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:
sh***********@gm***.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.