People who utilize this theory believe workers are motivated by financial rewards based on the competency of their work. This theory views the workplace as an assembly line, with each worker completing a specialized task instead of multitasking. It calls for a clear structure of management where the workforce is divided into owners, middle management, and supervisors. The Classical Management Theory system of belief states that employees are only motivated by physical and economic needs. Here are some of the most common management theories and why they may or may not work in the modern office. Some management theories have been around for over 100 years. This theory is also a more useable theory for modern workplaces, as it understands that as technology and companies change, so must the leadership styles.
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Fiedler believed that a leader’s traits directly affected how they managed people. This theory puts a lot of responsibility on the leaders of a company. Fiedler believed there are three main variables for determining what leadership strategy to employ - organization size, technology being used, and the overall style of leadership in the company.
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Created by Fred Fiedler in the 1960s, this theory states that it is up to the leaders of a company to assess a situation and use the best leadership strategy. The Contingency Management Theory holds that every situation requires a different leadership style, and therefore no one theory can work for an entire office. This management theory is more of a way you can view the company, not an exact management style. For example, the accounting department of a small company doesn’t need to be totally in sync with the HR department. While striving for harmony between departments is important in a company, most companies don’t need to rely on synergy so much for their day-to-day functions. Synergy and interconnectedness between departments are key with this theory. Companies using this theory think that departments and employees must work as a collective group and not an isolated unit. Developed by Ludwig von Bertalanffy, this theory states that all parts of a company, from the CEO to the entry-level employee, must work in harmony for the company to survive. This theory treats companies like a living organism, with all parts necessary for the company to survive. Instead, the Quantitative Theory must be used with more humanistic theories, in order to run a company. This theory is usually not used to manage a business on its own. This approach applies statistics, computer simulations, information models, and other quantitative techniques to the management of a company. This is a simple number-based theory that relies on calculating the risks, benefits, and drawbacks of any action before it is taken. This theory based on efficiency and mathematical equations came out of the necessity for managerial excellence in World War II. Modern Management Theory is actually comprised of three other management theories - Quantitative Theory, Systems Theory, and Contingency Theory. A manager using the Modern Management Theory will use statistics to measure employee performance and productivity and also try to understand what makes their employees satisfied at their jobs. This theory combines mathematical analysis with an understanding of human emotions and motivation in order to create a working environment that is maximally productive.
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The Modern Management Theory also believes that rapidly changing technology can both cause and solve many problems in the workplace. The Modern Management Theory recognizes that workers are complex and have many reasons for wanting to succeed in their job. Modern Management Theory was created in direct response to the Classical Management Theory that states employees are only motivated by money.