EM 211

EDUCATIONAL LEADERSHIP
MANAGEMENT
THEORIES
EDUCATIONAL SETTINGS
GROUP 1 PRESENTATION

DANILO C. TONGOHAN II, Ed.D.

Professorial Lecturer
 OBJECTIVES

To know the different management theories

To know the author of its theories

MANAGEMENT
THEORIES
 REPORTER OF
MANAGEMENT THEORIES

MR. FRANCIS GARCIA

f. Management Theory g.
Relationship Theory
 OVERVIEW
In summary, management theories
play a crucial role in helping
managers make informed
decisions, improve organizational
performance, foster effective
leadership, adapt to change, and
promote innovation. By studying
and applying these theories, managers
can enhance their management skills
and contribute to the success of their organizations.
 Classical Management Theory
Frederick Taylor and his concept of
Scientific Management made
significant contributions to the field
of management. Here are the key
aspects of his work:
1. Principles of Scientific Management:
Frederick Taylor is often regarded as the
"father of scientific management" due to his
groundbreaking work in developing the
principles of scientific management. He
believed that management decisions and
practices should be based on scientific
principles and systematic observation.
 2. Time and Motion Studies:
Taylor conducted extensive time and motion
studies to analyze work processes and identify
the most efficient ways to perform tasks. He
emphasized the need for managers to
scientifically study and analyze every step of a
job, identifying the most effective techniques
and eliminating unnecessary movements or
wasteful practices.
 3. Standardization and Specialization:
Taylor advocated for standardizing work
methods and tools to eliminate variability and
ensure consistent performance. He also
emphasized the division of labor and
specialization, assigning workers to specific tasks
based on their skills and expertise to maximize
efficiency and productivity.
 4. Incentive Systems:
Taylor recognized the importance of providing
appropriate incentives to motivate workers and
increase productivity. He proposed a system of
financial rewards for workers who met or
exceeded the established standards, promoting
a fair and transparent approach to performance-
based compensation.
 5. Manager-Worker Cooperation:
Taylor believed in fostering cooperation
between managers and workers to achieve
organizational goals. He emphasized the
importance of managers providing clear
instructions, training workers, and working
collaboratively with them to optimize work
processes.
 6. Impact on Industrial Efficiency:
Taylor's scientific management principles had a
profound impact on industrial efficiency. By
optimizing work methods, eliminating wasteful
practices, and promoting standardization,
organizations were able to achieve significant
improvements in productivity and overall
operational efficiency.
 7. Criticism
Despite its contributions, scientific management has
faced criticisms over the years. Some argue that it
oversimplified work processes and neglected the
human element in organizations, leading to
mechanistic approaches that disregarded individual
motivation and creativity. Additionally, the emphasis on
efficiency sometimes resulted in worker dissatisfaction
and increased monotony.
Nevertheless, Taylor's contributions laid the
foundation for modern management practices.
His focus on efficiency, standardization, and
scientific analysis of work processes had a
lasting impact on how organizations approach
management and operations. Many of his
principles continue to be relevant today, albeit
with a greater recognition of the importance
of human factors in the workplace.
 Henri Fayol's principles of management
Henri Fayol, a French industrialist and
management theorist, is known for his
administrative theory of management. He
proposed a set of principles that outline the
fundamental functions of management and
provide guidance for effective organizational
management. Here are Henri Fayol's
principles of management:
 1. Division of Work
According to Fayol, work should be divided
among individuals and specialized based
on their skills and capabilities. This
principle promotes efficiency and allows
individuals to focus on specific tasks,
becoming more proficient in their areas of
expertise.
 2. Authority and Responsibility:
Managers should possess the authority
necessary to give orders and make decisions,
while employees should have a clear
understanding of their roles and
responsibilities. This principle establishes a
chain of command and ensures accountability
within the organization.
 3. Discipline:

Fayol believed that discipline is essential for

maintaining order and achieving
organizational goals. It involves obedience,
respect for authority, adherence to
organizational rules, and the
implementation of suitable penalties for
non-compliance.
 4. Unity of Command:
According to this principle, each
employee should receive orders from
only one manager. This helps prevent
confusion, conflicts, and conflicting
priorities, ensuring clear
communication and direction within
the organization.
 5. Unity of Direction:
This principle emphasizes the need for
unity of purpose and direction within
an organization. All individuals and
departments should be aligned with
the overall organizational objectives
and work towards common goals.
 6. Subordination of Individual Interests to the
Common Good:
Fayol stressed the importance of placing the
interests of the organization above
individual interests. This principle
emphasizes teamwork, cooperation, and a
focus on collective success.
 7. Remuneration:
Fair and appropriate remuneration for
employees is crucial to motivate and
encourage their efforts. Fayol
recognized that equitable
compensation helps attract and retain
talented individuals, fostering a
positive work environment.
 8. Centralization and Decentralization:
Fayol recognized the need for a balance
between centralization and
decentralization. While some decisions are
best made at the top level, others can be
delegated to lower levels to foster
autonomy, initiative, and faster decision-
making.
 9. Scalar Chain:
The scalar chain represents the formal
lines of communication and authority
within an organization. According to
this principle, information and
decisions should flow through the
hierarchical levels following the
established chain of command.
This principle emphasizes the need for a
systematic arrangement of resources,
including materials, equipment, and
personnel, to maximize efficiency and
productivity. A well-organized workplace
reduces waste and enhances operational
effectiveness.
Fayol believed that managers should
treat employees with fairness and
equity. This principle promotes a
positive work environment, fosters
loyalty, and encourages commitment
and dedication.
Managers should strike a balance between
maintaining stability within the organization
and promoting employee initiative and
innovation. This principle recognizes the
importance of adapting to change while also
ensuring the stability necessary for efficient
operations.
Nevertheless, Taylor's contributions laid the
foundation for modern management practices.
His focus on efficiency, standardization, and
scientific analysis of work processes had a
lasting impact on how organizations approach
management and operations. Many of his
principles continue to be relevant today, albeit
with a greater recognition of the importance
of human factors in the workplace.
These principles provide a comprehensive
framework for effective management
practices. While they have faced some
criticism over the years, they still serve as
a valuable guide for managers in
understanding their roles and
responsibilities and achieving
organizational objectives.
Max Weber's bureaucratic theory
Max Weber, a German sociologist and political
economist, developed the bureaucratic theory of
management. His work focused on analyzing the
structure and characteristics of bureaucracies and
their impact on organizations. Here are the key
aspects of Max Weber's bureaucratic theory:
Weber emphasized the importance of rational-
legal authority as the foundation of
bureaucratic organizations. According to this
concept, authority is based on a system of rules,
laws, and procedures rather than personal
characteristics or relationships. This ensures a
consistent and predictable approach to
decision-making and governance.
Weber emphasized the importance of rational-
legal authority as the foundation of
bureaucratic organizations. According to this
concept, authority is based on a system of rules,
laws, and procedures rather than personal
characteristics or relationships. This ensures a
consistent and predictable approach to
decision-making and governance.
Weber advocated for a clear division of labor
within bureaucracies. Each employee should
have specialized roles and responsibilities
based on their expertise. This division ensures
efficiency, expertise, and the ability to handle
complex tasks by allocating them to individuals
with relevant skills.
Bureaucracies have a hierarchical structure, with
a clear chain of command. Authority and power
are distributed in a top-down manner, where
each level of management has control and
supervision over the levels below. This vertical
hierarchy helps establish order, accountability,
and a system of reporting and decision-making.
Weber emphasized that career advancement
within a bureaucracy should be based on merit
and qualifications rather than personal
connections or favoritism. Employees should
have equal opportunities to progress based on
their skills, experience, and performance,
enhancing motivation and commitment.
 7. Specialization and Expertise
Bureaucracies value specialized knowledge
and expertise. Employees are selected and
trained based on their qualifications and
competence in specific areas. This
specialization allows for increased
efficiency, higher-quality outputs, and the
ability to handle complex tasks effectively.
 8. Formalized Communication
In bureaucracies, communication follows formal
channels and flows in a predetermined manner.
Written documentation and reports are used to
ensure accuracy, clarity, and accountability.
Formalized communication reduces ambiguity,
promotes transparency, and facilitates
coordination and decision-making.
 9. Implications for Efficiency and Effectiveness:
Weber argued that bureaucratic organizations,
with their emphasis on specialization, rules, and
hierarchies, could achieve high levels of
efficiency and effectiveness. By providing a
clear structure and standardized processes,
bureaucracies minimize inefficiencies and
promote rational decision-making.
While Weber's bureaucratic theory has been
influential, it has also faced criticism. Critics argue
that excessive bureaucracy can lead to inflexibility,
stifled creativity, and a lack of adaptability in
dynamic environments. Nevertheless, Weber's
theory remains relevant as it provides insights into
the characteristics and potential benefits of
bureaucratic structures, and serves as a basis for
understanding organizational governance and
management practices.
Douglas McGregor's Theory X and Theory
Douglas McGregor's Theory Y X and Theory Y are two
contrasting management styles or approaches that
describe different assumptions about employee
motivation and behavior. These theories have
implications for management skills and how leaders
interact with their employees. Let's explore each
theory and its impact on management skills:
 Theory X
Theory X assumes that employees
are inherently lazy, dislike work,
and need strict supervision and
control to perform effectively.
•Micromanaging: They closely supervise and control every
aspect of employees' work.
•Lack of trust: They find it difficult to trust employees and
may hesitate to delegate tasks or decision-making authority.
•Command-and-control approach: They give instructions and
expect employees to follow them without questioning.
•Limited communication: They may not encourage open
communication and fail to foster a positive work
environment.
•Lack of employee development: They may overlook
employee growth and skill development opportunities.
 Theory Y
Theory Y assumes that employees
are inherently motivated, enjoy
work, and can be self-directed and
creative if given the right
conditions.
•Empowering employees: They give employees the freedom
to make decisions and take responsibility for their work.
•Building trust: They trust employees' capabilities and create
an environment of trust and openness.
•Supporting growth and development: They provide
opportunities for employees to develop their skills and grow
within the organization.
•Effective communication: They foster open communication
channels and encourage feedback and ideas from employees.
•Building a positive work culture: They focus on creating a
positive and inclusive work environment that values employee
contributions.
Overall, management skills should align with
Theory Y principles to create a more
productive and engaged workforce.
Emphasizing trust, empowerment, effective
communication, and employee development
can lead to higher job satisfaction, motivation,
and overall organizational success.
RELATIONSHIP
THEORIES
 OVERVIEW
The relationship theory, also known as the human relations
approach or the behavioral approach, is a management
approach that emphasizes the importance of positive
relationships between managers and employees. This theory
recognizes that employees are not just motivated by
monetary rewards but also by their social and psychological
needs within the workplace. The relationship theory focuses
on creating a supportive and conducive work environment
to enhance employee satisfaction, engagement, and
productivity.
 Attachment Theory of John Bowlby
Attachment theory, originally developed by
psychologist John Bowlby, focuses on understanding
the dynamics of human relationships and the impact
of early attachment experiences on individual
development. While primarily applied in the field of
psychology, certain aspects of attachment theory can
be relevant to management skills. Here's an
exploration of how attachment theory can inform
management skills::
1. Building Trust and Secure Relationships:
Attachment theory highlights the importance of building secure
and trusting relationships. In a management context, this means
fostering an environment where employees feel secure, supported,
and valued. Managers can cultivate trust by being reliable,
consistent, and responsive to employees' needs. They can
demonstrate empathy, actively listen to concerns, and provide
guidance and support when needed. By building secure
relationships, managers promote a sense of psychological safety,
which encourages open communication and collaboration.
2. Understanding Individual Differences:
Attachment theory acknowledges that individuals have different
attachment styles based on their early experiences. These
attachment styles can influence how individuals approach
relationships, respond to stress, and handle conflicts. Managers
who are familiar with attachment theory can better understand
their employees' behavioral patterns and adapt their management
approach accordingly. They can recognize when employees may
have attachment-related needs for validation, reassurance, or
autonomy and provide appropriate support.
3. Emotional Intelligence and Empathy:
Attachment theory emphasizes the importance of emotional
connection and responsiveness. Managers who possess high
emotional intelligence can effectively recognize and understand
the emotions of their employees. They can respond empathetically
to their emotional needs, providing support and guidance. By
demonstrating empathy, managers create a supportive and caring
environment that promotes trust and engagement.
4. Encouraging Autonomy and Independence:
Attachment theory highlights the significance of secure base
relationships, where individuals feel comfortable exploring the
world while knowing they have a supportive figure to turn to when
needed. In a management context, this means allowing employees
to exercise autonomy and independence while providing a
supportive framework. Managers can delegate responsibilities,
encourage creative problem-solving, and provide resources and
guidance, allowing employees to grow and develop professionally.
5. Addressing Attachment-Related Challenges:
Some employees may exhibit attachment-related challenges in the
workplace, such as fear of abandonment, dependency, or difficulty
with trust. Managers who are familiar with attachment theory can
recognize these challenges and provide appropriate support. They
can offer reassurance, create clear expectations and boundaries,
and foster an environment that promotes growth and learning.
Additionally, managers can provide resources for employees who
may benefit from additional support, such as counseling or
coaching.
It's important to note that attachment theory primarily
focuses on early childhood experiences and their
impact on adult relationships. While certain aspects of
attachment theory can be applied to management
skills, it should be used as a complementary
framework rather than a comprehensive theory.
Managers should also consider other relevant theories
and approaches to create a well-rounded and effective
management style.
Social Exchange Theory of George Homan
an American sociologist, is considered
the primary architect of the Social
Exchange Theory. His work focused on
the principles of social exchange and the
role of rewards and costs in shaping
social behavior.
Social Exchange Theory can provide
valuable insights into management
skills and how leaders can effectively
engage and motivate their employees.
Here's how Social Exchange Theory
can be applied in a management
context:
1.Understanding Employee Motivation: Social Exchange
Theory suggests that individuals engage in relationships or
exchanges based on the perceived rewards they can receive. In
a management context, this means understanding what
motivates employees and recognizing that they seek rewards
beyond just financial compensation. Managers can identify
and provide meaningful rewards such as recognition,
opportunities for growth and development, autonomy, and
work-life balance. By understanding what employees value,
managers can create an environment that fosters motivation
and commitment.
2. Balancing Costs and Rewards: Social Exchange Theory
highlights the importance of balancing costs and rewards in
relationships. In a managerial role, this means ensuring that
employees perceive a fair exchange between their efforts and
the rewards they receive. Managers should provide appropriate
compensation and benefits, establish clear performance
expectations, and offer support and resources to help
employees succeed. When employees feel that their
contributions are acknowledged and rewarded fairly, they are
more likely to be engaged and committed.
3. Building Trust and Positive Relationships: Trust is a
crucial element of social exchange relationships. Managers can
build trust by demonstrating integrity, being reliable and
consistent, and fulfilling promises. By fostering positive
relationships with their employees, managers create a
foundation of trust and reciprocity. Employees are more likely
to go above and beyond their job requirements when they trust
their managers and perceive the relationship as mutually
beneficial.
4. Communication and Feedback: Effective communication
plays a vital role in social exchange relationships. Managers
should maintain open lines of communication, provide timely
and constructive feedback, and listen to employee concerns
and ideas. Clear and transparent communication helps
employees understand the expectations and rewards associated
with their work. Managers can also encourage two-way
communication, allowing employees to express their needs
and preferences, fostering a sense of collaboration and
engagement.
5.Recognizing and Valuing Employee Contributions: Social
Exchange Theory emphasizes the importance of recognizing
and valuing contributions within a relationship. Managers
should regularly acknowledge and appreciate their employees'
efforts and achievements. Recognitions can take the form of
verbal praise, rewards, opportunities for advancement, or
increased responsibilities. When employees feel valued and
appreciated, they are more likely to be motivated and
committed to their work.
6. Promoting a Positive Work Environment: Social
Exchange Theory recognizes that individuals are more likely
to engage in relationships that provide positive experiences
and outcomes. Managers should create a positive work
environment that supports employee well-being, promotes
work-life balance, and fosters a sense of belonging and
camaraderie. Encouraging teamwork, collaboration, and a
culture of support and respect enhances the overall social
exchange within the organization.
By applying the principles of Social
Exchange Theory in their management skills,
leaders can create an environment that
promotes employee motivation, engagement,
and productivity. Recognizing and balancing
costs and rewards, building trust, effective
communication, and valuing employee
contributions are essential aspects of
managing relationships within the workplace.
Social Learning Theory of Albert Bandura
Albert Bandura's Social Learning Theory, also known
as Social Cognitive Theory, focuses on how
individuals learn and develop behaviors through
observation, imitation, and modeling of others. While
primarily applied in psychology, aspects of Bandura's
Social Learning Theory can be relevant to
management skills. Here's how Social Learning
Theory can inform management skills:
1.Modeling Behavior: Social Learning Theory
emphasizes that individuals learn by observing and
imitating others. In a management context, managers
can act as role models by exhibiting desired behaviors
and demonstrating effective skills. Managers who
display professionalism, ethical conduct, effective
communication, and strong leadership qualities can
inspire and motivate employees to adopt similar
behaviors.
2. Observational Learning: Social Learning Theory
recognizes that individuals can learn from observing the
actions and consequences experienced by others. In a
management context, managers can create opportunities
for employees to observe and learn from successful
practices and behaviors. This can be achieved through
job shadowing, mentoring programs, or providing
access to case studies and best practices. By facilitating
observational learning, managers can help employees
acquire new skills and knowledge.
3. Vicarious Reinforcement: Social Learning Theory
highlights the influence of vicarious reinforcement,
where individuals are motivated by observing others
being rewarded or punished for their actions. Managers
can leverage this concept by providing recognition and
rewards for desired behaviors, thus motivating
employees to emulate those behaviors. Likewise,
managers can address undesirable behaviors promptly
and provide appropriate consequences to discourage
their repetition.
4. Self-Efficacy: Social Learning Theory places
significant emphasis on self-efficacy, which refers to an
individual's belief in their ability to successfully perform
a task or achieve a goal. Managers can enhance
employees' self-efficacy by providing constructive
feedback, setting realistic goals, and offering support
and resources for skill development. When employees
feel confident in their abilities, they are more likely to
take on challenges, persist in the face of setbacks, and
perform at their best.
5. Social Reinforcement and Feedback: Social
Learning Theory highlights the importance of social
reinforcement and feedback in shaping behavior.
Managers can provide positive reinforcement, such as
praise, recognition, and rewards, to reinforce desired
behaviors. Additionally, timely and constructive
feedback helps employees understand their strengths
and areas for improvement, guiding their future actions
and development.
6. Learning through Collaboration: Social Learning
Theory suggests that learning is facilitated through
social interaction and collaboration. Managers can
create a collaborative work environment where
employees can learn from each other, share knowledge
and experiences, and collectively solve problems.
Encouraging teamwork, cross-functional projects, and
open communication channels facilitates social learning
and the development of new skills.
By applying the principles of Social Learning Theory,
managers can foster a learning culture, inspire
employees through role modeling, provide opportunities
for observational learning, reinforce desired behaviors,
enhance self-efficacy, and promote collaboration. These
practices can contribute to the development of employee
skills, improve performance, and create a positive work
environment conducive to growth and success.
Thank You
FOR LISTENING!
 REFERENCES
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3."General and Industrial Management" by Henri Fayol
4."The Theory of Social and Economic Organization" by Max Weber
5."The Hawthorne Studies: A Radical Critique" by Jeanne M. St. Clair
6."Motivation and Personality" by Abraham H. Maslow
7."The Human Side of Enterprise" by Douglas McGregor
8."Organizations: Rational, Natural, and Open Systems" by W. Richard Scott
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Next Stage of Human Consciousness" by Frederic Laloux
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M. Senge
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Henry Mintzberg, Bruce Ahlstrand, and Joseph Lampel
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Collins
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Drucker