The document provides a historical overview of the origins and development of management as a formal area of study. It discusses how ancient civilizations demonstrated early forms of management in constructing major projects. The formal study of management began in the late 19th century with pioneers like Frederick Taylor who advocated scientific management principles like analyzing jobs and incentivizing workers. Other theorists like Fayol and Weber contributed approaches focusing on administrative functions and bureaucratic organizational structures. Later, the human relations movement emphasized the social and emotional factors impacting workers. The concept of servant leadership was also introduced. In summary, the document traces the evolution of management thought from early civilizations to modern theoretical frameworks.
History and development of management - Vishnu PujariVishnu Pujari
Management has existed since ancient times when humans first lived in groups. The evolution of management thought can be divided into four main eras: early contributions before scientific management, classical/traditional scientific management, human relations, and modern management. The scientific management era began with Frederick Taylor who introduced scientific principles to management. Other contributors included Frank and Lillian Gilbreth and Henry Gantt. Henri Fayol developed principles of modern management and advocated their universal applicability. Criticism of the failure to consider human elements led to the human relations era focused on relationships.
1. Henry Fayol was a pioneer in the study of management principles and functions. He identified five primary functions of management - planning, organizing, commanding, coordinating, and controlling.
2. Fayol also developed 14 principles of management to help managers, including division of work, authority and responsibility, discipline, unity of command, and subordination of individual interests.
3. Some of Fayol's key contributions to the administrative management approach include making a clear distinction between operating and managerial functions, and emphasizing the importance of concepts like unity of direction, order, equity, stability of tenure, and initiative.
This document summarizes the history of management theories from the Industrial Revolution to modern approaches. It discusses Frederick Taylor's scientific management principles and the contributions of Frank and Lillian Gilbreth. Henri Fayol proposed five primary management functions while Max Weber described ideal bureaucracy. Quantitative techniques aided decision making. Organizational behavior research focused on motivating employees. Early advocates included Robert Owen, Hugo Munsterberg, and Mary Parker Follett. The Hawthorne Studies provided new insights into group dynamics. Systems theory views organizations as interconnected wholes. Contingency theory holds that the best approach depends on variables like organization size and environmental uncertainty.
Early management theories relevant to the modern worldAlina Cobuz
This document discusses three early 20th century management theories and their relevance today. It examines Henri Fayol's theory of planning, organizing, commanding, coordinating and controlling work. It also looks at Frederick Taylor's scientific management approach of analyzing workflows and incentivizing workers. Finally, it analyzes Max Weber's bureaucratic management strategy based on authority, qualifications, defined roles and rules-based management. The document concludes that while business contexts have changed, these classic theories still provide guidelines around productivity, efficiency and strong administrative structures that remain applicable in modern organizations.
This chapter discusses the history of management from ancient civilizations to modern times. It covers early management approaches used by Sumerians, Egyptians, and others. It then outlines the development of scientific management by Frederick Taylor and Henry Gantt, the human relations movement started by Mary Parker Follett and Elton Mayo, and the contributions of Max Weber and Henri Fayol to bureaucratic and administrative management approaches. The chapter establishes that management evolved from focusing solely on efficiency to also considering employee needs and relations.
The document discusses several approaches to management including systems approach, operational approach, quantitative approach, contingency theory, theory Z, and total quality management. It provides details on each approach. The systems approach views an organization as a system consisting of interconnected subsystems. The operational approach focuses on improving efficiency. The quantitative approach expresses problems mathematically. Contingency theory states there is no universal way to manage and the approach depends on various internal and external factors. Theory Z combines aspects of American and Japanese management styles. Total quality management aims for continuous quality improvement through customer focus and employee involvement.
This course describes the three phases of organizational development/evolution (pioneering phase, differentiation phase, and integration phase) developed by Bernard Lievegoed in 1969 and expanded by the fourth associative phase by Friedrich Glasl in 1993 accompanied by Beyond-Budgeting-Organizations that reached the integration phase or the associative phase either by transformation or sustaining the alternative model since the pioneering phase. Required knowledge is a basic understanding of the Beyond-Budgeting-Model, knowledge of Theory X and Theory Y from Douglas McGregor and basic knowledge of open innovation and crowdsourcing/collective intelligence.
The document traces the evolution of management theories from pre-historic times through scientific management, classical organizational theory, human relations approach, quantitative approaches, systems approaches, contingency approach, and total quality management. It summarizes key contributors and concepts within each approach.
1. The document summarizes different approaches to management throughout history including the classical, quantitative, behavioral, and contemporary approaches.
2. It discusses key figures and theories such as Frederick Taylor's scientific management, Henri Fayol's 14 principles of management, Max Weber's bureaucracy theory, and the Hawthorne Studies' findings on the influence of social factors.
3. The document also covers management perspectives from an Islamic and early Arab context, noting the influence of factors like tribal life, the prophet Muhammad, and the complexity of cultural influences on Arab management thought and practice over time.
The document provides an overview of various modern management techniques. It discusses techniques such as network analysis using PERT and CPM for project management. Other techniques covered include Management by Objectives (MBO) and Total Quality Management (TQM). The document describes the characteristics, applications and processes involved in these different quantitative and analytical management methods.
Philosophies & approaches to management practiceslavnigam
Management involves coordinating resources to achieve goals effectively and efficiently. It is a process where managers create an environment for employees to achieve personal and organizational growth. The evolution of management thought progressed from ancient civilizations emphasizing division of labor, to scientific management in the industrial era focusing on standards and efficiency, to behavioral management recognizing human factors. The five major schools of management are classical, behavioral, quantitative, systems, and contingency approaches. The Hawthorne studies highlighted the importance of human relationships in organizations.
This document summarizes the major historical approaches to management including:
1. The classical approach including scientific management pioneered by Taylor which emphasized efficiency and studying workers.
2. The quantitative approach which evolved from using math/stats to solve logistics problems in WWII and focuses on improving decision making.
3. The behavioral approach including the Hawthorne studies which found social factors strongly influence worker output more than incentives.
It also discusses the contingency/contemporary approach which argues there is no universal set of management principles and the best approach depends on contingencies like organization size, task routineness, and environment uncertainty.
The document provides a historical overview of the origins and development of management as a formal area of study. It discusses how ancient civilizations demonstrated early forms of management in constructing major projects. The formal study of management began in the late 19th century with pioneers like Frederick Taylor who advocated scientific management principles like analyzing jobs and incentivizing workers. Other theorists like Fayol and Weber contributed approaches focusing on administrative functions and bureaucratic organizational structures. Later, the human relations movement emphasized the social and emotional factors impacting workers. The concept of servant leadership was also introduced. In summary, the document traces the evolution of management thought from early civilizations to modern theoretical frameworks.
History and development of management - Vishnu PujariVishnu Pujari
Management has existed since ancient times when humans first lived in groups. The evolution of management thought can be divided into four main eras: early contributions before scientific management, classical/traditional scientific management, human relations, and modern management. The scientific management era began with Frederick Taylor who introduced scientific principles to management. Other contributors included Frank and Lillian Gilbreth and Henry Gantt. Henri Fayol developed principles of modern management and advocated their universal applicability. Criticism of the failure to consider human elements led to the human relations era focused on relationships.
1. Henry Fayol was a pioneer in the study of management principles and functions. He identified five primary functions of management - planning, organizing, commanding, coordinating, and controlling.
2. Fayol also developed 14 principles of management to help managers, including division of work, authority and responsibility, discipline, unity of command, and subordination of individual interests.
3. Some of Fayol's key contributions to the administrative management approach include making a clear distinction between operating and managerial functions, and emphasizing the importance of concepts like unity of direction, order, equity, stability of tenure, and initiative.
This document summarizes the history of management theories from the Industrial Revolution to modern approaches. It discusses Frederick Taylor's scientific management principles and the contributions of Frank and Lillian Gilbreth. Henri Fayol proposed five primary management functions while Max Weber described ideal bureaucracy. Quantitative techniques aided decision making. Organizational behavior research focused on motivating employees. Early advocates included Robert Owen, Hugo Munsterberg, and Mary Parker Follett. The Hawthorne Studies provided new insights into group dynamics. Systems theory views organizations as interconnected wholes. Contingency theory holds that the best approach depends on variables like organization size and environmental uncertainty.
Early management theories relevant to the modern worldAlina Cobuz
This document discusses three early 20th century management theories and their relevance today. It examines Henri Fayol's theory of planning, organizing, commanding, coordinating and controlling work. It also looks at Frederick Taylor's scientific management approach of analyzing workflows and incentivizing workers. Finally, it analyzes Max Weber's bureaucratic management strategy based on authority, qualifications, defined roles and rules-based management. The document concludes that while business contexts have changed, these classic theories still provide guidelines around productivity, efficiency and strong administrative structures that remain applicable in modern organizations.
This chapter discusses the history of management from ancient civilizations to modern times. It covers early management approaches used by Sumerians, Egyptians, and others. It then outlines the development of scientific management by Frederick Taylor and Henry Gantt, the human relations movement started by Mary Parker Follett and Elton Mayo, and the contributions of Max Weber and Henri Fayol to bureaucratic and administrative management approaches. The chapter establishes that management evolved from focusing solely on efficiency to also considering employee needs and relations.
The document discusses several approaches to management including systems approach, operational approach, quantitative approach, contingency theory, theory Z, and total quality management. It provides details on each approach. The systems approach views an organization as a system consisting of interconnected subsystems. The operational approach focuses on improving efficiency. The quantitative approach expresses problems mathematically. Contingency theory states there is no universal way to manage and the approach depends on various internal and external factors. Theory Z combines aspects of American and Japanese management styles. Total quality management aims for continuous quality improvement through customer focus and employee involvement.
This course describes the three phases of organizational development/evolution (pioneering phase, differentiation phase, and integration phase) developed by Bernard Lievegoed in 1969 and expanded by the fourth associative phase by Friedrich Glasl in 1993 accompanied by Beyond-Budgeting-Organizations that reached the integration phase or the associative phase either by transformation or sustaining the alternative model since the pioneering phase. Required knowledge is a basic understanding of the Beyond-Budgeting-Model, knowledge of Theory X and Theory Y from Douglas McGregor and basic knowledge of open innovation and crowdsourcing/collective intelligence.
The document traces the evolution of management theories from pre-historic times through scientific management, classical organizational theory, human relations approach, quantitative approaches, systems approaches, contingency approach, and total quality management. It summarizes key contributors and concepts within each approach.
1. The document summarizes different approaches to management throughout history including the classical, quantitative, behavioral, and contemporary approaches.
2. It discusses key figures and theories such as Frederick Taylor's scientific management, Henri Fayol's 14 principles of management, Max Weber's bureaucracy theory, and the Hawthorne Studies' findings on the influence of social factors.
3. The document also covers management perspectives from an Islamic and early Arab context, noting the influence of factors like tribal life, the prophet Muhammad, and the complexity of cultural influences on Arab management thought and practice over time.
The document provides an overview of various modern management techniques. It discusses techniques such as network analysis using PERT and CPM for project management. Other techniques covered include Management by Objectives (MBO) and Total Quality Management (TQM). The document describes the characteristics, applications and processes involved in these different quantitative and analytical management methods.
Philosophies & approaches to management practiceslavnigam
Management involves coordinating resources to achieve goals effectively and efficiently. It is a process where managers create an environment for employees to achieve personal and organizational growth. The evolution of management thought progressed from ancient civilizations emphasizing division of labor, to scientific management in the industrial era focusing on standards and efficiency, to behavioral management recognizing human factors. The five major schools of management are classical, behavioral, quantitative, systems, and contingency approaches. The Hawthorne studies highlighted the importance of human relationships in organizations.
This document summarizes the major historical approaches to management including:
1. The classical approach including scientific management pioneered by Taylor which emphasized efficiency and studying workers.
2. The quantitative approach which evolved from using math/stats to solve logistics problems in WWII and focuses on improving decision making.
3. The behavioral approach including the Hawthorne studies which found social factors strongly influence worker output more than incentives.
It also discusses the contingency/contemporary approach which argues there is no universal set of management principles and the best approach depends on contingencies like organization size, task routineness, and environment uncertainty.
Chapter 3 management (9 th edition) by robbins and coulterMd. Abul Ala
This document provides an outline for Chapter 3 of an organizational behavior textbook. It covers several key topics:
- The manager's role can be seen as either omnipotent or symbolic, with discretion constrained by culture and environment.
- Organizational culture is shaped by values, symbols and practices that influence employee behavior. Strong cultures with widely shared values provide benefits but also constraints for managers.
- Managers must address issues like creating ethical, innovative and customer-focused cultures. Workplace spirituality is also an emerging concern.
- The external environment, including specific industry forces and broader societal factors, affects organizational performance and managerial discretion. Managing stakeholder relationships is important.
This document discusses modern management theories. It begins by defining modern management and management theories. It then outlines several prominent modern management theories, including the system approach, quantitative approach, total quality management approach, learning organization approach, team building theory, chaos theory, open system theory, and contingency theory. For each theory, it provides a brief overview and definition. The document focuses on explaining key aspects of several theories in more depth, such as total quality management, learning organizations, team building theory and related models like Belbin's team roles and Myers-Briggs Type Indicator. Overall, the document serves to outline and define several important modern management theories.
The document discusses the evolution of management theories from the classical school to modern schools of management. It provides details on key contributors and concepts within each era, including scientific management under Taylor, bureaucracy theory under Weber, administrative principles under Fayol, human relations theory from Hawthorne Studies, and contingency theory focusing on situational factors. Theories progressed from an economic focus on efficiency to consideration of human and social aspects of organizations, then to a systems perspective accounting for environmental factors. Modern theories integrate knowledge across different fields to deal with organizational complexity.
Ch 1 introduction to management and organizationsNardin A
The document is an introductory chapter about management and organizations from a management textbook. It defines key terms such as managers, management, and organizations. It describes the functions of management as planning, organizing, leading, and controlling. It also discusses the roles, skills, and levels of managers. Managers coordinate work, seek efficiency and effectiveness, and adapt to changes. Studying management is important because good management is needed universally, and understanding organizational structures and behaviors helps employees advance.
การทำให้สำเร็จ
เชื่อมโยงกลยุทธ์สู่การปฏิบัติ เพื่อความได้เปรียบในการแข่งขัน
เป็นหนังสือที่ว่าด้วยวิธีการเชื่อมโยงระหว่างแผนกลยุทธ์ กับแผนปฏิบัติการ เรียกว่า “การบริหารแบบครบวงจร” (Closed – Loop Management System)โดยมีขั้นตอนการบริหาร 6 ขั้นตอน โดยในแต่ละขั้นตอนจะแสดงเครื่องมือที่เหมาะสมกับการนำไปใช้
The Execution Premium: Linking Strategy to Operations for Competitive Advantage
by Robert S. Kaplan and David P. Norton
Harvard Business School Press, 2008
กรอบความเป็นเลิศ 2015-2016
Baldrige Framework เป็นกรอบที่มุ่งเน้นการปรับปรุง
กระบวนการมีประสิทธิผลอย่างต่อเนื่องหรือไม่?
มีแนวทางที่ตอบสนองความต้องการขององค์กรหรือไม่?
ผลลัพธ์การดำเนินการเป็นอย่างไร?
องค์กรได้เรียนรู้ มีการสร้างนวัตกรรม และมีการปรับปรุงหรือไม่?
การปรับปรุงผลการดำเนินงาน
การประเมินตนเองตามแนวทางสู่ความเป็นเลิศนี้ จะช่วยให้องค์กรสามารถระบุและปรับปรุง สิ่งที่มีความสำคัญต่อความสำเร็จขององค์กร
โดยการทำแบบประเมินนี้ องค์กรจะมีโอกาสที่ดีในการบรรลุพันธกิจ ปรับปรุงผลลัพธ์ และมีขีดความสามารถในการแข่งขันมากขึ้น
Baldrige Excellence Builder: Key questions for improving your organization’s performance
The Excellence Builder is based on the more detailed Baldrige Excellence Framework and its Criteria for Performance Excellence.
2015 lesson 1 history and current concept of management
1. Principle of Management:
History and Current Concept
DGD541 Dental Clinic and Hospital Management I
Faculty of Dental Medicine, Rangsit University
2.
3. The student will able to
Understand the principle and concept of management
Apply the principle and concept of management for health care organization
Management & Health care system
Principle of Management
Effectiveness VS Efficiency
Level of Management
Managerial roles and skills
Managerial Theory
Current Concept in Management
Contents
Objectives
10. Health care VS Business
Business
o Operation efficiently
o Operation safely
o Be productive
o Utilize technology
o Create a profit
Health care
o Provide relief of pain from dental
origin
o Help prevent pain by practicing
preventively dentistry
o Help maintain patients’ personal
appearance
o Help patients masticate their food
throughout their lifetime
o Assist in maintaining good oral
health
11. Dentistry as a service profession
A potential
patient contacts
the office
The service is
performed
The service
meets the
patient’s needs
The dental
practice will
succeed
The patient
returns
if
and
if
and
if
and
if
or
if
and
if
12. Administration VS Management
Basis Management Administration
Meaning
Management is an art of getting things done
through others by directing their efforts
towards achievement of determined goals
It is concerned with formulation of board
objectives, plans and policies
Nature Management is an executing function. Administration is a decision making function
Process
Management decided who should do it and
how should do not it
Administration decides what is to be dine and
when it is to be done.
Function
Management is a doing function because
managers get work done under their
supervision.
Administration is a thinking function because
plans and policies are determines under it.
Skills Technical and human skills Conceptual and human skills
Level Middle and lower level function Top level management
14. Effectiveness VS Efficiency
Resource Usage Goal Attainment
Low Waste High Attainment
Management strives for:
Low Resource Waste (High efficiency)
High Goal Attainment (High effectiveness)
Efficiency (Means) Effectiveness (Ends)
15. Effectiveness VS Efficiency
Manager choose the right goal to pursue, but
does a poor job of using resources to achieve
these goals.
Result: A product that customers want, but that
is too expensive for them to buy
Manager chooses the right goals to pursue and
makes good use of resources to achieve these
goals.
Result: A product that customers want at a
quality and price that they can afford.
Manager chooses wrong goals to pursue and
makes poor use of resources.
Result: A low-quality product that customers do
not want
Manager chooses inappropriate goals, but
makes good use of resources to pursue these
goals
Result: A high-quality product that customers
do not want.
HighLow
High
Low
Effectiveness
Efficiency
20. Managerial skills
Conceptual Human Technical
Conceptual Human Technical
Conceptual TechnicalHuman
•The ability to analyze and
diagnose a situation and to
distinguish between cause and
effect.
•The ability to understand, alter,
lead, and control the behavior of
other individuals and groups.
•The ability to communicate, to
co-ordinate, and to motivate
people, and to mold individuals
into a cohesive team
•The jod specific knowledge and
techniques required to perform an
organizational role
21. Management skill and Function Matrix
Planning Organizing Leading Controlling
Acquiring power ✔ ✔
Active listening ✔ ✔
Budgeting ✔ ✔
Choosing an effective teams ✔
Coaching ✔
Creating effective tems ✔ ✔
Delegating (Empowerment) ✔ ✔
Designing motivating jobs ✔ ✔
Developing trust ✔
Disciplining ✔ ✔
Interviewing ✔ ✔
Managing conflict ✔ ✔
Managing resistance to change ✔ ✔ ✔
Mentoring ✔
Negotiating ✔
Providing feedback ✔ ✔
Reading an organization’s culture ✔ ✔
Running productive meeting ✔ ✔ ✔ ✔
Scanning the environment ✔
Setting goals ✔ ✔
Solving problems creatively ✔ ✔ ✔ ✔
Valuing diversity ✔ ✔ ✔ ✔
22. Managerial ability
• Leadership
• Oral Communication and Presentation
skill
• Written Communication
• Planning and Organizing
• Information Gathering and Problem
Analysis
• Decision Making
• Self-objectivity
• Disposition to a Willingness and Desire to
Lead Other in New Direction
• Delegation and Control
23. Competitive advantage
The ability of one organization to outperform other organization
because it produces desired goods or services more effectively
than its competitors.
Competitive
advantage
Efficiency Innovation
ResponsivenessQuality
28. • Frederic W.Taylor (1856-1915) : “Father of Scientific Management”
• ใช้หลักกำรของกำรจัดกำรแบบวิทยำศำสตร์ เพื่อหำวิธีกำรทำงำนแต่ละอย่ำง มีลักษณะขั้นตอนที่เป็น
มำตรฐำน
• พิจำรณำคัดเลือกคุณสมบัติ ควำมสำมำรถของพนักงำนแต่ละคน
• ใส่ใจกำรฝึกฝน และพัฒนำวิธีกำรทำงำน รวมทั้งให้ค่ำตอบแทนจูงใจกำรทำงำนตำมหลักวิทยำศำสตร์
• สนับสนุนกำรทำงำนของพนักงำน ด้วยกำรวำงแผนกำรทำงำนอย่ำงดี ให้กำรทำงำนรำบรื่น
• Frank (1868-1924) and Lillian Gilbreth (1878-1972)
• Motion study
• Henry L.Gantt (1861-1919)
• Scheduling innovation : The Gantt’s chart
• Rewarding innovation : Bonus
One best way
Scientific management
29. Scientific management
• ใช้หลักเหตุผลและวิทยำศำสตร์เพื่อปรับปรุงประสิทธิภำพของบุคลำกร
• Frederick W.Taylor
• Time - and - motion study
• Principle of scientific management
• พัฒนำ One best way ผ่ำนกำรวิเครำะห์อย่ำงมีหลักเกณฑ์
• ใช้วิธีกำรทำงวิทยำศำสตร์ในกำรคัดเลือก ฝึกหัด สอน และพัฒนำคนงำน
• มีกำรร่วมมือกับคนงำนอย่ำงจริงใจ
• มีกำรแบ่งงำนและควำมรับผิดชอบ
Scientific management
33. X - Y theory by Douglas McGregor
X Y
• เกียจคร้ำน ไม่ชอบทำงำน
• มีควำมทะเยอทะยำนต่ำ
• ชอบให้บังคับ สั่งให้ปฏิบัติ
• ขำดควำมกระตือรือร้น
• ใช้ปัจจัยพื้นฐำน เช่น เงิน เป็นเครื่องจูงใจในกำรทำงำน
• มีควำมรับผิดชอบ
• มีควำมคิดริเริ่มสร้ำงสรรค์
• สำมำรถควบคุมตนเองได้
• มุ่งมั่นทำงำนให้สำเร็จ
• ควำมสำเร็จของงำนขึ้นอยู่กับควำมพอใจที่จะได้รับ
สิ่งจูงใจอื่น
34. The contingency approach
• The best way to organize depend on the nature of the environment to which the
organization must relate
• ถ้ำเป็นเช่นนั้นแล้ว-ดังนั้น
• หลักกำรของกำรบริหำรเชิงสถำนกำรณ์
• กำรมองสถำนกำรณ์ขององค์กำรตำมควำมเป็นจริง
• กำรเลือกกลยุทธ์กำรบริหำรจัดกำรที่เหมำะสมที่สุดในสถำนกำรณ์เหล่ำนั้น
• กำรดำเนินกลยุทธ์เหล่ำนั้นอย่ำงชำนำญ
35. 29
The System Approach
Opensystem
Close system
Input Process Output
Activity
Input
Production
Man
Materials
Machine
Money
Knowledge
Technology
Feed back Feed back
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