Pick $2$ of the organizational theories and discuss them in $5$ page paper.

Social and behavioral scientists have developed various theories to describe the correct way to understand and approach the key to an organization's productivity and success. These organizational theories discuss different ways that managers and supervisors may address their leadership responsibilities in order to yield the most productive and efficient results.

The six primary organizational theories include:

Classical theory

Classical theory can address the primary aspects of a business's formal organizational structure. This theory discusses how to divide up professional tasks in the most efficient and effective way.

Classical theorists pay particular attention to the professional dynamics and relationships within an organization and how these relationships may impact the company's function and production.

The underlying purpose of this theory is to help businesses create the most beneficial structures within a company that can then help the organization accomplish its goals. The four principles of the classical theory include:

Division of labor: This principle argues that the production of a commodity splits into various divisions of manufacturing, and the people work within each division according to their area of specialization. This process results in maximum product output with minimum expenses.

Scalar and functional processes: The scalar process deals with a company's vertical growth, meaning the relationships between business leaders and their employees. This means that professionals in management instruct their employees, and employees carry out the actions.

Structure: The principle of structure describes patterns of professional behavior that lead to the accomplishment of the organization's goals. Structure is a tool that may facilitate relationships between all aspects of the company or business.

Span of control: The span of control means attributing the appropriate numbers of employees to a supervisor so they can implement the principles of coordination, planning, motivation and leadership. This is about assigning the maximum number of employees to a manager while also allowing them enough time and support to lead their staff.

Neo$-$classical theory

Beginning with the Hawthorne studies in the $1920$s$,$ the neo$-$classical theory focuses on the emotional and psychological components of peoples' behavior in an organization. Sociologists and psychologists found topics like leadership, morale and cooperation contribute to professional habits and behaviors.

This theory argues that a sense of belonging and social acceptance is an important aspect of positive performance in the workplace. This means that effective leaders understand how the group dynamics may contribute to the success of the organization overall.

Business leaders may implement systems and strategies to improve the interpersonal skills of their employees and facilitate meaningful professional connections through motivation, counseling and communication.

Modern theory

Modern theory, also called modern organizational theory, includes multiple management development approaches. This theory considers interactions between people within an organization and the surrounding environment, as well as the interpersonal interactions between members of the organization.

Theorists based this approach on systems analysis and used both quantitative and behavioral sciences to develop it$.$ This means that professional leaders who adopt this theory may use statistical and mathematical information to make business decisions while also considering the satisfaction and happiness of their employees.

Managers who implement this approach may require an in$-$depth knowledge of their employees' behaviors in order to implement programs that further their productivity and professional development.

Contingency theory

Contingency theory, also called decision theory, views organizations as a structure composed of choice$-$makers, and argues that there is no one right way to make a decision. Herbert A$.$ Simon, a primary contributor to this theory, found that while people make business decisions at all levels of an organization, employees working at higher levels make the most valuable or impactful choices.

This theory argues that the ideal decision or choice may differ from one organization to another, so choices are dependent on various internal and external factors. This means that the success of a business is contingent on the decisions made by the organization's leaders. Contingency theorists believe that management is responsible for analyzing business situations and then acting accordingly to address any issues or challenges.

Motivation theory

The motivational theory includes the study of what drives and inspires members of an organization to work toward their professional goals. Theorists who support this approach argue that employees perform their job duties accurately and productively