Management Theories in the Workplace
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Management theories ae put in place to provide organization and quality of service. Often management teams do not enforce one of the theories, typically it takes a combination of two theories to be successful. In this paper we will discuss the administrative management theory, as well as the scientific management theory. According to our textbook, administrative theory is the “study of how to create an organizational structure and control system that leads to high efficiency and effectiveness(Jones & George, 2016, p. 40).” Scientific management improves economic efficiency such as, labor productivity.
Max Weber, who was a professor developed the theory of bureaucracy which is part of the administrative management theory. This bureaucratic system of administration includes five principles. Principle 1 is, “In a bureaucracy, a manger’s formal authority derives from the position he or she hold in the organization (Jones & George, 2016, p. 41).” In Weber’s first principle, the manager is respected and obeyed because of the position he or she holds with a certain level of authority and responsibility. I am an owner of a salon and authority is a problem some of my employees in the past has had a problem with. The employees in my salon are booth renters, so they are considered to be self-employed also. Although my employees are self-employed, they still have trouble respecting my authority. I have learned to stop being so kind and lay the ground rules and stick to them.
In Weber’s second principle he states that, “people should occupy positions because of their performance, not because of their social standing or personal contacts(Jones & George, 2016, p. 41).” This principle does not apply in my workplace because I treat everyone the same. For example, the barber that occupied a booth in my salon was my brother in law, one of the stylist was a friend, and my last stylist was a local stylist in the area. When inside my shop none of that really mattered, because we are all working towards the same goal. Principle three states, “the extent of each position’s formal authority and task responsibilities, and its relationship to other positions in an organization, should be clearly specified(Jones & George, 2016, p. 41).” With this principle, managers and workers know what the company expects from them. When the expectations are laid out the company or organization will be able to hold every accountable. As stated above, I lay the ground rules out before I hire someone. Whether I know them or not I am strictly business when it involves my salon. If they are not able to follow my rules, they have to leave.
Weber’s fourth principle, “Authority can be exercised effectively in an organization when positions are arranged hierarchically, so employees know whom to report to and who reports to them;” and Weber’s fifth principle, “managers must create a well-defined system of rules, standard operating procedures, and norms so they can effectively control behavior within an organization” goes hand and hand(Jones & George, 2016, p. 41). In a business there must be an established chain of authority, as well as written rules to insure that everyone knows what to do in certain circumstances. This definitely applies to in my workplace. I am the chain of authority and I make sure that everyone signs a copy of my rules as well as a copy for themselves. This is needed in every business not matter how big or small.
Scientific management theory was created to enhance a company’s efficiency by periodically improving the efficiency of completing a tasks using engineering, scientific, and mathematical analysis. Scientific management goal is to lessen the waste an improve the structure and methods of production. Just like Weber and the administration management theory, Frederick Winslow Taylor has principles of scientific management theory. Principle one is, “study the way workers perform their tasks, gather all the informal job knowledge that workers possess, and experiment with ways of improving how tasks are performed. In the