The document provides an overview of the history and evolution of management thought. It discusses early approaches, the classical approach including scientific management, administrative theory and bureaucratic management. It then covers the behavioral approach including Hawthorne studies and Maslow's hierarchy of needs. The quantitative approach involving management science, operations management and management information systems is examined. Modern approaches such as systems theory and contingency theory are outlined. Emerging approaches like Theory Z and quality management are also mentioned.

1. History and Evolution Of
Management Thought

2. Objectives of The Chapter
To Understand
Early Approaches to management
Classical Approach
Behavioral Approach
Quantitative Approach
Modern Approaches to management
Emerging approaches in management thought.

3. Introduction
Both theory and history are indispensable
tools for managing contemporary
organizations.
A theory is a conceptual framework for
organizing knowledge that provides a
blueprint for various courses of action.

4. Early Approaches to Management
Name Period Contribution
Robert Owen 1771-1858 Proposed legislative reforms to
improve working conditions of labor
Charles 1792-1871 Advocated the concept or ‘division of
Babbage labor’
Andrew Ure 1778-1857 Advocated the study of management
Charles Dupin 1784-1873
Henry 1844-1924 Emphasized the need to consider
R.Towne management as separated field of
study and the importance of business
skills for running a business.

5. MAJOR CLASSIFICATION OF
MANAGEMENT APPROACHES
CLASSICAL SCIENTIFIC BUREAUCRATIC ADMINISTRATI
APPROACH MANAGEMENT MANAGEMENT VE
MANAGEMENT
BEHAVIORAL HAWTHORNE MASLOW’S THEORY X AND
APPROACH STUDIES NEED THEORY Y
HIERARCHY
QUANTITATIVE MANAGEMENT OPERATIONS MANAGEMENT
APPROACH SCIENCE MANAGEMENT INFORMATION
SYSTEM
MODERN THE SYSTEMS CONTINGENCY EMERGING
APPROACH THEORY THEORY APPROACHES

6. Classical Approach
Forms the foundation for the field of
management
The schools for management
thoughts are:
Scientific Management
Administrative Theory
Bureaucratic Management

7. CLASSICAL APPROACH
1. SCIENTIFIC MANAGEMENT-F.W. TAYLOR
• Piece rate incentive system
• Time and motion study
• Gantt scheduling chart-Henry Laurence Gantt
2. ADMINISTRATIVE THEORY- HENRY FAYOL
• Technical
• Commercial
• Financial
• Security
• Accounting
• managerial

8. CLASSICAL APPROACH
3. BUREAUCRATIC MANAGEMENT- MAX
WEBER
• Work specialization and division of labor
• Abstract rules and regulations
• Impersonality of managers
• Hierarchy of organization structure

9. Scientific Management
Early 1900s
It is defined as “that kind of management which conducts a
business or affairs by standards established, by facts or truths
gained through systematic observation, experiment, or
reasoning.”
Major contributors:
Frederick Winslow Taylor
Frank and Lillian Gillbreth
Henry L.Gantt

10. Frederick Winslow Taylor
“Father of scientific
management”(1878)
Two major managerial practices:
Piece-rate incentive system
Time-and-motion study

11. Frank and Lillian Gillbreth
1868-1924
Motion study involves finding out the
best sequence and minimum number
of motions needed to complete a
task.
Explore new ways for eliminating
unnecessary motions and reducing
work fatigue.

12. HENRY L.GANTT(1861-1919)
Well known for Task – and - bonus
system -The Gantt chart
If the worker completed the work
fast, i.e., in less than the standard
time, he received a bonus.
It is a Simple chart that compares
actual and planned performances.

13. Limitations of
Scientific Management
Do not focus on the management of
an organization from a manager’s
point of view.
people were “rational” and were
motivated primarily by the desire for
material gain.
It also ignored the human desire for
job satisfaction.

14. Administrative Theory:
It focused on principles that could be
used by managers to coordinate the
internal activities of organizations.
Henri Fayol (1841-1925)

15. Henri Fayol (1841-1925)
Fourteen principles:
Division of work Remuneration
Authority and responsibility Centralization:
Discipline Scalar chain
Unity of command Order
Equity
Unity of direction
Stability
Subordination of the
Initiative
individual interest to the
general interest Espirit de corps
(team spirit)

16. Bureaucratic Management
Weber (1864-1920)
Characteristics of Weber’s ideal
Bureaucracy:
Work specification and division of
labor
Abstract rules and regulations:
Impersonality of managers:
Hierarchy of organization structure:

17. Limitations of Bureaucratic
Management and Administrative
Theory
Not universally applicable to today’s
complex organizations.
Fayol’s principles like that of
specialization were frequently in conflict
with the principle of unity of command.
Principle characteristic of bureaucracy
changes in the global environment.
Classical theorists ignored the problems
of leadership, motivation, power or
information relations.

18. Behavioral Approach
The behavioral approach to
management emphasized individual
attitudes and behaviors and group
processes, and recognized the
significance of behavioral process in
the workplace.

19. HAWTHORNE STUDIES
• Illumination studies
• Relay assembly room study
• Bank wiring room study

20. Contributions of Behavioral Thinkers to
Management Thought
Name Period Contribution
Mary Parker 1868- Advocated the concept of ‘power
Follet 1933 sharing’ and integration
Elton Mayo 1868- foundation for the Human Relations
1933 Movement;
Abraham 1908 – motivated by a hierarchy of needs
Maslow 1970
Douglas 1906- Theory X and Theory Y
McGregor 1964 personalities
Chris Argyris - Classified organizations based on
the employees’ set of values

21. Mary Parker Follet (1868-1933)
Power, according to Follet, was the
ability to influence and bring about a
change.
Concept of integration, which involves
finding a solution acceptable to all
group members

22. Elton Mayo (1868-1933)
Pre-judgment Findings
Job performance The group is the key factors
depends on the in job performance
individual worker
Fatigue is the main Perceived meaning and
factor affecting importance of the work
output. determining output.
Management sets Workplace culture sets its
production standards own production standards.

23. Abraham Maslow
His theory rested on these assumptions.
Physiological needs;
Safety or security needs
Belongingness or social needs;
Esteem or status needs
Self actualization or self-fulfillment needs.

24. Maslow’s Need Hierarchy
Self actualization needs
Esteem needs
Social needs
Safety needs
Physiological needs

25. Douglas Mcgregor
Theory X Theory Y
Most People dislike Work is a natural activity
work like play.
Most People must be People are capable of self
coerced and threatened direction and self control
before they work.
Most people prefer to People become committed
be directed. They avoid to organizational
responsibility and have objectives if they are
little ambition. rewarded in doing so.

26. Chris Argyris
Maturity – immaturity theory
• People progress from a stage of immaturity and dependence
to a state of maturity and independence.
• Model I and Model II organization analysis.
1. Model I organization are manipulative
2. Model II organization are open to learning

27. Quantitative Approach
It includes the application of statistics, optimization models,
information models and computer simulations. More
specifically, this approach focuses on achieving organizational
effectiveness.
Three main branches:
Management Science
Operations Management and
Management Information Systems.

28. Management Science
It stresses the use of mathematical
models and statistical methods for
decision-making.
Another name is the Operations
Research.

29. Operations Management
It deals with the effective
management of the production
process and the timely delivery of an
organization’s products and
services.

30. Management
Information Systems
Management information systems
focuses on designing and
implementing computer-based
information systems for business
organizations.

31. Modern Approaches
to Management
Systems Theory
Contingency Theory

32. Systems Theory
Inputs Transformation process Outputs
Resources
Managerial and
Technological Goods
Labor Services
Abilities
Materials Profits and
Planning
Capital losses
Organizing
Machinery Employee
Staffing
Information satisfaction
Leading
Controlling
Technology
Feedback

33. Contingency Theory
Systems Viewpoint Contingency
How the parts fits Viewpoint
together
•Individual Managers’
•Group use of other
Traditional view points to
•Organization
viewpoint solve
•environment
What managers problems
do
Behavioral Viewpoint •Plan •External
How managers influence •Organize environment
others •Lead •Technology
•Interpersonal Roles • Control
•Informational Roles •Individuals
•Decisional Roles

34. Emerging Approaches In
Management Thought
William Ouchi, outlined new theory called
Theory Z.
It is the blend of positive aspects of both
American and Japanese management
styles.
Quality Management is a management
approach that directs the efforts of
management towards bringing about
continuous improvement in product and
service quality to achieve higher levels of
customer satisfaction and build customer
loyalty.

35. Now you are familiar with
• Different classification of management
approaches
• A few theorists and theories
• Early Approaches to Management
• Classical Approach
• Behavioral Approach
• Quantitative Approach
• Modern Approaches to management
• Emerging approaches in management
thought.

36. Thank you!!!