History of management

1. History of Management
Waleed Ghalwash

2. What is your Learning Style?
Kolb's Learning Cycle

3. What is your Learning Style?
Learning style preference is actually the
product of two separate 'choices' that we make:
● Active Experimentation - AE (doing) --VS--
Reflective Observation - RO (watching)
● Concrete Experience - CE (feeling) --VS--
Abstract Conceptualization - AC (thinking)
These learning styles are the combination of two
lines of axis each formed between what Kolb calls
'dialectically related modes' of 'grasping
experience' (doing or watching), and 'transforming
experience' (feeling or thinking).

5. What is your Learning Style?
Organization members profiling
based on learning style:
http://ie.sdsmt.edu/FirstYear/
Kolb.html

6. Branches in Classical approach to Management

7. Branches in Classical approach to Management
Scientific Management
Careful selection &
Training of workers
Frederick Winslow Taylor
Admin principles
Planning, Organizating,
Leading & Controlling
Henri Fayol
Bureaucratic Organization
Logic, Order & Legitimate
Authority
Max Weber
Classical approaches
People are rational

8. ● Standardize work and
proper working conditions
for every job.
● Carefully select workers
with the right abilities
for the job.
● Carefully train workers
and provide proper
incentives.
● Support workers by
carefully planning their
work and removing
obstacles.
Scientific
Management
Frederick Winslow Taylor

9. ● Planning: to complete a
plan of action for the
future.
● Organization: to provide
resources to implement the
plan.
● Leading: to lead, select,
and evaluate workers to
get the best work.
● Coordination: to ensure
information is shared and
problems solved.
● Control: to make sure
things happen according to
plan and to take action.
Admin
Principles
Henri Fayol

10. ● Excessive paperwork or
“red tape”.
● Slowness in handling
problems.
● Rigidity in the face of
shifting needs.
● Resistance to change.
Bureaucratic
Organization
Disadvantages

11. ● Clear division of labor.
● Clear hierarchy of
authority.
● Formal rules and
procedures.
● Impersonal relationships
between managers and
employees.
● Careers based on merit.
● Records: maintain complete
files regarding all its
activities.
Bureaucratic
Organization
Max Weber

12. Foundations in the behavioral or human resource
approaches to Management

13. Foundations in the behavioral or human resource
approaches to Management
Hawthorne studies
Elton Mayo
Theory of human needs
Abraham Maslow
Theory X and Theory Y
Douglas McGregor
Personality and organization
Chris Argyris
Human resource
approaches
Assumption:
People are social
and
self-actualizing

14. Maslow’s Hierarchy of Needs

15. Maslow’s Hierarchy of Needs

16. Maslow’s Hierarchy of Needs
Higher-Order (Social) needs:
satisfied Internally
Lower-Order (Basic) needs:
satisfied Externally
Happiness Level

18. Theory X Theory Y :)

19. Maslow’s and McGreg
Theory Y
set of assumptions on how to
manage individuals motivated
by higher order needs.
Theory X
set of assumptions on how to
manage individuals motivated
by lower order needs.

20. Theory X managers create
situations where workers
become dependent and
reluctant.
Implications of Theory “X” and “Y”
Theory Y managers create
situations where workers
respond with initiative
and high performance.

21. My Best / Worse
Manager
Think back to all the
Managers you have worked
for in your career.
Make a list of behaviors
and characteristics that
answer the following:
1. How would you describe
your BEST Manager?
2. How would you describe
your WORST Manager?
Where are you from that?

22. Thank You