What is the most important difference between the new concept of management and traditional management theory

The traditional view: individuals specialize in one part of an activity rather than all of it. It allows the diverse skills held by different workers to be utilized effectively.

Modern view: at some point, the non-economies arising from the division of labor can outweigh the economic advantages of specialization. For example, boredom, fatigue, stress, increased poor quality, absenteeism, high turnover rates, etc.

(2) Unity of command.

Traditional view: each subordinate should be and can be directly responsible to only one supervisor.

Modern view: most of the time (especially when the organization is relatively simple), the concept of unity of command is logical. But sometimes it can be too rigid and create a degree of maladjustment that prevents the organization from achieving good performance.

(3) Authority and responsibility.

The traditional view: authority refers to the power inherent in a managerial position to issue orders and to expect them to be carried out. It is the glue that holds the organization together and can be delegated to subordinates. It is a certain specific, inherent power that a managerial position has. It is associated only with a certain position within the organization and not with the personal characteristics of the manager of that position. Duty is the responsibility corresponding to the authority. Delegation of authority without delegation of responsibility inevitably leads to abuse of authority. A distinction should be made between two different forms of responsibility: executive responsibility and final responsibility. Executive duties may be delegated. However, he should be ultimately responsible for the actions of his subordinates to whom he has delegated executive duties. Thus, a manager should delegate executive responsibility corresponding to the authority delegated, but ultimate responsibility can never be delegated. Lineal authority is the power given to a manager to direct the work of his subordinates, and it is this superior-to-subordinate authority that runs from the top to the bottom of the organization, forming what is known as the chain of command. Managers with line authority have the right to direct the work of their subordinates and to make certain decisions without consulting others. The term "line" is sometimes used to distinguish line managers from support managers. Whether a manager's functions should be classified as linear or supportive depends entirely on the objectives of the organization. Every manager has line authority over his subordinates, but not every manager has a licensed line function or position. The latter is determined by whether the function contributes directly to the objectives of the organization. As the organization grows in size and complexity, line managers may find that they do not have the time, skills, or means to process the vast amount of information at work to keep the work efficient and successful in achieving its goals. For this reason, it is necessary to configure staff authority to support, assist and provide advice to reduce the information burden on line staff. The traditional view is that the power inherent in an organizational position is the only source of influence.

Modern view: as society becomes more civilized and organizational complexity increases, you don't have to be a manager to have power, and power may not be entirely related to the position an individual has in the organization. Authority is a legitimate power based on the position an individual holds in an organization. It goes along with the position. Authority is only one element in a broader concept of power.

(4) Span of management.

The traditional view: although there is no agreement on the exact number of people, the classic proposition is that it is appropriate to keep the span of authority small (usually no more than six people) in order to maintain close control over subordinates.

Modern view: More and more organizations are trying to design flat structures with wide spans. Management spans are increasingly adjusted upward in response to changes in power factors.

(5) Departmentalization.

The traditional view that the division of labor creates specialists also places new demands on coordination. And this coordination can be facilitated by categorizing specialists into departments, working under the direction of a single manager. There is no single way of dividing sectors. In practice departmentalization should reflect the requirements that are most conducive to the achievement of organizational goals and the goals of each business unit. Common approaches to departmentalization include: functional departmentalization, product departmentalization, customer departmentalization, regional departmentalization, and process departmentalization.

Modern view: with the complexity of work tasks, the diversity of expert skills is emphasized. The division of departments should take more account of change and flexibility. There are two trends: customer departmentalization is increasingly valued; the adoption of teams across traditional departmental boundaries is allowing the original rigid departmental division to be supplemented.