TRADITIONAL ADMINISTRATIVE THEORY AND USE OF THEORY

IN EDUCATIONAL ADMINISTRATION

DEPARTMENT OF EDUCATIONAL STUDIES

FACULTY OF EDUCATION

EDUCATIONAL ADMINISTRATION IN INDIA

SUBMITTED BY: SHEEREEN NOOR

SUBMITTED TO: DR. SARITA KUMARI
ASSIGNMENT-1
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Table of Content
❖ Theories of Organization.
❖ Traditional or Classical Theory of Organization.
❖ Characteristics of Traditional Theory.
❖ Fundamentals elements of Administration.
❖ Fourteen principles of Management by Henri Fayol.
❖ Theory of Scientific Management by Taylor.
❖ Principles Of Scientific Management by Taylor.
❖ Advantages of Scientific Management.
❖ Criticism of scientific Management.
❖ Conclusion.
❖ Differences Between Henri Fayol Vs Taylor Theories of
Management.
❖ Functions of Theories In educational Administration.
❖ References.
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Theories of Organization
There are several theories of organization. The distinguished theories are
(a) The traditional or Classical Theory of Organization
(b) The Scientific Management Theory
(c) The Bureaucratic Theory and
(d) The Human Relation Theory of Organization.

The Traditional or Classical Theory of

Organization
➢ The traditional or classical theory of organization was
based on the formal administrative structure and basic
management process.
➢ This theory was developed during the first half of the
20th century. This theory represents the merger of
scientific management, bureaucratic theory, and
administrative theory.
➢ The chief advocates of this theory are Henri Fayol, Luther
Gullick, Lyndall Urwick, J.D. Money, A.C. Reiley, Mary
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Parker Follet and Shelton. March and Simon have characterized this
approach as the administrative management theory.
➢ The theory is based on the theory is that a science of administration can
be developed based on some principles and based on the experience of
administrators.
➢ The theory always aims to create certain universal principles of
organization.
➢ It deals primarily with the formal organization structure. This theory was
based on two important things I.e., efficiency and economy.
➢ The French mining engineer, Henri Fayol (1841-1925) is popularly known
as the father of Classical Theory of the organization.
➢ He was also a renowned industrialist and a successful manager. In 1916,
he had published a monograph on „General and industrial management‟
in France.
➢ Henry Fayol, also known as the ‘father of modern management theory’
gave a new perception of the concept of management.
➢ He introduced a general theory that can be applied to all levels of
management and every department.
➢ The Fayol theory is practised by the managers to organize and regulate
the internal activities of an organization.
➢ He concentrated on accomplishing managerial efficiency.

Characteristics

The characteristic features of the Classical Theory of organization are as

follows:

(i) Specialization or division of work.

(ii) Hierarchy or the grading principle of the organization
(iii) Rationality or Reasonableness of the employees.
(iv) Impersonality or impersonal decision-making system.
(v) Command or Order
(vi) Structure of the organization
(vii) Economy and efficiency
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Fundamentals Elements of Administration

Hennery Fayol interpreted the fundamental elements of the

administration are as follows.

(a) Administration should predict the plan of action which examines its
future. There should be unity, continuity, flexibility and precision in the
plan of action of the administration.

(b) Administration should be organized and there should be cooperation

between the material and human structure in the enterprise.

(c) Administration should command to maintain activity among the

employees.

(d) Administration should maintain coordination among the workers to

accord and amalgamate all the accomplishments and determinations.

(e) Administration should control every act of administration with the

recognized instructions and articulated command.

Henri Fayol has defined management in terms of five functions such as

Planning, Organizing, Commanding, Co-coordinating and Controlling
(POCCC).

The fourteen principles of management created by Henri Fayol are:-

1. Division of Work-

Henri believed that segregating work in the workforce amongst the

worker will enhance the quality of the product.

Similarly, he also concluded that the division of work improves the

productivity, efficiency, accuracy and speed of the workers.
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This principle is appropriate for both the managerial as well as a

technical work level.

2. Authority and Responsibility-

These are the two key aspects of management. Authority facilitates the
management to work efficiently, and responsibility makes them
responsible for the work done under their guidance or leadership.

3. Discipline-

Without discipline, nothing can be accomplished. It is the core value for

any project or any management. Good performance and sensible
interrelation make the management job easy and comprehensive.
Employees good behaviour also helps them smoothly build and progress
in their professional careers.

4. Unity of Command-

This means an employee should have only one boss and follow his
command.
If an employee has to follow more than one boss, there begins a conflict
of interest and can create confusion.

5. Unity of Direction-

Whoever is engaged in the same activity should have a unified goal.

This means all the person working in a company should have one goal
and motive which will make the work easier and achieve the set goal
easily.

6. Subordination of Individual Interest-

This indicates a company should work unitedly towards the interest of a

company rather than personal interest. Be subordinate to the purposes
of an organization.
This refers to the whole chain of command in a company.
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7. Remuneration-

This plays an important role in motivating the workers of a company.

Remuneration can be monetary or non-monetary. However, it should be
according to an individual’s efforts they have made.

8. Centralization-

In any company, the management or any authority responsible for the

decision-making process should be neutral. However, this depends on
the size of an organization.
Henri Fayol stressed on the point that there should be a balance
between the hierarchy and division of power.

9. Scalar Chain-

Fayol on this principle highlights that the hierarchy steps should be from
the top to the lowest.
This is necessary so that every employee knows their immediate senior
also they should be able to contact any, if needed.

10. Order-

A company should maintain a well-defined work order to have a

favourable work culture.
The positive atmosphere in the workplace will boost more positive
productivity.

11. Equity-

All employees should be treated equally and respectfully.

It’s the responsibility of a manager that no employees face
discrimination.

12. Stability-

An employee delivers the best if they feel secure in their job.

It is the duty of the management to offer job security to their
employees.
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13. Initiative-

The management should support and encourage the employees to take

initiatives in an organization.
It will help them to increase their interest and make then worth.

14. Esprit de Corps-

It is the responsibility of the management to motivate their employees

and be supportive of each other regularly.
Developing trust and mutual understanding will lead to a positive
outcome and work environment.

These 14 principles of management are used to manage an organization

and are beneficial for prediction, planning, decision-making,
organization and process management, control and coordination.
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Scientific Management Theory

Introduction
➢ Frederick W. Taylor, in full Frederick Winslow
Taylor, (born March 20, 1856, Philadelphia,
Pennsylvania, U.S.—died March 21, 1915,
Philadelphia).
➢ American inventor and engineer who is
known as the father of scientific
management.
➢ His system of industrial management,
known as Taylorism, greatly influenced the
development of industrial
engineering and production
management throughout the world.
➢ Taylor earned a degree in mechanical
engineering from Stevens Institute of Technology in
1883.

Aims of Scientific Management are as follows-

(i) Scientific management aims to increase production of the

organization by using standardized equipment, tools and methods.

(ii) Scientific management aims to improve the quality of the output by

doing research.

(iii) Scientific management aims to reduce the cost of production by

using rational plans and cost control mechanisms.

(iv) Scientific management aims to eliminate the waste by changing the

methods of manufacturing.

(v) Scientific management aims to placement the right persons in right

place by using scientific techniques.
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(vi) Scientific management aims to provide incentive in wage payment

with the efficiency of the workers.

Principles of Scientific Management by Taylor:

F.W. Taylor or Fredrick Winslow Taylor, also known as the ‘Father of scientific
management’ proved with his practical theories that a scientific method can
be implemented to management.
Taylor gave much concentration on the supervisory level of management and
performance of managers and workers at an operational level.
These five (5) principles of scientific management process involved
experiments, observation, analysis, and inference and were applied to create
a cause-and-effect relationship.
The five principles of Management by F.W Taylor

1. Science, not the Rule of Thumb-

This rule focuses on increasing the efficiency of an organisation through

scientific analysis of work and not with the ‘Rule of Thumb’ method.
Taylor believed that even a small activity like loading paper sheets into
boxcars can be planned scientifically. This will save time and also human
energy.
This decision should be based on scientific analysis and cause and effect
relationships rather than ‘Rule of Thumb’ where the decision is taken
according to the manager’s personal judgement.

2. Harmony, Not Discord-

Taylor indicated and believed that the relationship between the workers
and management should be cordial and completely harmonious.
Difference between the two will never be beneficial to either side.
Management and workers should acknowledge and understand each
other’s importance.
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Taylor also suggested the mental revolution for both management and
workers to achieve total harmony.

3. Mental Revolution-

This technique involves a shift of attitude of management and workers

towards each other. Both should understand the value of each other and
work with full participation and cooperation.
The aim of both should be to improve and boost the profits of the
organisation. Mental Revolution demands a complete change in the
outlook of both the workers and management; both should have a sense
of togetherness.

4. Cooperation, not Individualism-

It is similar to ‘Harmony, not discord’ and believes in mutual

collaboration between workers and the management.
Managers and workers should have mutual cooperation and confidence
and a sense of goodwill.
The main purpose is to substitute internal competition with cooperation.

5. Development of Every Person to his Greatest Efficiency-

The effectiveness of a company also relies on the abilities and skills of its
employees. Thus, implementing training, learning best practices and
technology, is the scientific approach to brush up the employee skill.
To assure that the training is given to the right employee, the right steps
should be taken at the time of selection and recruiting candidates based
on a scientific selection.
These five (5) principles of scientific management process involved
experiments, observation, analysis, and inference and were applied to
create a cause-and-effect relationship.
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Advantages of Scientific Management

1- It replaces the old and traditional rule of thumb by using scientific

techniques.
2- It has a proper selection and training method for the workers.
3- It establishes a harmonious relationship between workers and
management
4- It achieves the equal division of responsibilities and duties.
5- It standardizes the tools, equipment and methods
6- It gives the detail instruction and constant guidance to the workers.
7- The incentive wage system helps for higher production.
8- It eliminates the waste.
9- It satisfies the needs of the customer by providing them high quality
product with minimum price.

Criticism of Scientific Management Theory

The theory has been criticized as under:

a. It only emphasizes on the shop floor management and neglects the
organizational process beyond that level. It also ignores about the
integration of higher levels of the organization.
b. It has emphasized on the mechanical part of the organization. Thus, it
undermines the human side of the organization.
c. It underestimates and over simplified human motivation. It only
emphasizes the economic or material rewards.
d. March and Simon described it as psychological or organization
theory.
e. It makes trade unions unnecessary by resolving all sorts of disputes by
effective cooperation.it is opposition to the managers as they lose their
judgement and direction due to adoption of scientific method and
increasing their work and responsibilities.
f. As the wage system is based on the efficiency of the workers, it does
not hike on a regular proportion. So, it exploits the workers.
g. It over simplified the workers motivation.
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Conclusion

However, besides all sorts of criticisms the theory has a great impact and
influence the public administration in various ways such as developing
the efficiency of the workers and widely accepted values and methods
by each and every section of the society. During 1920 to 1930, the
various concepts of scientific management were widely 62 accepted in
the community of professional administrators and scholars of public
administration. Moreover Taylors, Scientific Management theory had a
major influence on the growing reform and economic movements in
public administration

Difference Between Fayol vs Taylor’s Theories of Management

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Functions of Theories in Educational Administration

Most theories applied to educational administration originated elsewhere—

mainly the business world. The most commonly applied theories come from
the field of organizational theory, which originated with a focus on individuals
and groups in an organization and how to increase their productivity. Later
movements focused on the social and psychological needs of people in an
organization as a way to help an organization meet its goals. Contemporary
organizational theories have been developed that emphasize the need to
balance the organization’s needs for productivity with the individual’s needs
within an organization. More recent theories also account for the complexity
of social groupings and communication in modern organizations,including
schools and educational institutions.

1. Decision Making

Theories can help leaders by giving them the benefit of different perspectives.
Administrators can compare their observations against theories that have
combined and synthesized the experiences of others. An educational leader
limited by his interpretation of the facts of a given situation can use
knowledge of theories to overcome this by gaining a broader perspective and
re-examining available information in this context.

2. Predicting Behavior

Theories allow educational leaders to predict the outcome of their decisions.

By examining relevant theories, an administrator has an idea of what reactions
and outcomes to expect from certain actions or policies. The leader is then
able to make a more informed decision that weighs the anticipated response
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or result. For example, a school leader may use the theory of planned behavior
to decide if providing expensive professional development to a team of
struggling teachers in the English department is likely to be worthwhile. The
theory of planned behavior considers a person’s attitudes and perceived
abilities to determine whether the person has an intention to engage in a
specific behavior. The principal would consider his observations of the
teachers’ attitudes and evidence of the teachers’ self-efficacy to gauge
whether the teachers are likely to engage in the new teaching behaviors they
would learn at the expensive training.

3. Organizational Control

Using theories as models, educational leaders can communicate more clearly

and maintain a more consistent focus and message than if they were “playing
by ear.” They can discuss the employees, work systems and objectives of their
organization using unambiguous terminology. When an administrator refers to
all the teachers, students, parents and community members of a campus as
“stakeholders”, for example, she is using a term from stakeholder theory
meant to also communicate the value the administrator places on these
groups. Educational administrators use theories to mold their personal
leadership and communication styles as well, benefitting from the expertise of
others and affording them a model against which to continually compare
themselves.

4. Future Functions

Policy makers use theories to provide succinct explanation, evidence and

solutions for a given problem. Theories provide ideals or models on which to
base initiatives. Additionally, when a theory doesn’t exist or is inadequate to
address a question or problem, this serves researchers in educational
administration by revealing needed areas of research.

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References
https://www.researchgate.net ›
https://www.mindtools.com ›
https://study.com ›
Fayol H (1930) General and industrial management. Sir I Pitman &
Sons LTD, London Google Scholar
Gulick L (1937) Papers on the science of administration. Institute of
Public Administration/Columbia University, New York Google
Scholar