1.
Not suitable for today’s dynamic and complex organizations. Viewed employees as tools rather than resources. Prescribed universal procedures that are not appropriate in some settings.
Scientific Management (Classical Management)
Frederick Taylor, Frank Gilbreth, Lillian Gilbreth.
Aimed at improving the performance of individual workers. Put an end to the practice of soldiering. Piecework pay system. Job specialization.

2.
Not suitable for today’s dynamic and complex organizations. Viewed employees as tools rather than resources. Prescribed universal procedures that are not appropriate in some settings.
Administrative Management (Classical Management)
Henri Fayol, Lyndall Urwick, Max Weber.
Focused on managing the total organization. Established managerial functions such as planning, organizing, leading, and controlling. Concept of bureaucracy laid the foundation for contemporary organization theory.
3.
Many of their assertions were simplistic and provided inadequate descriptions of work behavior.
Behavioral Management
Perspective
Hugo Munsterberg, Mary Parker Follett, Elton Mayo
Placed much more emphasis on individual attitudes and behaviors and on group processes and recognized the importance of behavioral processes in the workplace.
4.
Many of their assertions were simplistic and provided inadequate descriptions of work behavior.
Human Relations Movement
Abraham Maslow, Douglas McGregor.
Proposed that workers respond primarily to the social context of the workplace including social conditioning, group norms and interpersonal dynamics. A basic assumption of the human relations movement was that the manager’s concern for workers would lead to increased satisfaction, which in turn would improve performance.
5.
Relatively imprecise in its ability to predict the behavior of specific individuals.
Organizational Behavior

Human behavior in organizations is complex. It takes a holistic view of behavior and addresses individual, group and organization processes.
6.
Cannot fully explain or predict the behavior of people in organizations.
Quantitative Management Perspective

Applies quantitative techniques to management. It focuses on decision making, economic effectiveness, mathematical models and the use of computers.
7.
Models may require unrealistic or unfounded assumptions.
Management science

Focuses specifically on the development of mathematical models. Focuses on models, equations and similar representations of reality.