Page 24 - DLIS003_LIBRARY ADMINISTRATION AND MANAGEMENT

Unit 1: Library Administration and Management

Notes

Task Find out the list of Software used to develop an effective Library management
System.

1.6 Management Theories

The main theories of management are discussed below:

1.6.1 Classical Organization Theory School

Scientific management was concerned with increasing the productivity of the shop and the
individual worker. Classical organization theory grew out of the need to find guidelines for
managing such complex organization as factories. Classical Organization Theory focused more
on managing the total organization. Henri Fayol was the leader in this field, and he was the first
to identify planning, organizing, leading, and controlling as important managerial concepts.

1.6.2 The Behavioural Approach

It emphasizes scientific research as the basis for developing theories about human behaviour in
organizations that can be used to develop practical guidelines for managers.

1. The emphasis is upon developing useful tools for managers. Unlike Scientific Management
from the Classical Era, the findings in behavioural studies are often somewhat difficult to
find with mathematical certainty. That does not mean however, that the scientific approach
should not be attempted nor that the findings of such an approach are any less useful.
2. An example is the idea of improving performance by setting goals the individual finds to
be attainable yet not too easy.
Contributions of the behavioural viewpoint:
1. Spotlight the managerial importance of such factors as communication, group dynamics,
motivation, and leaders.

2. Articulates practical applications of behavioural studies.
3. Draws on the findings of a number of disciplines such as management, psychology,
sociology, anthropology, and economics.

4. Highlights the importance of an organization’s members as active human resources rather
than passive tools.

1.6.3 Theory X and Theory Y

Douglas McGregor (1906–1964) developed the Theory X and Theory Y dichotomy about the
assumptions managers make about workers and how these assumptions affect behaviour.
(a) Theory X managers tend to assume that workers are lazy, need to be coerced, have little
ambition, and are focused on security needs. These managers then treat their subordinates
as if these assumptions were true.
(b) Theory Y managers tend to assume that workers do not inherently dislike work, are
capable of self-control, have the capacity to be creative and innovative, and generally
have higher-level needs that are often not met on the job. These managers then treat their
subordinates as if these assumptions were true.
(c) Workers, like all of us, tend to work up or down to expectations.

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