| Joseph, the newly appointed General Manager | | | | foundation of a successful business and |
| of BWTV, must squarely face this issue. As | | | | Davidson and Griffin (2006) recognized the |
| General Manager, he is accountable for the | | | | importance of knowing and understanding the |
| performance of the company to achieve its | | | | history of management theory to draw lessons |
| goals. Joseph will have profit and loss (P & | | | | from the past and help move on to the future. |
| L) responsibilities and must therefore make | | | | |
| sure that everybody in the organization does | | | | According to Daft (1998), the classical |
| the right things right efficiently to be | | | | management perspective started the modern era |
| effective contributors to the company's | | | | of management theory during the early part of |
| profitability and growth. | | | | the 1900s. Various authors say that |
| | | | scientific management and administrative |
| Case facts reveal that Joseph has a good | | | | management compose this management |
| grasp of his responsibilities as General | | | | perspective. The authors noted that the |
| Manager of BWTV. His apprehensions and | | | | focus of scientific management is on the |
| curiosity on some management issues point to | | | | individual while administrative management |
| the fact that he knows what it takes to | | | | concentrates on the organization. |
| manage an organization. For instance, Joseph | | | | |
| immediately sensed that the company is | | | | The website El Rincon Del Vago (n.d.) and |
| disorganized by observing the staff and | | | | Davidson and Griffin (2006) cited the |
| asking diagnostic questions. | | | | principles of management that Henri Fayol |
| | | | developed as one of the major contributions |
| Davidson and Griffin (2006, quoted in Katz | | | | of the classical management perspective to |
| 1974) cites diagnostic skills as one of the | | | | management thought that continue to be |
| essential skills that a manager should posses | | | | observed even by the managers of today. The |
| to operate an organization effectively. | | | | 14 management principles include division of |
| | | | labor, authority, unity of command, |
| Communication, decision-making, time | | | | subordination of individuals to the common |
| management, technical, interpersonal and | | | | good, remuneration, centralization, scalar |
| conceptual skills form the rest of the skills | | | | chain, order, equity, stability, initiative |
| set that Joseph must posses. These are | | | | and esprit de corps. |
| necessary skills that Joseph must have for | | | | |
| him to competently perform his interpersonal, | | | | Another valuable contribution of the |
| informational and decisional roles. | | | | classical management perspective came from |
| | | | the proponents of scientific management. |
| The case reveals that Joseph is uncertain if | | | | Davidson and Griffin (2006) and the website |
| he has what it takes to manage BWTV | | | | El Rincon Del Vago (n.d.) documented the |
| considering that he had only supervised a few | | | | contribution of Frederick W. Taylor in |
| people. He is not sure if he has the | | | | improving production efficiency through his |
| necessary managerial skills to manage the | | | | principles of scientific management. |
| company. De Bono and Heller (n.d.) | | | | |
| emphasizes that the fundamentals of business | | | | Other theories evolved from the classical |
| and management are universal, making them | | | | management perspective. One of these |
| applicable to all organizations, big or | | | | theories represents the behavioral management |
| small. They believe that the growth of a | | | | perspective. The Hawthorne Studies, |
| company hinges on the ability of the manager | | | | according to Daft (1998), proved that the |
| to translate his ideas into effective action. | | | | favorable treatment of people in the |
| Joseph must, therefore, put his best foot | | | | workplace increased motivation and |
| forward and translate his thoughts into | | | | productivity. The study laid the foundation |
| action. The owner of the company has full | | | | for other works in learning more about |
| trust in him and that is a good starting | | | | leadership, motivation and human resource |
| point. | | | | management which continue to be a major |
| | | | concern of today's managers. |
| Management theories can lay down the | | | | |