The document outlines five schools of management thought: classical, human relations, systems, contingency, and organic. The classical school focuses on structure, hierarchy, and technical requirements. The human relations school emphasizes social factors and people's needs at work. The systems school integrates the classical and human relations approaches using a socio-technical lens. The contingency school recognizes there is no single best design and organization depends on situational variables. The organic school features decentralized authority, ambiguous tasks and roles, and flexibility to adapt to changes.

1. Schools of Management Classical The classical school includes scientific management and has an emphasis on purpose, formal organisational structure, hierarchy of management, specific technical requirements and the common principles of organisation.

2. Schools of Management Human Relations Attention to social factors in the work place i.e. the social needs of people at work. The specific focus being: groups, leadership, the informal organisation, and the general behaviour of people.

3. Schools of Management Systems The systems school represents the integration of the classical (formal) and human relations (informal) approaches. It takes a socio-technical approach. A particular feature is that the organisation is seen as an 'open system' interacting with the external environment.

4. Schools of Management Contingency There is no one best design of organisation. The form of structure and management system, along with the ultimate 'success' of the organisation is dependent upon a wide range of situational variables.

5. Schools of Management Organic Organic refers to an organisational structure in which authority is decentralised to middle and first line managers. A key feature is that tasks and roles are deliberately ambiguous to encourage employees to be co-operative, flexible and to respond quickly to the changing dynamics of the external business environment.