Management Theories

Session 5: Management Theories

Total Session Time: 120 minutes

Learning Tasks

By the end of this session students are expected to be able to:

Resources Needed:

SESSION OVERVIEW

Activity/

Step Time Content

Method

1 05 minutes Presentation Introduction, Learning Tasks

10 minutes Presentation

2 Definition of Theory

Buzzing

15 minutes Presentation

3 Small Group Management Theories

Discussion

4 40 minutes Presentation Explanation of Management Theories

30 minutes Presentation

5 The Role of Theories to Managers

Brainstorming

6 10 minutes Presentation Key Points

7 05 minutes Presentation Evaluation

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SESSION CONTENTS

STEP 1: Presentation of Session Title and Learning Tasks (05 minutes)

READ or ASK students to read the learning tasks and clarify

ASK students if they have any questions before continuing.

STEP 2: Definition of Terms (10 minutes)

Activity: Buzzing (5 minutes)

Ask student to pair and buzz in 3 minutes on the following:

ALLOW few students to respond

WRITE their responses on the flip chart/board

CLARIFY and SUMMARISE by using the content below

organizations.

o Classical management

 Deals with the traditional five responsibilities of a manager: planning, organizing,

directing, coordinating, and controlling. This is coupled with the science of

management, which deals with studying the impact of people and systems on

productivity, or output

o Behavioral management

 Deals with organizational and individual responses to situations. Instead of

considering workers as machines and attempting to improve productivity through

improving processes, behavioral management looks at environmental,

interpersonal, and group interactions and their impacts on productivity. Systems

management involves taking a holistic approach to all aspects involved in the

process of producing a product or a service. This theory not only looks at

processes and human or environmental influences but also focuses on interactions

and how they affect the organization

o Systems theory of management

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 Systems theory provides a model in which a manager can understand the

interactions among various components of an organization

STEP 3: Management Theories (40 minutes)

Activity: Small Group Discussion ( 20 minutes)

DIVIDE students into small manageable groups

ASK students to discuss on the following question

ALLOW students to discuss for 15 minutes

ALLOW few groups to present and the rest to add points not mentioned

CLARIFY and SUMMARIZE by using the contents below

The following are few selected theories of management

Classical theory of management

functions. He saw a manager‘s job to include the processes of planning, organizing,

directing, coordinating, and controlling. These five functions are part of classical

management theory and are at present important components in the daily functions of a

manager.

o Planning

The planning process is designed to help the organization minimize uncertainty in the

future. Planning helps determine future success as well as anticipate potential pitfalls

o Organizing

Organizing is the second function of a manager. It encompasses assigning

responsibilities to employees and determining how and when things are to be

accomplished. One of the primary organizing functions is to determine the

organizational chart.

o Directing

One of the most important functions of a manager is directing — leading, delegating,

and motivating employees to accomplish their jobs. This function relies primarily on

the interpersonal skills of a manager because directing involves dealing with people

o Controlling

The controlling function of a manager is regulatory in nature, by which the manager

assures that the functions of the department are progressing in accordance with

predefined plans.

Behavioral theory of management

the application of the scientific theory.

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Hawthorne Works plant of the Western Electric Company (Reshef, Elton Mayo & the

Human Relations Movement). By varying environmental conditions such as lighting, rest

breaks, and lengths of workdays, Mayo attempted to determine which conditions were

conducive to the most efficient productivity.

Systems theory of management

among various components of an organization.

smaller parts, systems theory contends that the product of a system is due to the

interactions of its parts — if the parts are separated, the system no longer produces the

desired output.

understand the factors affecting the desired output.

STEP 5: Role of Theories to Managers (30 minutes)

challenges example when practicing OPRAS in assigning work and evaluating

performance we are applying the theory of peace work to raise institutional productivity

through each organizational staff.

Max Weber‘s principle of keeping all office correspondence for future reference.

abilities and qualities.

departments and knowing the roles of others outside organization boundaries.

STEP 6: Key Points (10 minutes)

ones of the old ones to reduce shortcomings of the old ones.

managers thinking to face existing challenges in their respective working environment.

STEP 7: Evaluation (05 minutes)

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References

Peterson A.M, Kelly N.W (2014); Leadership and management in pharmacy practice, 2nd

edition, CRC press

Cole, G. A (2000) Management Theory and Practice, 6th Edition: Continuum

Nursing – Theory and Application, 2nd Edition: Lippincott, Philadelphia.

Graham, H. T. and Bennett, R. (1998). Human resources management. London: Pitman.

Heller, R. and Hindle, T. (1998). Essential managers manual. London: Dorling Kindersley.

Mashimi J B. (2006). Uongozi na Utawala Bora na maendeleo ya Afrika. Business Image

Graphic & Promotions.

Saleemi N.A. and Bogonko J. B. (1997). Management (Principles and Practice) Simplified.

N. A. Saleemi Publishers.

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