Master of Public Administration - Evolution of Management

1. THE EVOLUTION OF
MANAGEMENT

2. PRAYER

3. To define what Management
is and its purpose
LEARNING
OBJECTIVES
Give an overview of the
evolution of management
thought and theory.
Identify and discuss the
major types of Management
approaches

4. MANAGEMENT IS
DOING THINGS
RIGHT; LEADERSHIP
IS DOING THE
RIGHT THINGS.
Peter Drucker

5. Definition of
Management:
Its Nature and
Purpose

6. is the process of designing and maintaining an
environment in which individuals, working
together in groups, efficiently accomplish
selected aims. (Koontz & Weihrich)
MANAGEMENT

7. Functions of Management
2.
4.
1.
3.
Planning
Organizing
Leading
Staffing
5. Controlling

8. Management
Levels
● Top-level
● Lower level
● Middle level

9. Economic
External Elements that affect operation:
Technological
Social Ethical
Political
Ecological

10. 4 skills
required of
administrators:
♥ Technical
♥ Human
♥ Design
♥ Conceptual

11. All managers
carry out
managerial
functions, but
the time spent
for each function
may differ.
The aim of all
managers should be to
create a surplus, by
establishing an
environment in which
people can accomplish
group goals with the
least amount of TIME,
MONEY, MATERIALS and
PERSONAL
DISSATISFACTION.

12. THE PRACTICE
AND STUDY OF
MANAGEMENT

13. MANAGEMENT
CORE FUNCTION
PRACTICE

14. TWO TYPES OF BEST PRACTICES IN AN
ORGANIZATION
02.
01. EXTERNAL BEST
PRACTICES
INTERNAL BEST
PRACTICES

15. OF
MANAGEMENT
BEST
PRACTICES CAN
BE APPLIED:
THE
MAIN
AREAS

16. 1. COMMUNICATION
2. LEADING BY EXAMPLE
3. SETTING AND DEMANDING
REALISTIC GOALS
4. OPEN MANAGEMENT
STYLES
5. STRATEGIC PLANNING

17. THE TOOLS
FOR
PRACTISING
MANAGEMENT
BEST
PRACTICES
1. BENCHMARKING
2. FORECASTING
3. PERFORMANCE
MONITORING
4. KEY PERFORMANCE
INDICATORS

18. Why it is important
to study the
Evolution of
Management?

19. The History of
MANAGEMENT

20. Examples of management
thought and practice can be
found throughout history. For
example, the earliest recorded
instance of information
management dates to ancient
Sumer (modern Iraq), circa
8000–3000 BCE. Sumer (modern Iraq)

21. ILLUSTRATION OF SUMERIAN TRADE
SUMERIAN ACCOUNTING TOKENS

22. A task as enormous as building the great
pyramids in Egypt was bound to present
practical problems that would lead to the
development of management ideas. Egyptians
recognized the need for planning, organizing,
and controlling; for submitting written requests;
and for consulting staff for advice before making
decisions
The Egyptians

23. Management
Practices in
Early History

24. 4 ASPECTS ON THE EVOLUTION OF
MANAGEMENT

25. BABBAGE
United Kingdom
(1729 – 1871)
PRE -SCIENTIFIC
OWEN
United Kingdom
(1771 – 1858)

26. mathematics and
science should be
utilized to be more
accurate and
productive
CHARLES BABBAGE

27. father of Personnel
Management
ROBERT OWEN

28. Universal Process
Approach
The oldest and one of
the most popular approaches to
management thought
CLASSICAL THEORY

29. “The administration of all organizations,
public or private and large or small, requires the
same rational process.”
- Robert Kreitner

30. Two main assumptions:
• A core management process remains the same
across all organizations.
• The universal management process can be
reduced to a set of separate functions and
related principles.

31. -founder of modern management methods
His 14 universal principles of management,
were intended to show managers how to carry
out their functional duties.
Henri Fayol

32. 1) Division of work
2) Authority
3) Discipline
4) Unity of command
5) Unity of direction
6) Subordination of individual
interests to the general interest
7) Remuneration
8) Centralization
9) Scalar chain
10) Order
11) Equity
12) Stability and tenure of personnel
13) Initiative
14) Esprit de corps. (Spirit of the
body)
Henri Fayol’s
14 Universal Principles of Management

33. The BEHAVIORAL
APPROACH
1. The Human Relations Movement
by: KREITNER
2. Organizational Behavior
3. Lessons from the Behavioral Approach
NEO CLASSICAL THEORY

34. The Behavioral
Approach
This approach recognizes the
importance of people in
management and reflects the
belief that successful
management depends on the
ability to understand and work
with a variety of people.

35. The Human Relations Movement
-An effort to make managers more
sensitive to their employees’ needs.
-Arose out the influences of
1. the threat of
unionization
2. the Hawthorne studies
3. the philosophy of industrial humanism.

36. The Human
Relations Movement
Pyramid

37. The Human Relations Movement
1. The Threat of Unionization
The Wagner Act of 1935
legalized union-management
collective bargaining,
promoting the growth of unions
and union avoidance by firms.

38. The Human Relations Movement
2. The Hawthorne Studies
(1924)
The study’s results that
productivity was strongly
affected by workers’ attitudes
turned management toward the
humanistic and realistic
viewpoint of the “social man”
model.

39. The Hawthorne Studies

41. 3. The Philosophy of Industrial
Humanism
Elton Mayo
Emotional factors were
more important
determinants of productive
efficiency than were
physical and logical
factors.

42. The Philosophy of Industrial Humanism
Mary Parker Follett
Managers should be aware
of how complex each
employee is and how to
motivate employees to
cooperate rather than to
demand performance from
them.

44. The Philosophy of Industrial Humanism

45. Lessons from Behavioral Approach
Organization Behavior
A modern research-
oriented approach seeking
to discover the causes of
work behavior and to
develop better
management techniques.

46. Lessons from the Behavioral Approach
1. People are the key to productivity.
2. Success depends on motivated and
skilled individuals committed to the
organization.
3. Managerial sensitivity to employees
is necessary to foster the cooperation
needed for high productivity.

47. How people in the
workplace interact together
Interactions between
workers affected
productivity and hence
should be used to positively
influence the same
The Behavioral Approach

48. Management has turned to the human factor in the
human relations movement and organizational
behavior approach. Emerging from such influences
as unionization, the Hawthorne studies, and the
philosophy of industrial humanism, the human
relations movement began as a concerted effort to
make employees needs a high management priority.
Today, organizational behavior theory tries to
identify the multiple determinants of job
performance.

49. The
SYSTEMS
APPROACH
MODERN THEORY

50. Two Basic Types
CLOSED OPEN

51. CLOSED SYSTEM
ORGANIZATION
DEPARTMENT
A
DEPARTMENT
B
DEPARTMENT
C

52. OPEN SYSTEM
SOCIETY
ORGANIZATION
A
ORGANIZATION
B
ORGANIZATION
C

53. OPEN SYSTEM
ORGANIZATION
SOCIETY
raw materials and
other resources
output

54. MODERN THEORY
The
CONTINGENCY
APPROACH

55. Management is
Situational
No Universal
Technique

56. CONCLUSION AND
RECOMMENDATIONS

57. stay safe and
healthy!!!