evolution of management theory brief presentation

1. Evolution of Management
Theory

2. Scientific Management (Late 19th to Early 20th Century):
- revolutionized industrial practices by applying scientific
principles to workplace efficiency
- Its key proponents, mainly Frederick Winslow Taylor

3. Scientific Management (Late 19th to Early 20th Century):
Objectives:
• Increase worker productivity: This was the core aim, achieved through
eliminating wasted time and motion, standardizing work processes, and
optimizing tools and equipment.
• Improve product quality: By streamlining processes and focusing on
precision, scientific management aimed to reduce errors and enhance
product consistency.
• Boost organizational efficiency: Scientific principles were applied to all
aspects of production, from material handling to scheduling, to optimize
resource allocation and overall system performance.

4. Scientific Management (Late 19th to Early 20th Century):
Key Principles:
• Time and motion studies: Workers' movements were precisely analyzed
to identify and eliminate unnecessary motions, saving time and effort.
• Division of labor: Tasks were broken down into smaller, specialized
actions, allowing workers to focus on a specific skill and become highly
proficient.
• Standardization of work processes: Optimal methods for each task
were established and documented, ensuring consistency and minimizing
errors.
• Management control: Managers, equipped with scientific data and
knowledge of optimal procedures, exercised greater control over
production processes and worker behavior.

5. Scientific Management (Late 19th to Early 20th Century):
Criticisms:
• Dehumanization of work: Critics argued that scientific management
treated workers as machines, ignoring their needs and desires, leading
to monotony and alienation.
• Labor conflict: The emphasis on efficiency and control was seen as
undermining worker autonomy and bargaining power, often leading to
labor unrest.
• Limited applicability: While effective in repetitive tasks, scientific
management was less suited for more complex or creative work
requiring adaptability and initiative.

6. Administrative Management (Early 20th Century):
- spearheaded by French industrialist Henri Fayol
- This school shifted attention from individual worker
optimization to overall organizational structure and
leadership.

7. Administrative Management (Early 20th Century):
Focus:
Organizational design and structure: Fayol believed that a well-
defined organizational structure with clear lines of authority and
communication was crucial for efficiency and effectiveness.

8. Administrative Management (Early 20th Century):
Focus:
Management principles: He proposed 14 principles guiding managerial
actions:
• 1. Division of Work - Specialization of tasks
• 2. Authority and Responsibility -to give orders; to carry them out effectively
• 3. Discipline -Order, obedience, and respect
• 4. Unity of Command - one superior to avoid confusion and conflicting instructions.
• 5. Unity of Direction - one superior to avoid confusion and conflicting instructions.
• 6. Subordination of Individual Interests to the General Interest
• 7. Remuneration - Fair and appropriate compensation
• 8. The Degree of Centralization - optimal level of decision-making centralization
• 9. Scalar Chain - hierarchy
• 10. Order - Material and human resources should be placed and used in an organized manner

9. Administrative Management (Early 20th Century):
• 11. Equity -treat employees with fairness and justice
• 12. Stability of Tenure of Personnel - long-term retention.
• 13. Initiative - take initiative and responsibility
• 14. Esprit De Corps - strong sense of team spirit and unity

10. Administrative Management (Early 20th Century):
Contributions:
• Formalized organizational structures: Administrative Management
provided a framework for designing and managing effective
organizational structures that are still used today.
• Emphasis on managerial roles: It defined and elevated the role of
managers as responsible for planning, organizing, coordinating, and
controlling organizational activities.
• Universal applicability: The principles offered broader guidance
applicable to various organizational contexts, transcending industry
specifics.

11. Administrative Management (Early 20th Century):
Limitations:
• Rigidity and bureaucracy: Critics argue that Fayol's emphasis on
hierarchy and structure can lead to inflexibility and stifle creativity and
innovation.
• Limited attention to workers: While acknowledging the importance of
initiative, Administrative Management focuses primarily on managerial
functions and processes, potentially neglecting the human element
within the organization.
• Static nature: The principles, while valuable, were developed in a pre-
globalized world and may not fully address the complexities and
dynamics of today's business environment.

12. Behavioral Management (Mid-20th Century):
a school of thought emphasizing the crucial role of psychological and
social factors in worker productivity and satisfaction.

13. Behavioral Management (Mid-20th Century):
Focus:
• Motivation and individual differences: behavioral management
delves into what drives employees to perform well and how individual
needs and personalities influence behavior.
• Human relations and communication: Fostering positive
relationships, open communication, and a supportive work environment
were viewed as key to worker engagement and well-being.
• Group dynamics and teamwork: Understanding the dynamics of work
groups and promoting collaboration were seen as essential for
achieving organizational goals.

14. Behavioral Management (Mid-20th Century):
Key contributors and experiments:
• Elton Mayo and the Hawthorne Studies: These groundbreaking
studies challenged the assumptions of Scientific Management by
demonstrating that increased attention to worker well-being and social
interaction could significantly boost productivity.
• Abraham Maslow: His hierarchy of needs proposed that humans are
motivated by different levels of needs, from basic physiological needs
to higher-order needs for self-actualization.
• Douglas McGregor: His Theory X and Theory Y differentiated two
contrasting views of human nature in the workplace, emphasizing the
importance of leadership style and employee trust

15. Behavioral Management (Mid-20th Century):
Key benefits:
• Increased employee motivation and engagement: By addressing
workers' needs and concerns, behavioral management can lead to
higher morale, job satisfaction, and productivity.
• Improved communication and collaboration: Fostering open
communication and teamwork encourages knowledge
sharing, innovation, and problem-solving.
• Reduced conflict and absenteeism: A positive work environment
and focus on employee well-being can minimize negativity and
promote employee retention.

16. Behavioral Management (Mid-20th Century):
Limitations:
• Overemphasis on individual psychology: Overlooking broader
organizational factors and systemic issues can limit the effectiveness of
behavioral management approaches.
• Difficulty in generalizing findings: Studies and theories might not be
universally applicable across diverse organizations and cultures.
• Potential for manipulation: The focus on motivation could be misused
for manipulative management practices that prioritize control over
employee well-being.

17. New Developments in Management (Late 20th Century to
Present)
1. Systems Theory and Contingency Theory:
• Moving beyond individual tasks and structures, these theories view
organizations as interconnected systems that need to adapt to their
environment.
• This emphasizes holistic thinking, flexibility, and responsiveness to
external and internal changes.

18. New Developments in Management (Late 20th Century to
Present)
2. Globalization and Cultural Diversity:
• Management practices must acknowledge cultural differences and
adapt to a global workforce.
• Leadership models need to be inclusive and foster intercultural
understanding and collaboration.

19. New Developments in Management (Late 20th Century to
Present)
3. Knowledge Management and Learning:
• Organizations are recognizing the importance of knowledge as a key
asset.
• Knowledge management practices and fostering a culture of
continuous learning become essential for adapting to new challenges
and staying competitive.

20. New Developments in Management (Late 20th Century to
Present)
4. Sustainability and Ethical Leadership:
• Environmental and social responsibility are increasingly important for
organizations.
• Sustainable practices, ethical decision-making, and stakeholder
engagement are becoming integral parts of management.

21. New Developments in Management (Late 20th Century to
Present)
5. Agile and Remote Work:
• Traditional structures are giving way to more flexible and collaborative
models like agile teams and remote work.
• This requires managing distributed teams effectively, promoting trust
and communication, and adapting to new ways of collaboration.
• .

22. New Developments in Management (Late 20th Century to
Present)
6. Servant Leadership and Employee Empowerment:
• Leadership styles are shifting towards a more empowering and service-
oriented approach.
Servant leaders focus on supporting and developing employees, fostering
ownership and initiative, and creating a positive work environment.

23. New Developments in Management (Late 20th Century to
Present)
8. Diversity, Equity, and Inclusion (DE&I):
• Building diverse and inclusive workplaces is not just about fairness but
also about driving innovation and unlocking the potential of all
employees.
• Integrating DE&I principles into recruitment, talent development, and
company culture is crucial for success in today's world.