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The Changing Role of Management .
According to David McHugh and Paul Thomson (1995), it is incontestable that coherent managerial principles are a fundamental element in conscious patterning and planning using design processes. Donaldson supports McHugh and Thomson (1995) by postulating that coordination, integration, standardization, differentiation, and specialization are important elements in management of organizations. The management can manipulate cultures, tasks, or structures to achieve corporate goals. Managers aim at dividing role and responsibilities of their human resources. This ensures that skills are optimally used (Robbins and Coulter, 2005). Creating specific professional and personal development within any labor force in increasing productivity is central. This bolsters dexterity and specialization. Technical and managerial work should be divided appropriately. There are extensive rules and regulations coupled with clear organizational goals that constitute an essential element in management principles (Witzel, 2014). McHugh and Thomson (1995) are in support of Taylor's emphasizes on division of labor. However, Cooke perceives this as a form of slave.
The consolidation and origin of bureaucracy is a dominant organizational design and work form through Weber, Taylorism, and classical management. Most organizations are organized in a manner that clearly outlines the responsibility and authority bestowed upon every employee and the entire workforce. In modern management theory, it is important to eliminate unnecessary bureaucracy. According to Max Weber (2004), bureaucracy is that push towards fairness, openness, and democracy. Bureaucracies are complex and thus hierarchical. In some instances, people in top leadership up in the hierarchy use their expertise and position to favor other people undemocratically. He perceives bureaucracy as a rational and efficient way through which human activity is organized due to the presence of organized hierarchies and systematic processes.