He stated that organization is management's responsibility

It is also referred to as Benevolent-Showing Kindness.

An employee or group of employees' interests should not precede over the interests of the whole organization.

He studied the functions of managers and concluded that management is universal

→ Suggested that successful leadership was more a result of training in leadership skills than possession of specific personality trait.

This helps to organize companies into a more efficient culture, and it allows each member to develop their own skills

He recommends breaking down management roles and responsibilities and organizing the workplace to simplify complex concepts. .

He recommended that workers be selected scientifically and provided with detailed instructions about their tasks.

He put emphasis on Hawthorne Studies which states that human factors like attention, recognition, and not just physical work influence productivity.

This includes Entrepreneur, Disturbance Handler, Resource Allocator, and Negotiator.

Because people dislike work, they must be controlled, threatened and coerced to put forth sufficient effort to meet the organizations objectives.

Schedules employees work hours. Distributes employees and directs towards the achievement of organizational goals. Represents his institution at certain activities.

The manager places emphasis is on the goal of the organization.

Scans the environment for information that is useful in fulfilling his or her roles, obtained through informal contacts such as verbal form-gossip or hearsay.

Promotion of team spirit builds harmony and unity within the organization

A system of differentiated controls and sanctions are stated in the regulations

It involves a clear-cut division of integrated activities which are regarded as duties inherent in the office

Specialization makes employees more efficient which results to more and better outputs

The one who organizes, manages, and assumes the risks, develops and promotes new projects and programs, and designs and initiates changes and strategies.

Father of Scientific Management.

This includes Figurehead, Leader, and Liason

Efficiency is achieved through impersonal relations within a formal structure

Employees must be paid a fair wage for their services rendered to the organization

Advocated that the ideal form of organization for a complex institution was Bureaucracy, or an organization characterized by a well-defined hierarchy of authority, and division of work based on specialization of function.

exists when managers observe kindness and faimess to their subordinates

Each employee should receive orders only from one superior

This includes leadership behavior, organizational structure, policies, and controls

He believes that a worker's behavior is influenced by interaction between the worker's personality, the structure of the primary work group, and the socio-technical climate of the workplace.

Managerial process is planning, coordinating, leading and controlling proper use of personnel, delegation, and departmentalization.

Postulated that if workers could be taught the one best way to accomplish a task, productivity would increase.

employees obey and respect the rules that govern the organization where they belong.

This includes Monitor, Disseminator, and Spokesperson.

Staffs' ideas are sometimes sought but they do not feel very free to discuss their jobs with their manager. Top management and middle management responsible for setting goals.

Suggested that a manager should not give orders to an employee rather, the two should together analyze the situation and then take orders from the situation.

It is a result of an alteration in the social and psychological forces impinging on an individual, his equilibrium is upset, making him ready to change attitude and behavior

The degree to which subordinates are involved in decision making.

She put emphasis on Participative Decision Making, espoused her belief that managers should have authority with, rather than over, employees.

→This measures several factors related to leadership behavior process, motivation, managerial influence, communication, decision-making processes, goal setting, and staff development

Father of Modern Management

People get their right to command from their position in the organization

when people and materials are in the right place at the right time. Specifically, people should be in the jobs or positions most suited for them.

Study the behavior of people in groups

The individual acquires new attitudes and behaviors either by identifying with a role model who possesses those attitudes and demonstrates those behaviors or by discovering new attitudes and behaviors when placed in a situation.

This addresses the issues concerning how overall organization should be structured.

It is the phenomena of being observed or studied, resulted in changes in behavior.

→ It is highly developed schedules that allow one to visualize multiple tasks that have to be done. Illustrates project schedule

Staff associates do not feel free to discuss their jobs with their managers.

For each group of organizational activities having the same objective, direction comes from one manager using one plan.

He believed that management is the technique of directing people and organization is the technique of relating functions.

Hires and trains subordinates

This represents the line of authority from top management to the lowest ranks in the organization.

It is a theory of management that analyzes and synthesizes workflows

Management should see to it that an orderly personnel planning is provided and ensures that replacements are available to fill vacancies.

It seeks to find out that particular management procedure that is applicable in a given situation through a careful examination of the job, determining what is to be done and eventually designing the the tools and methods to accomplish the task.

Managers have complete confidence in their staff associates that's why their ideas are always sought and they feel free to discuss their jobs with the manager. Goals are set at all levels.

Responsibility for the organization's goals is at the top, goals are established through orders. Little communication downward, and top management makes all decisions and motivation by coercion.

They emphasized the benefits of job simplification and the establishment of work standards, as well as the effects of incentive wage plans and fatigue on work performance

The individual integrates new attitudes and behavior into his personality and on-going relationship.

He proposed the Field Theory of Human Behavior.

The emphasis is on the goal of the individual

It is associated with the most effective performance.

Responsibility for setting goals is fairly general. Considerable communication, both upward and downward, and some delegated decisions are made at lower levels.

Managers have the ability to give orders.

Managers show little confidence with staff associates and ignore their ideas.

He identified the types of variables in an organization which are the Casual, Intervening, and End-Result Variables.

Communicates with persons outside of his vertical chain of command for the purpose of giving and receiving information

His study focuses on the effect of lighting in productivity. result is that lighting had little or no significant effect on productivity and that interaction among workers and participation in informal social groups had a great impact on individual behavior and productivity and not physical factors like light, beauty, fumiture, and etc.

Manager has substantial confidence in staff members. Their ideas are usually sought, and they feel free to . discuss their work with their manager

Whenever employees are allowed to originate and carry out plans, they are expected to exert high levels of efforts.

the originator of the Gantt Chart.

These are measures of profit, costs, and productivity

This refers to highly structured form of administration and usually includes no participation by the governed.

saw management as a social process that consisted primarily of motivating individuals and groups to work toward a common end

The manager directs some of his work-related information to persons outside of his own work unit

This focuses on the management of work and workers

He notes that one's style of management depends on one's philosophy of humans and categorizes those assumptions as Theory X and Theory Y.

These are the perceptions, attitudes, and motivations imparted to the organization

This increased the wages of the workers because they accomplished more in a shorter time.

People you work with affects your productivity, if you recognize the person he tends to be more productive.

→He developed a task and bonus remuneration plan whereby workers received a guaranteed day's wage plus a bonus for production above the standard to stimulate higher performance.

He believed that managers may act in ways harmful to the organization because they evaluate end results to the exclusion of intervening variables.

Father of Organization Theory.