Theory of Management: Schools of Thought, Motivation, and Leadership

This report delves into the theory of management, exploring three major schools of thought: the classical, behavioral, and quantitative approaches. It examines organizational structures, including functional and matrix designs, and analyzes different sources of power within organizations. The report investigates motivation theories, such as Maslow's Hierarchy of Needs and Herzberg's Two-Factor Theory, and their application in real-world case studies like Tesco and Kellogg's. It also evaluates various managerial approaches to motivation, including positive reinforcement and extinction, and explores different leadership styles, including democratic and transformational leadership. Finally, the report discusses job design options and the social influences on individual work effectiveness and motivation, providing a comprehensive overview of key management concepts and their practical implications.

Running head: THEORY OF MANAGEMENT
Name of the Student:
Name of University:
Author’s Note:

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THEORY OF MANAGEMENT
Assessment Task One-Organization Theory
Answer To Question One:
The three major school of thoughts in management and organization theory –
i) The classical approach- This is the oldest school of thought in management which is used to manage
organizations more effectively.
a) Contributions-This school of management comprised of scientific management, administrative theory
and bureaucratic management. Frederick Taylor contributed to scientific management to increase
efficiency at workplace by management co-operation and planning, organizing and decision making by
managers. Administrative management contemplated management as a profession that can be trained and
developed. Max Weber contributed to bureaucratic theory where power, authority and order played vital
role (Hatch & Cunliffe, 2013).
b) Strengths-The major principles like power of authority and division of labor
c) Weakness- The structure of management is formal and rigid.
ii) The behavioral approach comprised of Hawthorne studies, Maslow’s need hierarchy theory and
Theory X and Y
a) Contribution-Emphasized on human relations, power of sharing and organizations were classified on
values of employees.
b) Strength- Scientific method of research is used.
c) Weakness- Behavior is not always learned, biological and cognitive factors affect behavior.
iii) The quantitative approach which comprised of operations management and management information
system

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a) Contribution-Mathematical models and statistical tools aided in making decisions.
b) Strengths- Use of Computer based information system.
c) Weakness- Focused less on human interaction.
Answer to Question Two
a) The two organizational structures that can be identified from the Syngenta Case Study are Functional
Organizational Structure and Matrix Organizational Structure.
With reference to the Syngenta Case Study, the organizational is divided into different functional
areas like Research and Development, Human Resource, Supply Chain Management, Information
Systems, Marketing and Finance.
Syngenta also operates through a matrix structure. People from the different departments
collaborate and work together on a particular project which increases the work efficiency.
b) The design principle of functional and matrix organizational structure are as follows.
The functional organization structure divides the organization into specialized functional areas
and the hierarchical structure is designed accordingly.
The matrix organization structure is an organization structure which categorizes people and
resources by function and product. Team leaders mange particular projects and every team has members
from various departments.
Answer to Question 3
From The Syngenta Case Study, different sources of power can be identified

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a) Formal Power- The organizational structure in the Syngenta Case Study shown for a formal
organization is divided into different division. Each division has its own hierarchical levels. For instance,
the accounts department has the CEO, accounts director, accounts manager and accounts assistants
b) Formal power is the power that arises due to this line of authority and responsibilities of different
positions are clear, teams can be managed efficiently
a) In this case study, power is often informal as the company uses the concept of cross-over talent and has
a flatter and open structure that encourages innovation.
b) Informal power does not require the position or leadership title. A person can lead and direct and
influence others even without holding an influential position
a) In Syngenta Case Study, influence power is used in the matrix teams. Each team has talented members
of various departments working on specific projects.
b) Influence power is the ability of one particular team to motivate another person or team.
a) In Syngenta Case Study, as shown in the hierarchical structure of a formal organization, authority is
exerted by the CEO, director and manager
b) Power of authority is the power that a person or group holds due to his position
Answer to Question 4
a) Delegation –Traditional methods of delegation is when a person at a senior position in a formal
organization assigns roles and responsibilities to his subordinates to carry out specific task. For example,
as shown in the formal organization char of Syngenta Case Study, the director of accounts department can
delegate the to the manager.

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However as in modern concept, like in matrix organization of Syngenta, delegation of
responsibilities is done by project manager to team members with specific capabilities to complete a
project.
b) Participation –In traditional concept, in formal organizations, there was less participation from
subordinates in decision making and there was strict line of authority and strong chain of command.
In organization like in Syngenta Case Study, participation of team members with specific talents
is utilized to complete a project.
c) Decision making in traditional organization was done by the senior management while in modern days
each organizations have flatter structure with less hierarchy and team members participate in decision
making.
Answer to Question 5
a) Key principles of
1)vertical coordination within an organization- In vertical coordination there is a tall organizational
structure with clear line of authority and span of control, for example, the director of accounts team will
exert immediate control over the manager of accounts team as can be seen from example of formal
organization in Syngenta case study.
2) In horizontal coordination, organizational structures are flatter with more open communication
between top management and front line employees as depicted in matrix structure of projects of Syngenta
case study.
b)Historical contribution and current relevance of vertical coordination- In earlier days vertical
coordination was effective in delegation of tasks for effective and timely completion of tasks. However in
modern days strict line of control can decrease innovation.

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Horizontal coordination was less effective in history as it often resulted in mismanagement as
roles were ambiguous however in modern days it is used in flat structures to increase effectiveness.
Answer to Assessment Task Two-Motivation Theory
Answer to Question One
a) Content school of thought describes what motivates a person. In reference to Tesco’s Case Study
Maslow’s Hierarchy of Needs and Herzberg’s Two Factor Theory is described.
Maslow’s Hierarchy of Needs is a five level pyramidal structure with physical needs, security,
social, self-esteem and self-fulfillment needs of employees are fulfilled in Tesco.
Herzberg’s stated that few organizational factors like growth, promotion, responsibility,
recognition and achievement are true satisfiers for an organization while factors like personal life and job
security are hygiene factors

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b) Relevance and application in modern organization
Maslow’s Needs- Basic needs- regular monthly pay, security needs-health and safety of workers,
social needs-team and group work is promoted, self-esteem- 360 degree feedback is given to employees,
self-fulfillment needs-personal development plans.
Two-factor theory-Tesco focuses on satisfiers and hygiene factors by ensuring proper pay rise,
rewards , proper communication and participation of employees in decision making.
Answer to Question 2
a) Two process theories of motivation are Goal Setting Theory and Equity Theory that is compared and
contrasted.
Goal setting theory states that challenging roles can lead to greater performance with self-
generated feedbacks. Goals should be difficult and specific and acceptance and commitment of goals
motivates people.
Equity theory states that individual equates value of rewards (output) to effort (input) and
compares them to other people.
b) In modern days as can be seen from Kellogg’s Case study, organizations empower people by giving
them formal and informal power so that they can have control of their work and achieve their goal in
accordance to Goal Setting Theory.
Equity Theory is applied by modern organization like Kellogg’s by providing rewards and
competitive salary.
Answer to Question Three
With Reference to case study of Tesco Enterprise two managerial approaches to motivate
employees are evaluated in terms of their distinctive contribution to the enterprise.

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1) Positive Reinforcement- In this managerial approach a positive response is shown by the manager
when an individual achieves a desired outcome. It is depicted from the Enterprise Case study that
managers conduct performance appraisals of employees, review of work, Tesco also ensures positive
reinforcement for hard work of employees by providing them rewards like free shares after one year
service, pension schemes where company makes an equal contribution.
2) Extinction- In this managerial approach reward is not given to an employee when his behavior is
undesirable.
With example of Tesco Enterprise, extinction can be shown to an employee like employee can be
excluded from stock option plan for undesirable behavior.
Answer to Question 4
Two different management styles as can be understood from McGregor’s XY theory are
Theory X- Authoritarian management style
This management style suggests that a manager needs to exert control and direct employees and
employees should sometimes be forced to work with threat of punishment as most employees do not like
to work.
Positive motivational impact- Supervision increases productivity of employees.
Negative impact- Close supervision decreases creativity.
Theory Y- Participative management style
This management style is used when employees are self-motivated to achieve the objectives of
the organization.

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Positive motivational impact-Employees are motivated intrinsically and can be innovative.
Negative impact- This management style leads to unambiguous roles and responsibilities and efficiency
decreases.
Answer to Question 5
Two job design options for an organization like Google can be
1) Skill variety, task identity and task significance-
a) Task characteristics-Google employs computer science engineers and data analysts with
specific skill sets. Two motivational effects are employees of Google focus on higher level of Maslow’s
Hierarchy of needs like self-fulfillment needs and self esteem needs
b) Personal outcome- Employees are self-driven and creative and motivated intrinsically to
achieve tasks.
c) Work outcomes-Quality of work is high and work becomes meaningful.
2) Autonomy
a) Task characteristics-- Freedom and discretion is given to employees of Google like employees
can work from home and have flexible schedule, the motivational impact of which is job satisfaction and
employee retention
b) Personal outcome-Employees are given time just to think which nourishes their cognitive
skills.
c) Work outcomes-Innovation and creativity increases.

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Answer to Question 6
Social influences on individual work effectiveness and motivation with reference to Kellogg’s
Case Study
1) Kellogg has adopted a flatter organization structure where employees are encouraged to be
creative and innovative. Employees are given formal and informal authority and appraisals are conducted.
Employees are empowered by Kellogg with suggestion box schemes. This helps to generate new ideas
and enhances productivity. Thus self-fulfillment and self-esteem needs of employees are achieved.The
social implication of which is a creative workforce
Four implications on groups and teams
1) Individual productivity increases overall team productivity.
2) Open flow of communication among team members
3) Generation of new ideas within team.
4) Team becomes more intrinsically motivated.
Assessment Task Three-Leadership
Answer to Question one
a) The distinction between leadership and management are –
Leadership is the ability to influence people so that objectives are achieved enthusiastically while
management is a function which involves planning, organizing, leading and controlling.
In TESCO managers use appraisals to give feedback to employees, 360 degree feedback is given
from self and peers, competitive salary and other rewards are used by management while leadership role
is played by higher management by motivating employees in hours of crisis.

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b) Changes that will be required in traditional thinking of organizational structure is that
organizations should be flatter with less span of control and hierarchy with more participative leadership.
Answer to Question 2
a) Democratic leadership –This type of leadership is also known as participative
leadership. In democratic leadership style, subordinates are involved in making decisions.
Transformational Leadership-Transformational leadership is a unique form of leadership
and is all about initiating changes in the organization and groups (Shafritz, Ott & Jang, 2015).
b) 1) Attributes -This democratic leaders delegate responsibilities to the subordinates and
the communication system is both upward and downward.
2) Skills to increase creativity, satisfaction level, empowerment, group decision- making
among subordinates.
b) 1- Attributes-The transformation leaders set challenging expectations in front of the
subordinates and help them accomplish more than they ever imagined.
2-Skills Transformational leaders create a sense of empowerment among their
subordinates and generally have a huge base of followers.
Answer to Question 3
1) Strength of Democratic leadership- Creativity and job satisfaction of employees increase.
Employees feel empowered as can be seen from Tesco Case Study where employees are given
formal and informal power in decision making.
2) Weakness-Efficiency can decrease.

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1) Strength of transformational leadership-Effective change management among employees as
can be seen in Tesco case study.
2) Weakness-Transformational leadership needs to break the initial resistance to change.

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Reference Lists:
Hatch, M. J., & Cunliffe, A. L. (2013). Organization theory: modern, symbolic and postmodern
perspectives. Oxford university press.
Shafritz, J. M., Ott, J. S., & Jang, Y. S. (2015). Classics of organization theory. Cengage
Learning.