The document outlines the evolution of management theories from classical to modern approaches. It discusses early theories like scientific management by Taylor and administrative management by Fayol. Neo-classical theories included the human relations approach from the Hawthorne experiments. Modern theories incorporated systems thinking, contingency approaches, decision theory, and management science. A wide range of thinkers and their contributions to understanding organizations and management are reviewed over the development of the field.
7. SCIENTIFIC MANAGEMENT
FREDRICK WILSON
TAYLOR
BEGINNING OF 20 CENTURY.
IMPROVING OPERATIONAL EFFICIENCY.
“concerned with knowing exactly what you
want men to do & then see that they do it
in the best and cheapest way.”
EMPHASISED IN SOLVING MANAGERIAL
PROBLEMS IN SCIENTIFIC WAY.
8. TAYLORS CONTRIBUTIONS
TOOL AND ELEMENTS PRINCIPLES
SEPERATING PLANNING
AND EXECUTION
FUNCTIONAL
FOREMANSHIP
JOB ANALYSIS
STANARDIZATION
SELECTION
TRAINING
INCENTIVES
ECONOMY
MENTAL REVOLUTION.
REPLACING THUMB
RULE
HARMONY IN GROUPS
COOPERATION
MAXIMUM OUTPUT
DEVELOPMENT OF
WORKERS.
9. ADMINISTRATIVE MANAGEMENT
HENRY FAYOLS
BOOK:~administration industrielle at generale” in
french
TRANSLATED IN 1929
ALSO CALLED AS OPERATIONAL
MANAGEMENT.
Divided approach to 3 parts:
manager qualities and training
general principles of mngt.
elements of mngt.
11. PRINCIPLES OF MANAGEMENT
• Division of work
• Authority & responsibility
• Discipline
• Unity in command
• Unity in direction
• Fair remmuneration
• Centralization
• Order
• Equity
• Stability of tenure
• Initiative
• Scalar chain
12. HUMAN RELATIONS APPROACH
HAWTHRONE
Focus on mechanical barriers to increase
efficiency in organisation.
30000 employees of General elecric
co.were involved in experiment.
Inspite of material benefits there was
great dissatisfaction.
Could not awoke positive results.
13. Hawthrone experiment
Phases of experiment Inplication of experiments
To determine effect of
change in productivity.
Determine effect of
change in hours.
Conducting planned wise
interviews
Determine and analyse
social org. at work.
Social factors in output
Group influences
Conflicts
Leadership
Supervision
Communication{not
shared equally}
14. HUMAN BEHAVIOURIAL APPROACH
MASLOW; HERZ BERG;
MC.GREGOR;MOUNT;SAYLES;TANNENBAUN
Known as behavioural science & human
resources approach.
Focus on human resources
Divided to 2 groups
Interpersonal behavioral approach
Group behavioral approach
15. Social system approach
wilfred pareto&chester bernard
Features contributions
Extension to human
relations approach.
Social system
External &internal
environment
Coperation among
groups
Effectiveness of
management
Concept of org.
Formal and informal org.
Elements of org
Authority
Functions of executives
Motivation
Effectiveness
Org. equilibrium
16. DECISION THEORY
HERBET SIMON
FEATURES CONTRIBUTIONS
Focus on decision
making of manger
Members o mngt are
decision makers and
problem solvers
Org totally should be a
decision center
Quality of decision
effects the org.
effectiveness.
Concept of org.
Bounded rationality
Decision making
Administrative man
Org. communication
17. MANAGEMENT SCIENCE
APPROACH.
Visualizes mngt as logical entity.
Actions of org is expressed in terms of
mathematical symbols; measurement
data.
Focus on mathematical model.
Improves mngt discipline and oderly
thinking.
18. SYSTEMS APPROACH
Mr.church man west
It is an integrity approach.
Involves variations of mutually dependent
variables.
Combination of parts { system as
universe& sub systems as stars}.
Based on working system divided in 2
groups
open system
closed system
19. Closed system: doesn’t interact with environment,
less complex, mechanical in nature, works
continuously.
Open system SUB SYSTEMS
Continuously interacts
with environment
Imports energy
Output
Cycle of events
Negative entropy
feedback
Differentiation
Study state
TECHNICAL SUB
SYSTEM
SOCIAL SUB SYSTEM
POWER SUB SYSTEM
MANAGERIAL SUB
SYSTEM.
20. CONTINGENCY APPROACH
ALSO CALLED SITUATIONAL APPROACH
EXTENSION OF SYSTEM APPROACH
Improves relationship
between org. and
environment
Mngt act is contingent on
actions outside the
environment
Org action based on
behaviourial actions
Actions vary from
situation to situation