This document provides an overview of different schools of management thought, beginning with the Classical perspective which emerged in the 19th-20th centuries. It discusses Scientific Management pioneered by Frederick Taylor which focused on operational efficiency. Henri Fayol contributed principles of administration including division of labor and unity of command. The Hawthorne Studies showed the importance of social factors in workplaces. Later, behavioral science looked at individual/group behaviors and needs hierarchies. Theories X and Y examined beliefs about employee motivation. Barnard viewed organizations as cooperative systems requiring effectiveness and efficiency to survive through communication and incentives.
Frederick W. Taylor (1856-1915)
Father of “Scientific Management.
attempted to define “the one best way” to perform every task through systematic study and other scientific methods.
believed that improved management practices lead to improved productivity.
Three areas of focus:
Task Performance
Supervision
Motivation
Scientific management incorporates basic expectations of management, including:
Development of work standards
Selection of workers
Training of workers
Support of workers
Report on how the Management Theory has evolved over the years.
Submitted for the module "Introduction to Management" during the 2nd semester of the Transport and Logistics Management Degree Program at University of Moratuwa
Frederick W. Taylor (1856-1915)
Father of “Scientific Management.
attempted to define “the one best way” to perform every task through systematic study and other scientific methods.
believed that improved management practices lead to improved productivity.
Three areas of focus:
Task Performance
Supervision
Motivation
Scientific management incorporates basic expectations of management, including:
Development of work standards
Selection of workers
Training of workers
Support of workers
Report on how the Management Theory has evolved over the years.
Submitted for the module "Introduction to Management" during the 2nd semester of the Transport and Logistics Management Degree Program at University of Moratuwa
Part of Management Process. How the management process evolved from the early years.
Many experts contributed for this evolution. I compiled the list and little bit history along with the theory developed by each contributor for this process.
1.1 Meaning of organization ,management, and
managers
1.1.1. Management as science or art
1.1.2. Management as a process with four functions
1.1.3. Importance of managers in organization
1.1.4. Concept of efficiency, effectiveness and
value addition to organization
1.2 Managerial roles
1.2.1 Interpersonal ,Informational and decisional roles
1.3 Managerial skill
1.3.1.Technical, Interpersonal and conceptual
skills
A presentation on the Father of Scientific Management, Frederick Winslow Taylor : His 4 principles, theory, plus points, the link with fordism, drawbacks and criticisms, etc, etc...
Also designed the slide templates myself...
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
Part of Management Process. How the management process evolved from the early years.
Many experts contributed for this evolution. I compiled the list and little bit history along with the theory developed by each contributor for this process.
1.1 Meaning of organization ,management, and
managers
1.1.1. Management as science or art
1.1.2. Management as a process with four functions
1.1.3. Importance of managers in organization
1.1.4. Concept of efficiency, effectiveness and
value addition to organization
1.2 Managerial roles
1.2.1 Interpersonal ,Informational and decisional roles
1.3 Managerial skill
1.3.1.Technical, Interpersonal and conceptual
skills
A presentation on the Father of Scientific Management, Frederick Winslow Taylor : His 4 principles, theory, plus points, the link with fordism, drawbacks and criticisms, etc, etc...
Also designed the slide templates myself...
It contains information about the basic concepts of management like what is management, functions of management, levels of management which is the basis for every management student.
Describes the following types of systems and gives some examples as well.
- Transaction Processing Systems or TPS
- Office Automation Systems or OAS
- Knowledge Work Systems or KWS
- Decision Support System or DSS
- Executive Support Systems or ESS
- Group Decision Support Systems or GDSS
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Management is the art of securing maximum results with a minimum of effort so as to secure maximum prosperity and happiness for both employer and employee and give the public the best possible service.
~John Mee
Early Contribution, Scientific Management, Administrative Theory, Bureaucracy Theory, Human Relation Management, Social System Approach, Decision Theory Approach.
The idea of management is not new; managing is an inbuilt character of human beings. Early forms of management concepts have been applied throughout history in order to progress as a society. We see beautiful creation from Stone Age to civilization – could those creations such as monuments and cities be in place without management? Management activities were always needed in order to complete massive projects. The Industrial Revolution as well as the growth of factories and mass production created a need for strong management processes. Better and more efficient ways of manufacturing goods were needed in order to maximize productivity, bring down costs, and increase profitability. As a result, since the late 1800’s, theorists have developed a wide range of methods for improving management practices
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In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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3. The Classical
Management Perspective
Scientific Management
F.W. Taylor(Father of Scientific
Management)
Introduced the concept of Scientific
Management
Concerned with improving the performance of
individual workers (i.e. operational efficiency)
Grew out of the industrial revolution's labor
shortage at the beginning of the twentieth
century
5. The Classical
Management Perspective
Principles of Scientific Management:
Replacing Rule of Thumb with Science
Harmony in Group Action
Cooperation
Maximum Output
Development of workers
7. The Classical Management
Perspective (cont’d)
Henry Gantt
He was an early associate of Fredrick W.
Taylor.
Developed other techniques, including the
Gantt chart, to improve working efficiency
through planning/scheduling
8.
9. The Classical Management
Perspective (cont’d
This is a Basic Gantt chart example. It
shows tasks in a Security and Access
Control project. Tasks are outlined in two
sections. Each task uses a yellow triangle
to indicate the start date of the task and a
green down triangle to indicate the finish
date of the task. Also shown on this
schedule are the responsible subcontractors for the project (in the column
labeled R-E-S-P).
10.
11. The Classical Management
Perspective
Frank & Lillian Gilberth
Reduced the number of movements in
bricklaying, resulting in increased output
of 200%.
Both collaborated fatigue and motion
studies
12. The Classical Management
Perspective (Administrative
Mgmt)
Administrative Management
A theory that focuses on managing the
total organization and not only on
productivity of individual.
13. The Classical
Management Perspective (Administrative
Mgmt)
Max Weber
He developed a theory of authority structures
and relations Bureaucracy- ideal type of
organization
Focused on:
division of labor
‡ clearly defined hierarchy
‡ detailed rules and regulations
‡ impersonal relationships
15. Henri Fayol (1841-1925)
Henri Fayol was a French mining engineer
and management theorist. He developed
the theory of Scientific Management. He
studied at the mining school "Ecole
Nationale Superieure des Mines" in SaintEtienne of France
He is well known as the father of modern
management theory. Fayol started as an
engineer at a mining company and he
became its managing director in 1888.
16. Henri Fayol (1841-1925)
Fayol's contributions were first published in book
titled "Administration Industrielle et Generale",
in 1916.
He looked at the problems of managing an
organisation from top management point of
view.
He has used the term 'administration' instead of
'management'.
His contributions are generally termed as
operational management or administrative
management.
17. Managerial Qualities
According to Fayol a manager must have following
qualities:
Physical (health, vigour, and address)
Mental (ability to understand and learn,
judgement, mental vigour, and capability)
Moral (energy, firmness, initiative, loyalty,
tact, and dignity)
Education (general acquaintance)
Technical (peculiar to the function being
performed)
Experience (arising form the work).
18. The Classical
Management Perspective (Administrative Mgmt
)
Henry Fayol said,
Activities could be divided into six groups:
1. Technical (related to product)
2. Commercial (buying, selling )
3. Financial (Search for capital & use)
4. Security (protection of property and
person)
5. Accounting (including statistics)
6. Management (P,O C)
19. Fayol’s 14 Principles for Organizational
Design and Effective Administration
1. Division of Labor: allows for job specialization.
Fayol noted firms can have too much specialization leading
to quality output and proper worker involvement.
2. Authority and Responsibility: Fayol included
both formal and informal authority resulting from
special expertise.
3. Unity of Command: Employees should have only
one boss.
4. Line of Authority: a clear chain from top to
bottom of the firm.
5. Centralization: the degree to which authority
rests at the very top.
20. Fayol’s 14 Principles for Organizational
Design and Effective Administration
6. Unity of Direction: One plan of action to guide
the organization.
7. Equity: Treat all employees fairly in justice and
respect.
8. Order: Each employee is put where they have
the most value.
9. Initiative: Encourage innovation.
10. Discipline: obedient, applied, respectful
employees needed.
21. Fayol’s 14 Principles for Organizational
Design and Effective Administration
11. Remuneration of Personnel: The payment
system contributes to success.
12. Stability of Tenure: Long-term employment
is important.
13. General interest over individual interest:
The organization takes precedence over the
individual.
14. Esprit de corps: Share enthusiasm or
devotion to the organization.
22. The Classical
Management Perspective (Administrative Mgmt)
Mary Parker Follet (1863-1933)
Stressed the importance of organizations
establishing common goals to its
employees.
Her Holistic´ model of control took into
account not just individuals and groups,
but the effects of environmental factors
also.
23. The Classical Management
Perspective Today
CONTRIBUTION:
Laid the foundation for later theoretical
developments.
Identified management processes,
functions, and skills.
Focused attention on management as a
valid subject of scientific inquiry
24. The Classical Management
Perspective Today
Limitations :
More appropriate approach for use in
traditional, stable, simple organizations.
Prescribed universal procedures that are
not appropriate in some settings.
Employees viewed as tools rather than as
resources
25. The Behavioral
Management Perspective
Hugo Munsterberg (1863±1916)
A German psychologist, considered the father of
industrial psychology, wrote Psychology and
Industrial Efficiency,´ a pioneering work in the
practice of applying psychological concepts to
industrial settings.
27. Human relations Approach: The
Hawthorne Studies
Conducted by Elton Mayo and associates
at Western Electric (1927±1932)
Illumination study.
Elton Mayo's studies grew out of preliminary
experiments at the Hawthorne plant from 1924
to 1927 on the effect of light on
productivity.
Those experiments showed no clear connection
between productivity and the amount of
illumination but researchers began to wonder
what kind of changes would influence output.
28. The Hawthorne Studies
Relay Assembly Test room.
Mass Interview Program.
Factors Studies: Impact of Working Hours, Resting
Hour & Proportionate Compensation over Productivity
The major finding of the study was that irrespective of
the experimental manipulation, worker production
seemed to improve continually.
One reasonable conclusion is that the workers were
happy to receive attention from the researchers who
expressed an interest in them. Originally, the study was
expected to last one year, but since the findings were
inexplicable when the researchers tried to relate the
worker's efficiency to manipulated physical conditions,
the project was incrementally extended to five years.
29. Elton Mayo's Contribution
Bank Wiring observation Room
Factors:
Impact
of
formally
unmonitored work over productivity
Findings:
The aptitudes of individuals are
imperfect
predictors
of
job
performance. Although they give some
indication of the physical and mental
potential of the individual, the amount
produced is strongly influenced by social
factors.
30. Elton Mayo's Contribution
Informal organization affects productivity.
The researchers discovered a group life among
the workers. The studies also showed that the
relations that supervisors develop with workers
tend to influence the manner in which the
workers carry out directives.
Work-group norms affect productivity.
The Hawthorne researchers recognized that
work groups tend to arrive at norms of what is
"a fair day's work.“ They provided the best
systematic description and interpretation of this
phenomenon.
31. Elton Mayo's Contribution
The workplace is a social system. The
researchers came to view the workplace as a
social system made up of interdependent parts.
The worker is a person whose attitudes and
effectiveness are conditioned by social demands
from both inside and outside the work plant.
Informal group within the work plant exercise
strong social controls over the work habits and
attitudes of the individual worker.
32. Elton Mayo's Contribution
The
need for recognition,
security and sense of
belongingness is more
important in determining
workers' morale and
productivity than the physical
conditions under which he
works.
33. Behavioral Science Approach
Emphasized individual attitudes and
behaviors, and group processes.
Recognized the importance of behavioral
processes in the workplace
Abraham Maslow :
Advanced a theory that employees are
motivated by a hierarchy of needs that
they seek to satisfy.
35. Douglas McGregor Th:
He Proposed Theory X and Theory Y concepts of
managerial beliefs about people and work
Theory X :
It assumes that workers have little ambition,
dislike work, want to avoid responsibility, and
need to be closely controlled
36. Theory Y
It assumes that workers can exercise selfdirection, accept and actually
seek out responsibility, and consider work
to be a natural activity
37. Chester Barnard’s contribution
In his youth, Barnard worked in a farm,
then studied economics at Harvard
University, earning money tuning pianos
and operating a dance band. Harvard
denied him a BA because of a technicality,
but a number of universities later granted
him honorary doctorates.
38. Barnard joined the American Telephone
and Telegraph Company (now AT&T) in
1909. In 1927, he became president of
the New Jersey Bell Telephone Company.
During the Great Depression, he directed
the New Jersey state relief system .He
was president of the United Service
Organizations (USO), 1942-45
39. Chester Barnard’s contribution
Upon retiring from business, he served as
president of the Rockefeller Foundation,
1948-52, and as chairman of the National
Science Foundation, 1952-54.
End 1950s he was among the first
members of the Society for General
Systems Research
40. Chester Barnard’s contribution
Barnard looked at organizations as
systems of cooperation of human activity,
and noted that they are typically shortlived.
It is rare for a firm to last more than a
century. Similarly most nations last for less
than a century.
41. The only organization that can claim a
substantial age is the Roman Catholic
Church.
According to Barnard, organizations are
not long-lived because they do not meet
the two criteria necessary for survival:
effectiveness and efficiency.
42. Effectiveness
Effectiveness, is defined as being able to
accomplish stated goals.
It is the ultimate objective of cooperative
action .
It Cannot be achieved without cooperation
from employees .
43. efficiency
He defined efficiency of an organization as
the degree to which that organization is
able to satisfy the motives of the
individuals
If an organization satisfies the motives of
its members while attaining its explicit
goals, cooperation among its members will
last.
44. Functions of the Executive
Barnard's classic 1938 book Functions of
the Executive discusses, as the title
suggests, the functions of the executive,
but not from a merely intuitive point of
view, but instead deriving them from his
conception of cooperative systems.
45. Authority and incentives
Barnard summarized the functions of the
executive as follows:
Barnard formulated two interesting
theories:
(a) authority
(b) incentives.
Both are seen in the context of a
communication system grounded in seven
essential rules:
46. Authority and incentives
The channels of communication should be
definite;
Everyone should know of the channels of
communication;
Everyone should have access to the formal
channels of communication;
47. Authority and incentives
Lines of communication should be as short and
as direct as possible;
Competence of persons serving as
communication centers should be adequate;
The line of communication should not be
interrupted when the organization is functioning;
Every communication should be authenticated.
48.
Thus, what makes a communication
authoritative rests with the subordinate
rather than with his superior. Barnard's
perspective had affinities to that of Mary
Parker Follett and was very unusual for his
time, and that has remained the case
down to the present day. He seemed to
argue that managers should obtain
authority by treating subordinates with
respect and competence.
49. Incentives
As for incentives, he proposed two ways
of convincing subordinates to cooperate:
tangible incentives and persuasion. He
gives great importance to persuasion,
much more than to economic incentives.
50. Incentives
He described general and as well as
specific incentives such as :
Money and other material inducements;
Personal non-material opportunities for
distinction;
Desirable physical conditions of work;
Ideal benefactions, such as pride of
workmanship etc