Classification of personnel as social beings and proposes that sense of belonging in the workplace is important to increase productivity levels in the workforce. Classical Management School of Thought: This is concerned with the managers and their involvement with the organization. It involves the following scholars: Postmodernists also focus on context, especially historical context, where they centre their attention on Industrialization, and the effects of the technology (involved in this stage of history) on organizations. From a modernist perspective the organization is seen as being a technology that turns inputs into outputs. The Hersey–Blanchard situational theory: This theory is an extension of Blake and Mouton's Managerial Grid and Reddin's 3-D Management style theory. This model expanded the notion of relationship and task dimensions to leadership, and readiness dimension.

When a person leaves their position of authority, the next person to fill the position has that authority again. Then, anthropologists moved onto studying the characteristics of different groups and compared them. The main issue with ‘environmental complexity’ is that it suggests that there are no different reactions to the environment - everyone experiences it in the same way. Therefore, the information perspective on uncertainty was introduced. This highlights that rather than the environment being uncertain, the people who analyze the environment may feel uncertain about it. Modernist Perspective: The modernist definition of knowledge is what we are able to collect from our senses; touch, smell, sight, taste and hearing. The main aims of modernists are to eliminate bias and focus on objective knowledge.Revision of Scott’s Organizations: Rational, Natural, and Open Systems (Englewood Cliffs, NJ: Prentice Hall, 1981), which ran to five editions.

Social Structure: This includes the relationships amongst employees of the organization. In addition, the different departments or groups that people within the organization belong to. Weber argued that in a bureaucracy, taking on a position or office signifies an assumption of specific duties necessary for the smooth running of the organization. This conception is distinct from historical working relationships in which a worker served a specific ruler, not an institution. [14] There is an office hierarchy; a system of super- and sub-ordination in which higher offices supervise lower ones. Organization Theory offers a clear and comprehensive introduction to the study of organizations and organizing processes. Through the unique three-perspective approach, students are challenged to explain, explore, and evaluate organizational theory, drawing on their own experiences as well as the book's diverse practical examples. With this said, the characteristics of Weber's theory have to all be perfect for a bureaucracy to function at its highest potential. "Think of the concept as a bureau or desk with drawers in it, which seems to call out to you, demanding that everything must fit in its place." [27] If one object in the drawer does not fit properly, the entire drawer becomes untidy, which is exactly the case in Weber's theory; if one characteristic is not fulfilled the rest of them are unable to work in unison, leaving the organization performing below its full potential.

Management

Social Construction Theory: Society is based on our interpretations and experiences. Social construction is made up of three phases: externalisation, objectification and internalisation- we learn something new, ‘internalise it’ from someone else’s perspective of reality ‘objectivised reality’ and then you ‘externalise’ it. An organization can also go through the aforementioned phases. When physical settings were being manipulated, this was thought to have an effect on productivity. However, the reason why the productivity increased was not due to changes in physical settings, but rather the fact that workers were under observation. Traditional Authority: Prevalent before industrialisation. This type of authority meant that positions of authority were usually inherited.