Research Theories of Social Sciences

Theoretical foundations of organizational behavior

Theory	Authors	Synopsis
Classical organizational theory	Henri Fayol – French management theorist; often referred to as the”father of modern operational management theory”. Wrote what is considered a foundational work in classical management theory entitled “General and Industrial Management” (1949) that outlined a series of fourteen principles of management to effectively control organizations	Defined administration in terms of five functions: planning; organizing; commanding; coordinating; and controlling. This theory identifies fourteen principles of management: division of work (according to skill and expertise); discipline (marked by obedience and respect); unity of command (where employees should receive orders from one superior only – considered “dual command” as one of the greatest sins of management leading to undermined authority, discipline being jeopardized, a disturbance or order, and stability being threatened); authority and responsibility (emphasizing the importance of a link between authority and responsibility, which jointly required increased judgment and morality at senior levels); unity of direction; subordination of individual interests to general interests; remuneration of personnel; centralization; scalar chain of authority; order; equity; stability of tenure of personnel; initiative; and esprit de corps.
Organizational theory
Bureaucratic theory
Human resources management theory
Theory X and Theory Y	Douglas McGregor - an American social psychologist, developed his theory at the MIT Sloan School of Management and proposed his famous X-Y theory in his 1960 book 'The Human Side Of Enterprise'. Based on Maslow’s hierarchy of needs.	This theory describes two very different attitudes toward workforce motivation. McGregor maintained that there are two fundamental approaches to managing people. McGregor's X-Y Theory remains a valid basic principle from which to develop positive management style and techniques. McGregor's XY Theory remains central to organizational development, and to improving organizational culture. Theory X is an authoritarian management style. In this theory management assumes employees are inherently lazy and will avoid work if they can. Workers need close supervision and comprehensive systems of controls. Hierarchical structures with narrow spans of control are set at each level. According to this theory employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. Theory Y is a participative management style. In this theory management assumes employees are ambitious, self-motivated, willing to accept greater responsibility, and exercise self-control and self-direction. Employees have the desire to be imaginative and creative if given the opportunity. Today the theories are seldom used explicitly, largely because the insights they provided have influenced and been incorporated by further generations of management theorists and practitioners. They seem to represent unrealistic extremes; studies have questioned the rigidity of the model.
Theory Z	William Ouchi – developed in his book 1981 'Theory Z: How American management can Meet the Japanese Challenge'.	Theory Z is often referred to as the 'Japanese' management style. Theory Z essentially advocates a combination of all that’s best about theory Y and modern Japanese management, which places a large amount of freedom and trusts with workers, and assumes that workers have a strong loyalty and interest in team-working and the organization. Theory Z also places more reliance on the attitude and responsibilities of the workers, whereas McGregor's XY theory is mainly focused on management and motivation from the manager's and organization’s perspective.
Management systems theory	Likert, related to McGregor’s Theory X-Y	Essentially, there are four categories of “management systems” of theoretical descriptions of conditions that may be found in schools and school systems.
Systems theory
General systems theory
Social systems theory
Role theory
Contingency theory
Motivation
Maslow’s Hierarchy of needs theory	Abraham Maslow - American psychologist who published in his book Motivation and Personality (1943) his famous Hierarchy of Needs proposed in his 1943 paper A Theory of Human Motivation	His theory contends that as humans meet basic needs, they seek to satisfy successively higher needs that occupy a set hierarchy. Maslow’s hierarchy of needs is iften depicted as a pyramid consisting of five levels: the four lower levels are grouped together as deficiency needs associated with physiological needs, while the top level is termed growth needs associated with psychological needs. While deficiency needs must be met, growth needs are continually shaping behavior. The basic concept is that the higher needs in this hierarchy only come into focus once all the needs that are lower down in the pyramid are mainly or entirely satisfied. Growth forces create upward movmenet in the hierarchy, whereas regressive foreces push needs further down the hierarchy. However, one of the main flaws in the theory is that level three can be reached without completing level 2; you may have numerous friends but no security. Maslow created five needs and used a pyramid to illustrate that one grows based on the lower needs: Body (physiological) needs - air, warmth, food, sleep, stimulation and activity. - concerns biological balance and stable equilibrium (homeostasis). These needs can be very strong because if deprived over time, causes death; Security (safety) needs - living in a safe area away from threats. This level is more likely to be found in children as they have a greater need to feel safe; Social (love and belongingness) needs - the love of family and friends; Ego (self esteem) needs - healthy pride The Ego needs focus on our need for self-respect, and respect from others; Self actualization (fulfillment) needs - purpose, personal growth and realization of potentials. People become fully functional, acting purely on their own volition and having a healthy personality.
Hertzberg’s two factor theory of motivation
Adams’ equity theory
McClelland’s motivational theory
Leadership
Two-dimensional leadership theory
Contingency theories of leadership
Fiedler’s contingency theory
Vroom’s and Yetton’s normative contingency theory
Reddin’s 3-D theory
Hersey’s and Blanchard situational theory