By Shadreck Zangairai

The emergence of Artificial Intelligence (AI) in the business world is sparking a radical overhaul of established corporate practices and the reformation of organisational management structures. This integration marks the beginning of a new era in which AI becomes essential to steering management tactics and generating innovative avenues for efficiency. The profound influence of AI on management routines marks a pivotal transition in the principles of business leadership and administration.
This shift calls for a fresh examination of the time-tested management theories and models that have historically guided organisations. These intellectual constructs have remained steadfast through constant waves of change, providing a reliable foundation for organisational leaders to base their decisions upon throughout the contemporary era of commerce. While these frameworks have undergone incremental changes to align with the evolving needs of various periods and business environments, their fundamental principles have demonstrated notable resilience.
However, the integration of AI into the business environment necessitates a rethinking of these long-established management theories. While their underlying importance remains robust over time, the overlay of AI’s advanced capabilities requires a creative reapplication of these theories, reshaping them to fit the new realities introduced by AI.
Elton Mayo’s pioneering work at the Hawthorne Works in the 1920s revealed the significant impact of attention to employee needs on improving performance. His approach highlighted the importance of employee participation in decision-making, fostering autonomy, and acknowledging the importance of workplace social dynamics. The integration of AI in the workplace offers the potential to enhance Mayo’s principles by relieving managers of routine tasks, thereby giving them more opportunities to concentrate on the well-being of their teams. This change could lead to a deeper personal connection with team members, a greater recognition of their successes, and stronger support systems developed through a more empathetic approach.
In this context, I’ve recognised that while management theories might still be relevant, their reinterpretation is indispensable. We must consider how these theories can serve as a framework for new models, considering AI not merely as a tool but as a fundamental aspect of our business philosophy and strategy. We are in a thrilling era where age-old management theories intersect with the tide of the digital revolution. The imperative to integrate these realms is immediate, presenting both challenges and a wealth of possibilities. In honouring the time-tested insights of management pioneers while embracing the boundless opportunities offered by technology and AI, we find ourselves at the dawn of a transformative period in management. Here, the wisdom of the past merges with the innovation of the future to forge businesses that are robust, flexible, and deeply attuned to human needs.
In majority of today’s workplaces after the workers and job processes are put in place, the managers of the company stay involved and provide supervision to each worker to ensure the job is done in the best way to suit the organization goal. This is very important. Just because a department is designed to be efficient does not prevent workers from falling back into bad work habits. The first principle of Taylor’s Scientific Management state that work should be divided between managers and workers. The mangers apply management principles to planning and supervising the work, and the workers carry out tasks. This theory has been utilized in most modern organization and has led to an increase in production and also takes some of the pressure off the management.
Relevance of Classical School Of Management to Present Day Management Practices
My view is in support of Mullins who opined that current management approaches tend to reinforce rather than weaken the traditional approaches. For instance, the scientific method focuses on production efficiency processes, employee motivation through performance related pay and the observance of strict principles. This view is strengthened by the current strategic management which stresses the importance of considering internal processes as a way of remaining competitive in this global challenging business environment.
Again, Total Quality Management (TQM) is in line with the scientific model when it singles out production processes as well as the importance of ensuring efficiency and effectiveness of production processes. This internal approach of scientific management model has been extrapolated to include various other business processes and functions. For example, organisations conduct marketing campaigns while at the same time ensuring that the process is as economical as possible. The effect of such campaigns makes sure that organisations realise value for money as the end result.
Moreso, the resource based view and the system theory strengthens the scientific theory by emphasising the importance of processes and their coordination in the organisation. This is a result of the improvements on traditional model where organisations are viewed as a collection of systems that must be synchronised so that signs may operate efficiently. This traditional school mainly put focus on production processes while present day management view all organisational functions as an important part of the system. The aspect of proper recruitment also resonates with present day management practices where organisations are interested in recruiting qualified and highly talented people that will perfectly execute their duties with rare and unimitable skills. For instance, the development of scientific personality tests in addition to oral interviews further enriches the requirement of the scientific management outlook.
My academic journey and professional experiences have underscored a crucial lesson: transforming management theories is not merely an academic exercise but a practical necessity. It is an ongoing process of adaptation that requires continuous learning, critical thinking, and an openness to change. As I continue to spearhead transformation efforts, I am reminded that the essence of effective management lies not in the rigidity of old paradigms but in the fluid integration of timeless principles with the innovative spirit of the present. This is the path to forging management practices that are efficient, productive, and responsive to the needs of a rapidly evolving world.
The future of organisational management is a symbiotic blend of human and artificial intelligence, a hybrid workforce where AI supports and extends human capabilities. Management theories will not only continue to evolve with AI. Still, they will become more dynamic, fostering environments where the strategic understanding of human leadership synergises with the analytical prowess of AI to lead to unprecedented levels of organisational success. This new era of management will be characterised by the unparalleled potential for quality enhancement, efficiency, and adaptability, ensuring that organisations remain resilient and competitive in an ever-evolving business landscape.
In summary, the classical management was not only important in the past, but also continues to be important in present day management practices. Successful management requires an appreciation of the fundamental concepts of effective management techniques and principles. To gain such an insight and to manage efficiently and effectively, managers need to develop an acknowledgement of past management principles, models and theories. The 19th century saw the need for growth in formal management forcing organisations to have a system to guide managers in an attempt to improve productivity and efficiency of workers. The classical theories have their basis on a pyramid, hierarchical structure and autocratic management, clear chain of command and short span of control. Despite their criticism as an outdated model, classical theory still is the leading school of thought and most prevalent kind of management practiced in today’s business structures.

Shadreck Zangairai is a Human Resources Practitioner, for feedback email:
shadreckzanga@gmail.com, +263772939877/713068365.
Disclaimer: The information contained herein does not serve as alternative to legal advice. The author do not accept any liability for any damages or losses suffered as a result of actions taken based on information contained herein.

By Langton Chikaka

Bias and micro aggressions (that is subtle, often unintentional expression of bias or prejudice) are widespread and common issues in schools, affecting students’ emotional well-being, academic performance, and their sense of belonging.
These are not immediately noticeable yet damaging behaviors can be intentional or unintentional, but their impact is undeniable. To create a safe and inclusive environment, schools must acknowledge the existence of bias and microaggressions and take proactive steps to address them.

  The Impact of Bias and Microaggressions

Bias and microaggressions can have significant negative repercussions that can have a lasting impact , including decreased academic motivation, lower self-esteem, and increased stress and anxiety. Students who experience bias and microaggressions may feel isolated, marginalized, and unsupported, leading to a negative school climate.

    Strategies for Addressing Bias and Micro-aggressions

1.  Establish clear policies and procedures by developing and communicating policies that address bias and microaggressions, ensuring that students, teachers, and staff understand the consequences of such behavior.

2.  Provide training and support for teachers and staff to recognize and address bias and microaggressions, promoting a culture of empathy and understanding. This is where Guidance and Counselling comes to prominence. 
3.  Foster opening dialogue through encouraging open and honest discussions about bias and microaggressions, creating a safe space for students to share their experiences and concerns. You can save lives as young learners pour out their thoughts , feelings and opinions. Help comes before it is too late.
4.  Use of restorative practices: School authorities must and should implement restorative practices, such as circle discussions to address harm and build relationships, promoting healing and accountability.

Creating a Culture of Inclusion and respect

Creating a culture of inclusivity and respect in schools is key to fostering a positive and supportive learning milieu. Schools with inclusivity and respect at the core of their thrust have the following characteristics:
1. Schools which incorporate diverse worldviews and experiences into their curriculum, ensuring that students see themselves reflected in the materials and content, are more inclusive and the concept of Unhu is evident.
2. Institutions which encourage empathy and understanding by teaching students to consider multiple perspectives and, in consequence, foster empathy and understanding of others’ experiences and backgrounds by learners.
3. In the same vein, schools can foster a sense of belonging through creating a welcoming and inclusive environment, ensuring that all students feel valued, respected, and supported.

    Conclusion

In view of issues raised in this article, addressing bias and microaggressions in school requires a proactive and multifaceted approach. By establishing clear policies, providing training and support, fostering open dialogue, and promoting diversity and representation, schools can create a safe and inclusive environment for all students. By working together, we can
ensure that every student feels valued, respected, and empowered to succeed.

By Virginia Njovo

Bikita residents have expressed frustration over the lack of critical policies from the Bikita Rural District Council (RDC), highlighting gaps in housing, disability inclusion, and vehicle retention schemes, which they said undermine accountability and hinder inclusive development.
Speaking at a recent dialogue meeting organized by the Zimbabwe Council of Churches (ZCC) at Chevron Hotel, Bikita Residents and Ratepayers Association (BIRRA) Coordinator Bright Maduyu criticized council for failing to implement a formal housing policy.
“We are deeply concerned by the council’s failure to formulate a formal housing policy which has led to unregulated and opaque allocation of stands, a lack of affordable housing mechanisms for low-income earners, poor prioritization in land servicing, and vulnerability to land corruption as well as illegal settlements,” said Madhuyu.
Madhuyu raised alarm over the absence of a disability inclusion policy in the council, which he said contributed to the continued marginalization of people with disabilities.
“Bikita RDC has failed to adopt a Disability Policy, contributing to the ongoing exclusion and discrimination of persons with disabilities (PWDs), as there is a lack of accessible infrastructure and services, absence of representation in decision-making, and no targeted development programmes for PWDs. This neglects Section 22 and Section 83 of the Constitution of Zimbabwe and the country’s obligations under the UN Convention on the Rights of Persons with Disabilities (CRPD),” said Maduyu added.
Maduyu also pointed to concerns about a potentially fraudulent vehicle retention scheme at Bikita RDC, which he claimed was draining residents’ pockets.
“We have received credible reports of a non-transparent and potentially fraudulent scheme involving the sale and retention of council vehicles by senior management. Concerns include a lack of adherence to proper tendering or disposal procedures, the sale of vehicles to officials at undervalued prices, and non-compliance with public finance management and procurement laws,” Maduyu revealed.
To address these issues, Maduyu called for the adoption of a transparent housing policy, one that aligns with the Urban Councils Act and ensures equitable access, particularly for youth and low-income earners.
“We call for the drafting of a transparent local housing policy, provisions for equitable access, especially for youth and low-income earners, and strong planning and environmental safeguards,” said Maduyu.
In response to the growing concerns, residents also demanded that the local authority conduct a forensic audit of vehicle disposals over the past five years.
“We are demanding for an independent forensic audit of all vehicle disposals for the past five years, the immediate suspension of all vehicle disposals, and the adoption of a transparent council-approved asset disposal policy aligned with national standards,” said Maduyu.
Contacted for comment by TellZim News on the issues raised by residents, Bikita RDC acting Chief Executive Officer (CEO) Arnold Mtuke said the residents had also raised their concerns directly to council so they would respond to them first before commenting to the media.
“We acknowledge receipt of BIRRA’s concerns and will address them directly. We will communicate developments to BIRRA and provide further clarification needed,” said Mtuke.
Service delivery concerns were also raised by residents of Masvingo Rural District Council, who complained about sewer bursts and poor refuse collection.
Calisto Rukwanda, a resident, highlighted some of the issues affecting the district saying Service delivery in Masvingo RDC was problematic, especially in Nemamwa Growth Point where sewer bursts were common.
He said roads were not being maintained in rural areas, especially the road connecting the Growth Point to Charumbira, which was damaged by heavy rains last season.
Despite these challenges, Masvingo RDC is one of the few rural councils set to receive devolution funds in 2026.
Addressing these concerns, Kudzai Tarirai, Deputy Director for Economic Analysis in the Office of the Minister of State for Devolution and Provincial Affairs, urged residents to engage directly with their local authorities to resolve these issues.
“As we are here for the decentralization of powers, I encourage you to address these matters with your local authorities. I also encourage you to attend budget consultation meetings. Many of these issues are budgeted for, and if you don’t attend and voice your concerns, you won’t see the changes you seek,” Tarirai said.

By Virginia Njovo

4-H Zimbabwe launched a youth development committee in Masvingo on July 2 at Chevron Hotel where various political parties converged to engage and discuss their experiences pre and post elections.
Speaking during the launch, 4-H Zimbabwe Director John Muchenje said their organisation was mandated to create safe environments among youths to ensure development in their communities as well as amongst themselves.
He said the committee was going to spearhead development through promoting peace across political parties.
“This development committee will be the tool of promoting peace across political parties, I believe there cannot be any development when there is no peace. We will be engaging Minister of State for Provincial Affairs and Devolution Ezra Chadzamira so he can hear the concerns of the youths as one without political affiliations,” said Muchenje.
Muchenje said the executive will have two representatives from each of the 11 political parties in the country.
One of the facilitators, Youngerson Matete said youths should adopt various strategies of youth inclusion in peace building processes.
“There are various strategies that should be adopted in minimizing violence across political parties which includes creating inclusive platforms for dialogue and discussion allowing young people to engage with diverse stakeholders and promote social cohesion.
“There should be monitoring and evaluation so as to ensure that youth inclusion is monitored and evaluated using feedback to improve and adapt peace building strategies,” said Matete.
Representatives from political parties shared their experiences on how they were deprived their rights as opposition leaders in communities pre and post -election.
Chirumanzu South MDC National Youth Organizer Liliosa Mujere said she was persecuted during elections time and was once blocked from participating in School Development Committee (SDC) elections.
“If you are not from the ruling party it is difficult to be part of community development programmes, I was once blocked from participating in an SDC election at our local school. During the run up to the August 2023 elections I was beaten,” said Mujere.
She applauded 4-H Zimbabwe for providing the opportunity for various political parties to meet which she said changed her perspectives about the ruling party.
“I want to thank the 4-H team for this engagement platform as the trauma which I got from the ruling party is now fading I am now realizing that not everyone is cruel, you can meet a kind person who supports growth from the ruling party,” said Mujere.
Another NPC member said he was evicted from his land by a powerful ZANU PF member after ditching Zanu PF for NPC.
“I was evicted from the land which I had an offer letter to only because I had chosen to join NPC from ZANU-PF. If the systems remain like that there will be no meaningful development as the minority parties are not included,” said Mujere.
ZANU PF Masvingo District Youth League Political Commissar Tawanda Junior Makwazhe said youths should observe peace if they are to be included in developmental programmes.
“We have some projects that we are doing in Masvingo as youths and not as ZANU-PF, it is high time young people swallow their pride and leave political backgrounds aside and do one thing with one common ground not working with assumptions.
“Our party does not have a policy of grabbing others people’s things neither does it support violence” said Makwazhe.
The political parties included ZANU-PF, Citizen Coalition for Change (CCC), Democratic Official Party (DOP), Movement for Democratic Change (MDC), NPC among others.