Authors :
Daniel Ruth Tsokwa; S. I. Ukpata
Volume/Issue :
Volume 11 - 2026, Issue 8 - August
Google Scholar :
https://tinyurl.com/53wxhyz7
Scribd :
https://tinyurl.com/2p8ypycb
DOI :
https://doi.org/10.38124/ijisrt/26aug415
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working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and
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Abstract :
This article examines the continuing relevance and practical application of Henri Fayol’s Administrative Theory and
Max Weber’s Bureaucratic Theory within the Dangote Group, a major African industrial conglomerate operating in a volatile
emerging-market environment. Although classical management theories are frequently criticised for their mechanistic
assumptions, hierarchical orientation and limited attention to human and environmental complexity, their core principles
remain visible in large-scale industrial organisations where coordination, standardisation, accountability and control are
essential. The study adopts a qualitative documentary case-study design and analyses the organisation’s publicly available
corporate reports, governance disclosures and sustainability materials alongside established management literature. The
analysis indicates that classical principles are particularly useful for division of labour, formal authority, standard operating
procedures, governance, technical competence and organisational control. At the same time, contemporary evidence from
Dangote’s reporting shows increasing attention to employee development, sustainability, stakeholder engagement and
governance, suggesting that the organisation cannot be adequately understood through a purely mechanistic lens. The article
argues that the practical value of classical management at Dangote lies not in rigid adherence to hierarchy, but in the
combination of structural discipline with adaptive and human-centred practices. The study contributes to management
scholarship by demonstrating how classical principles can remain relevant in an emerging economy when they are selectively
integrated with contemporary approaches to organisational agility, human resource development, sustainability and strategic
adaptation.
Keywords :
Classical Management Theory; Henri Fayol; Max Weber; Bureaucracy; Dangote Group; Emerging Economy; Organisational Agility; Sustainability; Documentary Case Study.
References :
- Akinyoade, A. (2017). Dangote’s strategies for success: A study of an African entrepreneur. African Dynamics, 16, 125–148. https://doi.org/10.1163/9789004351547_007
- Dangote Cement Plc. (2024). Annual report and accounts 2024. Dangote Cement Plc.
- Dangote Cement Plc. (2024). Sustainability report 2024. Dangote Cement Plc.
- Fayol, H. (1949). General and industrial management (C. Storrs, Trans.). Sir Isaac Pitman & Sons. (Original work published 1916)
- Herzberg, F. (1966). Work and the nature of man. World Publishing Company.
- Kovynyov, I., Buerck, A., & Mikut, R. (2021). Design of transformation initiatives implementing organisational agility: An empirical study. SN Business & Economics, 1, Article 79. https://doi.org/10.1007/s43546-021-00073-6
- Luthans, F. (2011). Organizational behavior: An evidence-based approach (12th ed.). McGraw-Hill/Irwin.
- Mayo, E. (1933). The human problems of an industrial civilization. Macmillan.
- Oghojafor, B. E. A., Idowu, A., & George, J. P. (2012). Application of management theories in Nigerian organizations. Journal of Business and Management, 1(4), 11–19.
- Weber, M. (1947). The theory of social and economic organization (A. M. Henderson & T. Parsons, Trans.). Free Press. (Original work published 1922)
This article examines the continuing relevance and practical application of Henri Fayol’s Administrative Theory and
Max Weber’s Bureaucratic Theory within the Dangote Group, a major African industrial conglomerate operating in a volatile
emerging-market environment. Although classical management theories are frequently criticised for their mechanistic
assumptions, hierarchical orientation and limited attention to human and environmental complexity, their core principles
remain visible in large-scale industrial organisations where coordination, standardisation, accountability and control are
essential. The study adopts a qualitative documentary case-study design and analyses the organisation’s publicly available
corporate reports, governance disclosures and sustainability materials alongside established management literature. The
analysis indicates that classical principles are particularly useful for division of labour, formal authority, standard operating
procedures, governance, technical competence and organisational control. At the same time, contemporary evidence from
Dangote’s reporting shows increasing attention to employee development, sustainability, stakeholder engagement and
governance, suggesting that the organisation cannot be adequately understood through a purely mechanistic lens. The article
argues that the practical value of classical management at Dangote lies not in rigid adherence to hierarchy, but in the
combination of structural discipline with adaptive and human-centred practices. The study contributes to management
scholarship by demonstrating how classical principles can remain relevant in an emerging economy when they are selectively
integrated with contemporary approaches to organisational agility, human resource development, sustainability and strategic
adaptation.
Keywords :
Classical Management Theory; Henri Fayol; Max Weber; Bureaucracy; Dangote Group; Emerging Economy; Organisational Agility; Sustainability; Documentary Case Study.