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