so.
• The hard approach results in hostility,
purposely low-output, and hard-line union
demands.
Theory X
Theory X assumes that the average employee:
• Work only for money and security
• Dislikes work and attempts to avoid it.
• Has no ambition, wants no responsibility, and
would rather follow than lead.
• Is self-centred and therefore does not care
about organizational goals.
• Resists change.
• Is gullible and not particularly intelligent.
Mc Gregor developed these theories in 1960

20. Theory Y
Theory Y assumes that:
• Work can be as natural as play and rest.
• People will be self-directed to meet their work
objectives if they are committed to them.
• People will be committed to their objectives if
rewards are in place that address higher
needs such as self-fulfilment.
• Under these conditions, people will seek
responsibility.
Theory X
• The soft approach results in ever-
increasing requests for more rewards in
exchange for ever-decreasing work output.
• Theory X, people use work to satisfy their
lower needs, and seek to satisfy their
higher needs in their leisure time.

21. If Theory Y holds, a media organisation can do
many things to harness the motivational energy
of its employees, it can:
• Decentralize and delegate
• Enlarge jobs
• Encourage participatory management
• Use performance appraisals
Theory Y
• Most people can handle responsibility
because creativity and ingenuity are
common in the population.

22. • From theory Y, Theory Z cites employee
participation and individual development as
important components of organizational
growth.
Interpersonal relations between workers
and managers are stressed in Theory Z.
• Theory Z borrows some principles from
theory x and y
• From Theory X, management makes
the key decisions in an organization
and a strong sense of authority must be
maintained.
William Ouchi (1981) used characteristics of Theory X and Y to develop Theory Z

23. This school of management
emerged in the 1960s by expansion
of elements of classical and human
relations schools
Modern
Approaches
to
Management
Management
Effectiveness
Systems
Approaches
to
Management
Total Quality
Management
Strategic
Management
Leadership

24. • The classical and human relations schools share productivity as
a common goal, though they disagree on the means. The
classical believes in managerial efficiency and control, while the
human relations/behavioral endorses employee needs and
wants. However, neither approach really takes into account the
importance of effectiveness, the actual attainment of
organizational goals. Both schools consider effectiveness as a
natural and expected outcome. Thus, modern management
scholars have questioned this assumption. Peter Drucker
(1973), considered the father of modern management

25. MBO Approach
• MBO approach can be applied to any organization,
regardless of size.
• Interaction between managers and individual
employees
• Middle and senior-level managers must identify the
goals for each individual area of responsibility
• Share these goals and expectations with each unit
and employee.
 Effectiveness is the very
foundation of success for an
organization, much more critical
than organizational efficiency.
 Drucker (1986) developed
management by objectives
(MBO), which involves a
particular type of interaction
between managers and
individual employees.
Peter Drucker (1973), considered the father of modern management theory, claimed that
effectiveness is the very foundation of success for an organization, much more critical than
organizational efficiency.

26. Basic assumptions (Aina 2002) include:
• There are continuous interactions between
organizations and their environment
• The element of feedback is necessary for
effective functioning of an organization as a
system.
• This includes the environment in which
the organization operates
• Organizations study the external
environment
• Evaluate feedback from the
environment

27. • Emphasizes quality in organization - products and serving both external and internal
customers
• TQM helps an organization maintain a competitive edge.
• TQM has many areas of potential application in the media, from the actual production of
media content and advertising to the use of mission statements and public relations activities.
.

28. Strategic management involves:
• Developing tools and techniques to analyse firms, industries, and competition
• Developing strategies to gain a competitive advantage
• Strategic planning involves SWOT analysis

29. Differences between a leader and a
manager
• Leader innovates, while a manager
administers.
• Leaders offer a long-range perspective,
while managers exhibit a short-range
view.
• Leaders originate, while managers
imitate.
Leadership occurs whenever one person
attempts to influence the behaviour of an
individual or a group, regardless of the
reason.
Leadership consists of three basic qualities:
vision, passion, and integrity.
A good leader also exhibits curiosity and
daring

30. In order for media managers to be successful, the ability to cope with
and use change as a competitive advantage is critical.
When to focus on the external environment and
When to focus on the internal environment.

31. Buckingham and Coffman (1999) identified four key characteristics
of great managers: those who were particularly adept:
● at selecting the right talent,
● defining clear expectations,
● focussing on each individual’s strength, and
● helping them find the right fit in the organization.

32. SUMMARY
 Classical school emphasizes production
 The human relations school emphasizes the needs
of employees and proper motivation.
 The modern approaches clarify managerial
effectiveness and leadership
 The classical and human relations schools share
productivity as a common goal, though they
disagree on the means.
 Both classical and human relations schools of
thought consider effectiveness as a natural and
expected outcome.

33. PART
03

34. In order to effectively and efficiently manage media organization, applying the Systems
Management Theory will go a long way towards avoiding unnecessary duplication of duties.
This is perhaps the reason for departmentalization of media organizations even though each
department depends on the other to function. For instance, a live studio of a typical television
station needs the assistance of the control room to function. The news and current affairs unit
depends on the engineering department, production department, administrative unit,
programming unit, marketing/commercial or adverts unit, finance unit, security department,
clerical officers, cleaners, etc. All these units function as a system to achieve the organization’s
objectives.

35. In contemporary radio and TV management, the Systems Theory is one of the most adoptable
management theories. This theory emphasizes the interconnectedness of various components
within an organization and how they work together to achieve the overall goals. In the context
of radio and TV, this theory can be applied to understand the complex interactions between
different departments, such as programming, production, marketing, and technology. It helps
managers view the organization as a whole and make decisions that optimize the functioning
of all parts for effective broadcasting and content delivery.

36. This theory also recognizes the functions and relationships of internal and external
environments of media organizations. The element of feedback is necessary for effective
functioning of an organisation as a system.
It encourages feedback from external environment of media organizations (viewers, listeners
and readers). According to Aina (2002) element of feedback is necessary for effective
functioning of an organisation as a system. Through feedback mechanisms, managements get
vital information for self assessment and correction.