Theories of management

Theories of Management
Name
Institution
The management of complex factories was initially a challenge to many managers as they had no clear guidelines on how and why the best way the managers can achieve. The growth of the classical Organizational School of Thought facilitated guidelines that could enable the complex factories to be managed (Wren, & Bedeian, 1994). However, with the changes in the environmental conditions of the organizations, modern theories have come up to give new guidelines on the best management styles. Therefore, it is upon the modern managers to adopt the management style that will see the business competitively fits in the global market while maximizing profits.
Though concerned about how efficiently organizations and work would be managed, the position of the Classical Organizational School of Thought was that employees’ needs are only physical and economic (Berdayes, 2002). Geraldine, from the scenario, best represents this Classical Organizational School of Thought. The theory does not at any cost recognize that employees to have job satisfaction needs and social needs with them. Probably to this theory, both the satisfaction of jobs for employees and the social needs are not important to them. It is the similar belief that Geraldine has as she deals with her employees where she only consulted them but made decisions on her own.
The characteristics of Geraldine in managing the entire Division of the R$D depicts those described in the classical theory of centralized way of making decision and control of the organization (Berdayes, 2002).

She is often making decisions alone and does not give the opportunity to talented employees, and those she thought have good ideas to do so. Probably she does this because she had a challenge of reporting back to her family on any decision she made. The Classical Organization School of Thought as well advocates for the labor division among the individual employees and various departments. In consideration of labor division, the goals and the resources of the department are defined. In managing of the entire R&D division, Geraldine defines the goals and tasks for every department. She then assigns these tasks to the different employees in different departments, and the resources needed for production. She again coordinates all the activities and the communication within the various departments. The classical theorists emphasized on choosing the best method of carrying out duties that are cost-effective and could save time (Berdayes, 2002). It is exactly what Geraldine asks her employees to do by finding the best, simple and cost-effective method when working.
Geraldine’s way of management can best be identified by administrative theory presented by Henri Fayol who was a great contributor of the classical organizational school of thought. The Fayol’s theory had its focus on the special personal role of the management and kept the management at the center of the organizational management (Berdayes, 2002). Geraldine seems to adopt the presentation of Fayol and believes that in her position as the manager, she has to take the full charge of the management. Geraldine seems to adopt all the five roles the management has to play including, planning, organizing, commanding and controlling (Berdayes, 2002). She does this when she sets the goals and the tasks within the entire R&D division, assigns them to departments, give directions on what is required and coordinate the activities in these departments. She also seems to adopt some of the principles among the fourteen that were developed by Fayol including the division of labor, specialization, and unity of command in her management. She does this by assigning specific goals and tasks to different departments.
As Geraldine approaches her retirement, she is seeking to get her successor to replace her. She has some key areas in her mind that her successor should be able to manage including the technological update. Other areas of her concern include new ideas encouragement, great leadership and to retain young employees. Among the theories, Modern Dynamic Engagement theory can best fit the successor selection criteria by Geraldine. The Modern Dynamic Engagement Theory is based on the factor that the organization does not exist in the environment that is fixed or rather has the forces that are impersonal (Miles, 2014). Instead, this theory views the environment in which the organization exists in as one that undergoes change, complex and appears as a web where many people have the opportunity of interacting one another. This then calls for the managers not only to focus on their personal decision but rather consider what others are good at and talented in. The theory calls upon the managers to redefine what they been accustomed upon as the standard structures and adopt new systems that will be able to utilize the employees’ creativity (Miles, 2014). The system should as well be able to accommodate different types of employees whether based on age where both young and old employees will be housed. The theory as well allows for change of team leadership where the diverse characteristics of employees are factored. The modern dynamic engagement approach as well accommodates any new ideas bearing in mind the changing environment of the organization thus need for new ideas.
In my opinion, based on the definition and the nature of the modern dynamic Engagement Theory, the management philosophy of Melanie can best fit it. Melanie has a belief that there is the need for the use of technology when carrying out various tasks in the organization. Her argument is based on the factor that the world has changed, and it is only through technology that the organization can cope up with the competition. She is collaborative and allows others to suggest ideas and gives them a room when making decisions on the ideas. She believes in listening to people and engaging them to empower them with the belief that they are the engine behind the success of the business.
On the other hand, the management philosophy of Valerie does not fit the modern dynamic Engagement theory. Valerie in her presentation seems to believe in the manager having the final responsibility of making decisions. She as well believes in all team members having a common direction to follow set by the manager when carrying out tasks. Valerie as well is not creative and lacks new ideas coming from her and never believed in changing the way things happen if there is no problem.
In conclusion, based on what is presented in the scenario in comparison to the management theories, all the management styles have the potential to take the business to the best level. However, the application of any management style varies depending on various factors. The factors may include the change in time, the composition of employees and the customers the business is serving. How best the company achieves lies with the best incorporation of these factors in the management of the business.
References
Berdayes, V. (2002). Traditional Management Theory as Panoptic Discourse: Language and the Constitution of Somatic Flows. Culture & Organization, 8(1), 35.
Miles, J. A. (2014). New Directions in Management and Organization Theory. Newcastle upon Tyne: Cambridge Scholars Publishing.
Wren, D. A., & Bedeian, A. G. (1994). The evolution of management thought.