Management Theories And Its Application In Organisations .
BAM2014This paper is from the BAM2014 Conference ProceedingsAbout BAMThe British Academy of Management (BAM) is the leading authority on the academic field ofmanagement in the UK, supporting and representing the community of scholars and engaging withinternational peers.http://www.bam.ac.uk/
TITLE:Management Theories and its Application in Organisations: The Nigerian ExperienceLIST OF AUTHORS & AFFILIATIONS:Adeniyi Damilola OLAREWAJU (Corresponding Author)University of LagosOlusoji James GEORGEUniversity of LagosCONTACT ADDRESS AND EMAIL:Adeniyi Damilola OLAREWAJU*Department of Business Administration,University of LagosLagos State, Nigeria.olarewajuadeniyi@yahoo.comOlusoji James GEORGEDepartment of Business Administration,University of LagosLagos State, Nigeria.golusoji@unilag.edu.ng*Doctoral Candidate, Department of Business Administration, University of Lagos, Lagos,Nigeria.
Management Theories and its Application in Organisations: The Nigerian ExperienceAbstractTitleManagement Theories and its Application in Organisations: The Nigerian ExperienceAbstract / SummaryThe development, transferability and practice of western management theories in Africa, nayNigeria, have dominated literature on management in Nigeria. This study provides a descriptiveexamination and traces the historical development of each management school of thought, aswell as its significance on management practice and limitations. Despite the fact that this studyexamined emerging thoughts in contemporary management practice, a significant gap wasidentified as dearth of literature on the practice of these management approaches in Nigerianorganisations. To bridge this gap, this study analysed the major components of each managementtheory and presented models of Nigerian organisations built on same principles or approaches.Relying on historical and narrative analysis, the findings established evidence of the practice ofwestern management theories in Nigerian organisations. The study concluded that managementpractice in Nigeria can be enhanced, if peculiar socio-cultural factors are given adequateconsideration in the application of management approaches.(150 Words)Word Count6,231 Words (excluding tables and references)
Management Theories and its Application in Organisations: The Nigerian ExperienceAbstractThe development, transferability and practice of western management theories in Africa, nayNigeria, have dominated literature on management in Nigeria. This study provides a descriptiveexamination and traces the historical development of each management school of thought, aswell as its significance on management practice and limitations. Despite the fact that this studyexamined emerging thoughts in contemporary management practice, a significant gap wasidentified as dearth of literature on the practice of these management approaches in Nigerianorganisations. To bridge this gap, this study analysed the major components of eachmanagement theory and presented models of Nigerian organisations built on same principles orapproaches. Relying on historical and narrative analysis, the findings established evidence of thepractice of western management theories in Nigerian organisations. The study concluded thatmanagement practice in Nigeria can be enhanced, if peculiar socio-cultural factors are givenadequate consideration in the application of management approaches.Keywords: Management Theories, Management Practice, Nigeria, Culture, Organisations1.IntroductionOver the years, much literature has been churned out regarding the appropriate or best approachto management. Some writers have argued that a particular method is necessary to bring out thebest in employees and achieve organisational goals while others have posited that a combinationof these approaches might be more suitable in managerial quest of productivity and excellence.The introduction of these approaches to African countries, especially Nigeria, has provedproblematic because of difference in culture and values of Nigerians relative to the westerncountries where these approaches were developed. Environmental and socio-cultural factors alsocontribute to this differences (Fashoyin, 2005; George, Owoyemi and Kuye, 2012; George,Kuye, Onokala, 2012).It has been opined that managerial functions are fundamentally alike in any organisation and atevery organisational stratum, whether it is planning, organising, motivating, leading, staffing orcontrolling. It has also been suggested that all managers and supervisors basically do the samething, irrespective of the type of organisation or position within the organisation (Hick andGullet, 1981). According to Koontz and O'Donnell (1980), this is referred to as universality ofmanagement and they posit that since management functions are universal, it consequentlyfollows that such functions are transferable from organisation to organisation, and from onecountry to another. The universalisation and transferability of management approaches and itspractice in Nigeria have generated much interest. Many scholars are of the opinion that withoutthese foreign approaches to management, organisations in Nigeria will struggle to thrive whileother writers believe that the consistent reliance on western management approaches haveimpeded the growth of indigenous management theories (Fashoyin, 2005; Osuntokun, 2001).Through this article therefore, the researcher intends to briefly examine the development of eachmanagement approach, the transferability and usage of these western-developed managementapproaches in Nigerian organisations, the relevance and limitation of each approach in Nigerianorganisations and challenges thereof.2.Research MethodologyThis study is based on a qualitative approach and it is analysed using a narrative method that willlean more towards the interpretivist approach rather than the positivist approach. This approach
Management Theories and its Application in Organisations: The Nigerian Experiencepresupposes that a researcher cannot assume a value-neutral stance or remain impartial, becausehe/she is always implicated in the phenomena being studied. Thus, interpretivists try tocomprehend phenomena, as described by participants rather than testing through scientificstandards of verification (Roth and Mehta, 2002). According to Geertz (1973), what we believeto be facts cannot be accurately objective since they are really “our own constructions of otherpeople’s constructions of what they and their compatriots are up to” (Geertz, 1973:9). Based onthis, the analysis can only be justified and measured by the merit of each case and the support ofevidence put forth. Rieder (1985) believes the interpretivist approach seeks to appreciate issuesthrough observation and in-depth interviews. Unlike the positivist approach which assumes thatthe existence of objective reality and facts, which can be known or approximated throughverifiable research methods. As the purpose of this paper is to observe and construct phenomena,the interpretivist method was deemed most appropriate.This study being descriptive, as well as historical, relied essentially on secondary informationsources gathered by the researcher via many books, articles, group discussion and casual face toface interviews. Secondary data is preferred because, as a source of data collection, it isrelatively inexpensive compared to primary source of data collection (Zikmund, 1984) and itdoes not require contact with respondents or subjects because it is historical and data alreadycollected by previous researchers on the subject matter (Ember and Levinson, 1991). Secondarysources methodology help to explain, to describe, validate findings and to infer from all findingshaving been validated to be true (Black and Champion, 1976).3.Conceptual and Theoretical Background3.1Management Theory and PracticeManagement as a discipline rests on two major components; theory and practice (Lawal, 2012).According to Stoner (1978), any manager who wants to remain relevant in management practicemust be up-to-date on existing management theories. Daft (1986) opined that managementtheory is interested in facts and sound principles, which prescribe what to do to achieve desiredoutcome in the organization (practice). The relationship between management theory andpractice could not have been better captured by Inyang (2008). He surmised that: "Managementtheory provides the basis for management practice, and the practice in turn helps to reinforce thedevelopment of management theory. Management practice therefore involves the translation ofexisting management knowledge and theories into action that will result in the achievement ofthe dual goals of organizational efficiency and effectiveness. Management practitioners andprofessionals are in the vanguard of management practice, and their practice provides theopportunity for reviewing existing management theories and even developing new ones.Management theorists and practitioners reinforce one another and are in a continuous process ofinteraction. The knowledge of both is required to improve our understanding of management insociety". (Inyang, 2008:124-125).According to McGregor (1987), theory and practice are always together and the understanding ofone can help predict the other. He postulated thus: "Every managerial act rests on assumptions,generalizations, and hypotheses – that is to say, on theory. Our assumptions are frequentlyimplicit, sometimes quite unconscious, often conflicting; nevertheless, they determine ourpredictions that if we do a, b will occur. Theory and practice are inseparable" (McGregor1987:6). Management theory is therefore not only related to management practice but alsobenefits as practice of management is further developed. Miner (1980) makes the point that themore that is known about organisations and their methods of operation, the better the chances of
Management Theories and its Application in Organisations: The Nigerian Experiencedealing effectively with them. Understanding may be more advanced than prediction, but bothprovide the opportunity to influence or to manage the future. Theory provides a sound basis foraction. However, if action is to be effective, the theory must be adequate and appropriate to thetask and to improved organisational performance (Mullins, 2011).3.2Management Theories and its ClassificationNumerous theories have been presented in literatures constituting management theory and thesetheories have been postulated by writers from disciplines as diverse as Sociology, Science,Philosophy, Engineering, Mathematics, Psychology and so on. The attempt to summarisemanagement into theories, principles and concepts is to aid organisational effectiveness (Lawal,2012). Like all useful theories, according to Lawal (2012), management theory is not an end initself but should rather serve as a means of improving managerial efficiency. In order to helprecognize main trends in the development of management theory, it is typical to classify thework of scholars and writers into various approaches, based on their observation oforganisations, their structure and management (Mullins, 2011).Attempts have been made by many scholars and writers to group or classify the variousmanagement theories into a distinct family. Categorisation of approaches may prove astraightforward task as Robbins and Coulter (2009) and Mullins (2011) identified four (4) mainapproaches each while it may also prove to be a much more expansive undertaking as Skipton(1983) attempted a classification of eleven (11) main schools of management theory. Whateverform of categorisation is adopted, it is possible to identify a number of other approaches, or atleast sub-divisions of approaches, and cross-grouping among the various approaches. The choiceof a particular categorisation is therefore largely at the discretion of the observer (Mullins, 2011).Table 1: Classification of Management Approaches of Selected AuthorsAuthor(s)ClassificationStoner, Freeman and Gilbert(2004)1. Scientific Management School2. Classical Organisation Theory School3. The Behavioural School4. The Management Science School (Quantitative)5. The Systems Approach6. The Contingency Approach7. The Era of Dynamic Engagement1. Classical Theories2. Bureaucracy3. Human Relations and Social Psychological Schools4. Systems and Contingency Approaches5. Modern Approaches to Management1. Classical School of Management2. Organic or Neo-Classical School (Human Relationsand Behavioural Theories)3. System and Contingency School4. Dynamic Engagement Era1. Classical Approach2. Quantitative Approach3. Behavioural Approach4. Contemporary Approach (Systems andContingency)Cole (2004)Lawal (2012)Robbins and Coulter (2009)Observation*Separated Scientific fromClassical School.*Identified(No. 7)NewSchool*Separated Bureaucracyfrom Classical School.* Agreed with Stoner et al.(2004) by Identifying NewSchool (No. 4)*Recognised Quantitativeas a Management Approach
Management Theories and its Application in Organisations: The Nigerian ExperienceJones and George (2003)1. Scientific Management Theory2. Administrative Management Theory3. Behavioural Management Theory4. Management Science Theory (Quantitative Mgt,Operations Mgt, Total Quality Mgt)5. Organisation Environment Theory (System andContingency Approach)Mullins (2011)1. The Classical Approach2. The Human Relations and Neo- Human RelationsApproach3. The Systems Approach4. The Contingency ApproachSource: Adaptation from various Authors' books; *Researcher's assessment 2013*Recognised ManagementScience as a ManagementApproach*Grouped Scientific andBureaucracy theories asClassical ApproachIrrespective of the method or technique adopted, categorisation enables managers to choose fromthe different approaches, ideas or solutions which may best suit the peculiar requirements of asituation. For the purpose of this academic undertaking, the researcher will mainly rely on thecategorisation effort of
Modern Approaches to Management *Separated Bureaucracy from Classical School. Lawal (2012) 1. Classical School of Management 2. Organic or Neo-Classical School (Human Relations and Behavioural Theories) 3. System and Contingency School 4. Dynamic Engagement Era * Agreed with Stoner et al. (2004) by Identifying New School (No. 4) Robbins and Coulter (2009) 1. Classical Approach 2. Quantitative .
SOCIAL PSYCHOLOGY 63-81 Learning Objectives 63 Key Terms 63 Role Theories 65 Motivational Theories 67 Learning Theories 69 Cognitive Theories 73 Symbolic Interaction Theories 75 Socio-Cultural Theories 77 Evolutionary Theories 78 Summary and review 80 review QueStionS 81 4. SELF AND IDENTITY 82-107
2 S o c i a l T h e o r i e s Theories can be used to study society—millions of people in a state, country, or even at the world level. When theories are used at this level they are referred to as macro-level theories, theories which best fit the study of massive numbers of people (typically Conflict and Functional theories).
Organizations have to face many challenges in modern era. The same is the position in schools and collages as they are also organizations. To meet the challenges like competition, efficient and economical uses of sources and maximum output, knowledge of management and theories of management is basic requirement. Among Management Theories, Classical Management Theories are very important as .
application of theories, principles and models of learning, communication and assessment in education and training. You will also cover the application of theories and models of curriculum development within your own area of specialism, and the application of theories and models of reflection and evaluation of your own practice. UET6_v1
1.1 This Book and Theories of Economics 1 1.1.1 Theories: Economic and Otherwise 4 1.1.2 Economic Theories in Disagreement 5 1.1.3 Are WAll e Economic Theorists? 6 1.2 Theories and Society 9 1.2.1 Changes in Europe and the Hum
These are equational theories that can be turned into convergent rewrite systems, modulo associativity and commutativity of certain binary operators. Many important theories for intruder deduction fall into this category, e.g., theories for exclusive-or [10,7], Abelian groups [10], and more generally, certain classes of monoidal theories [11].
that our initial survey of business communication theories was an adequate canvassing of essential business communication theories. We used the judges' ratings to classify the theories into four categories: notable, focused, major, and core. For categorizing the theories, we first averaged all raters' theory scores for each theory across all
Theories Proof Systems Class PV, S1 2 eF P [11, 6] PSA, U1 2 QBF PSPACE [18, 6] Ti 2, S i p1 2 G i, G 1 P i [29, 31, 6] VNC0 Frege (F) ALogTime [14, 15, 1] VL GL L [34, 15] VNL GNL NL [35, 15] The rst three theories are rst-order theories; the last three theories are second-order. The last three theories could also be viewed as multi-sorted rst .
