The field of management begun as early as man embraced the earth. However, development of management as field of study begun to take its stance in the 1920s as Industrial evolution spark exploded. Since then different schoolars of Management have developed different theories pertaining to the subject.This paper discusses the extent to which different theories of management have developed from one theory to another. The idea is to see how one theory has lead to the development of the other. Of the interest in this paper is classical management theories and Human Relations school of management thought.
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Nowadays, there is no need to say that organizational effectiveness is important. In todays competitive world, consultants and academics propose new bases to enhance the effectiveness and performance of organizations. In this paper, we have used two new approaches which have found significant emphasis from the part of researchers: organizational capabilities and managerial competencies. This paper aims to evaluate the effects of managerial competencies and organizational capabilities on the organizational effectiveness. This study develops an integrated model to be tested. The survey data have been collected from 58 managers in all levels of four companies. The results show that the proposed model significantly explains the variance of organizational effectiveness. Findings reveal that both organizational capabilities and managerial competencies contribute significantly to enhancing organizational effectiveness, although the effect of organizational capabilities on organizational effectiveness is more than that of managerial competencies.
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Technological advancement is a challenging task which influences the nature of work and generates obsolescence. It would reduce the number of jobs that require little skill and increase the number of jobs that require considerable skill, a movement from touch labour to knowledge work. As typical organization changes to keep up with new technologies, a consequent modification in cultural expectation may occur which can be a jarring transition for older employees who are used to having their performances being measured by the number of real progress must offer flexibility and openness in adapting to technological advancement. This is because adapting to technological change is an essential phenomenon in the life of every organization be it private or public. Due to this, this research work aimed to analyse technological advancement and multi-generational challenges in the workplace using First Bank of Nigeria, Lagos, as a case study. The study adopted survey research design and the target population of employees of First Bank Nigeria. A total of three hundred and seventy (370) questionnaires were distributed, out of which of two hundred and eighty-four (284) were completed and retrieved, making a response rate of 77.0%. Data were collected using questionnaires and analysed using SPSS. The study revealed that there is a positive significant relationship between technological advancement, generational cohort, managerial support, employees’ attitude, motivation and competitive advantage towards organisational effectiveness in First Bank of Nigeria. The study made few recommendations which include but not limited to having a good communication system and collaboration among employees, management flexibility approach to change, training, motivation etc. It also suggested that further studies should be carried out in areas such as technological advancement and multi-generational challenges and its impact on organisational effectiveness in other sectors.
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This study analyzed the historical development of management. The historical development of management has been divided into classical and neoclassical eras. The classical era comprises of Taylor, Weber and Fayol. While the neoclassical era comprises of the Hawthorne experiments, human relation movements and behavioral movements. The contributions of the scholars from the classical era to the present dispensation are what managers use in the management of today's organizations. This study aimed at examining the approaches made by the classical and neoclassical schools on the management of organizations today. The study therefore, reviews and explores the important literatures on the theories propounded by classical and neoclassical approaches of management. It also evaluates the influence of these theories on management thought. The study revealed that Classical approach made a significant contribution to the development of management theories and the neoclassical theory has made significant contribution to an understanding of human behavior at work and in organization. The study therefore recommends that modern organization managers must have understanding of all the contributions made by the classical and neoclassical schools of management thought. The managers should also need to put all the useful contributions into practice in the management of modern organizations.
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The main hypothesis of this paper is that though newer and contemporary administrative theories keep coming up they cannot claim superiority over previous ones nor negate their relevance in explaining management phenomena. Therefore, academics, theorists and management practitioners ought to appreciate how vestiges of the past can coexist with contemporary approaches to administration to help them manage from a point of knowledge (Lunenburg & Irby, 2013). The study was descriptive and qualitative in nature and relied primarily on reviewing secondary information sources such as journal articles, books, conference paper, and internet data and analyzing to draw comparisons. The paper examined the characteristics of some classical, neo-classical and contemporary management theories with and highlighted their enduring contributions to contemporary management practice.
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Decision making in education. In Babalola, J. B. (editor.in Print). Basic Text in Educational Planning and Policy. Ibadan, Awemark
The first aspect of this chapter focused on the rudimentary concepts of decision and decision making, the relation between the type of problem to be addressed and the type of decision to address it; the association between the level of management to be involved and the type of problem to be solved as well as how decision making is influenced by the nature of the changing environment within which decisions are made; whether under certainty, risk or uncertainty. The second part of the paper dealt with decision-making approaches, styles and models such as rational, bounded rationality, heuristics, general decision-making style (GDMS) as well as decision making models such as GOFER, DECIDE and OCER. The third aspect discussed decision-making errors and biases and how these could be resolved using group decision making with emphasis on the type, techniques, advantages and disadvantages. The last section highlighted styles commonly adopted by decision makers with emphasis on Vroom and Yetton’s model, Tannenbaum and Schmidt’s style, as well as linear and nonlinear thinking. The paper closed with a short discussion on reasons and resolutions of decision failure.
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African Journal of Business Management
The Management Science theory is one of the theories of management that attributes management effectiveness to the application of scientific methods. It goes a step beyond the famous scientific management theory by applying operations research tools and techniques to solving practical problems. Its origin can be traced to the Second World War in Britain. Its method of expressing business factors in form of variables allows for the accurate prediction of business phenomena and overall optimization of profits. The management science approach uses computer applications and operations research tools to solve business problems around quantitative management, operations research, total quality management and management information systems. Its major limitation is its inability to accurately predict business phenomena that contain behavioral elements. The theory ignores the importance of people, relationships and other non-quantifiable factors. Overall, the management science theory provides a new and proactive way of solving business problems by identifying relationships among different business variables that were previously considered unrelated and so, have provided modern businesses with a better way of doing things.
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Public institutions, like the South African Social Security Agency (SASSA), increasingly function in multi-project environments to successfully translate strategies into service delivery initiatives. However, this " projectification " often leads to projects be designed and executed in a haphazard fashion, causing budget and schedule overruns, and the general wastage of organisational resources. Project failures often occur where organisations do not ensure that all projects are aligned with their core strategies. The purpose of this article is to combine the theories and principles of organisation, management, strategic management, and project management in an endeavour to pinpoint core determinants applicable in gauging the extent to which an organisation manage its strategy-project alignment. In this endeavour, the author utilises the principles of interdisciplinarity, systems thinking, and organisational integration. The combined core determinants uncovered are then utilised to undertake an empirical investigation in SASSA. The purpose of this investigation is to pinpoint particular challenges that the organisation face to successfully align their strategies and projects. Recommendations follow to address these challenges.
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