Classical and neoclassical approaches of management: An overview

Sarker, Sadrul Islam

doi:10.9790/487x-1460105

Cited by 16 publications

(10 citation statements)

References 7 publications

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“…However, leaders who manage employees using the neoclassical or behavioral approach evoke OCB from them because they consider their own emotions and that of the employees. However, the study does not totally downplay the role of the classical approach in managing and enhancing performance in organizations but agrees with scholars like Sarker and Khan (2013) and Grupta (1992) that there should be a proper blend of both classical (i.e. structures) and behavioral (neoclassical) (i.e.…”

Section: Discussion Of Analysissupporting

confidence: 71%

“…According to the theory, the success of any organization will be inevitable when managers or leaders strive to understand and conduct organizational activities mindful of the needs of employees. Furthermore, the behavioral theory takes into consideration the emotions and human traits of employees thus embracing a more democratic approach (Sarker and Khan, 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

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The leaders’ emotional intelligence

Dartey‐Baah

Mekpor

2017

AJEMS

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Purpose The purpose of this paper is to determine the extent to which leaders’ emotional intelligence (EI) predict the voluntary work behaviors (i.e. organizational citizenship behavior (OCB) and counterproductive workplace behavior (CWB)) of employees in the Ghanaian banking sector. Design/methodology/approach Quantitative approach was adopted to collect data from 234 respondents working in both high- and low-performing banks in Ghana. Both purposive and simple random sampling techniques were used for the selection of the respondents. Findings The findings of the study revealed that the leaders’ EI positively predicted the OCB of employees while a negative relationship was found between leaders’ EI and its prediction of employees’ CWB. Thus, emotionally intelligent leaders are able to evoke citizenship behaviors while mitigating CWBs of employees in the Ghanaian banking sector. Research limitations/implications The research addresses the gap in literature on how leaders’ EI influence employees’ tendency to exhibit either OCB or CWB specifically in the Ghanaian context. Practical implications The findings suggest that organizational leaders especially in the Ghanaian banking sector should be trained to be emotionally intelligent in their relationship with employees as such skills boost positive voluntary behaviors and have the tendency to alleviate the negative behaviors by employees. Originality/value The study provides an in-depth account on how the leaders’ EI influence both employees’ OCB and CWB and how to appropriately evoke or alleviate them, respectively.

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Section: Discussion Of Analysissupporting

confidence: 71%

Section: Literature Reviewmentioning

confidence: 99%

The leaders’ emotional intelligence

Dartey‐Baah

Mekpor

2017

AJEMS

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“…What we have seldom heard about is the unreadiness of most people to adopt new technologies and the increasing amount of the population that demand work but whose opportunities have been replaced by machines (Gulzar 2015). The theory of management provided a rational and scientific basis for the management of organizations to create efficient planning, organizing, influence and control of all work activities (Pindur and Rogers 1995) with a managerial educational framework to motivate employees and to improve productivity (Sarker and Khan 2013). This theory is called classical management theory, which stands on two fundamental pillars: scientific management and administrative management.…”

Section: Introductionmentioning

confidence: 99%

Industry 4.0 for the Construction Industry: Review of Management Perspective

et al. 2019

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Technology and innovations have fueled the evolution of the fourth industrial revolution (Industry 4.0). Industry 4.0 spurs growth and development through its efficiency capacity, as documented in the literature. The growth of the construction industry is a subset of the universal set of the value of gross domestic product, and thus, industry 4.0 has a spillover effect on the engineering and construction industry. The aim of this paper is to map the state of Industry 4.0 in the construction industry from the point of view of manarial activities, such as investment management, project preparation, and an overall approach to the management of related activities. This study employed scoping review techniques to dissect the status quo for Industry 4.0 and the construction industry. The empirical results from the systematic and scoping review methods for the ten sampled publications revealed that information and communication technology (ICT)—Industry 4.0—has a significant positive impact on the growth of the construction industry. Therefore, construction practitioners should partner more with researchers in the ICT industry to enhance the automation of work processes and managerial activities in the engineering and construction industry.

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“…The Neo-classical approach is the extended form of classical approach of management (Sarker et al 2013). It builds on the classical approach but broadens and expands it (Ibid.).…”

Section: The Neoclassical Theory Of Organizationmentioning

confidence: 99%

Relevance of Classical Management Theories to Modern Public Administration: A Review

Nhema

2015

jpag

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This study focuses on the analysis of management theories of the 19 th and early 20 th centuries that are commonly referred to as classical organization theories. These ideas are contrasted with the human relations school of thought that achieved great popularity in the 1930s and 1940s. The study asserts that there are valuable lessons that modern public bureaucracies and other public institutions can draw from these early theoretical frameworks. Public organizations molded on the classical organizational management theoretical perspectives have proven remarkably stable in different circumstances around the world. However, they are now increasingly expected to adapt to new and unforeseen circumstances by integrating the foundations inherited from the past and the lessons learnt over the past three decades. Such an approach will enable public institutions to adapt to rapid changing circumstances and in the process be well equipped to meet the demands of their citizens at the levels of theory and practice.

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Classical and neoclassical approaches of management: An overview

Cited by 16 publications

References 7 publications

The leaders’ emotional intelligence

The leaders’ emotional intelligence

Industry 4.0 for the Construction Industry: Review of Management Perspective

Relevance of Classical Management Theories to Modern Public Administration: A Review

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