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1. EMAN 233

2.  Sun Tzu
Art of War
 Sun Tzu’s Art of War is a management perspective
focus on ideas developing military strategies.
 Sun Tzu’s management style uses intelligence and
cunning to subdue an enemy rather than to rely on
violence and destructions.
 This style includes: showing ability, skills, Deceit or
evasion.
500BC

3. Machiavelli’s
The Prince – Early ideas about
Leadership
 Machiavelli’s leadership philosophy believes that “The end
justified the means”.
 Machiavellian leadership style is contemporary, classical,
critical approaches, self-serving tactics and ego driven
meaning Machiavellian believes that leaders was better to
be feared than to be loved. They are fair yet tough and
harsh. In other words, survival is the primary and basic
human instinct that dominates other emotions.
1500s

4. 
A. Smith’s
The Wealth of Nations - early ideas about the design
and organizations of work
 This Management Style is the first to
recognize the principle of Division of Labor.
Division of labor converted production by
craftsmen or artisans who were generalist
into simple steps Each worker became a
specialist who repeated one step over and
over, thereby achieving greater efficiencies
in the use of time and knowledge.
1700s

5. 
Operational Perspective –
Management perspective formed during the 19th and 20th
centuries when factory system and modern corporations evolved
to meet the challenges of managing large, complex
organizations.
 Operational perspective attempted to apply logic and the
scientific method to managements so as to discover and practice
the one best way of doing a job.
 Some legacy of the operational perspective is called “productions
and operations management” which role played by human
element of an organization. Three approaches fall into
operational perspective: Scientific Management, Quantitative
Management, and Qualitative Management.
Late 1800s
Early 1990s

6.  Scientific Management – is a method that applies the
principles of the scientific method to the
management process determining the one best way
to do a job and sharing the rewards with the workers.
Four Principles of Scientific Management
 Scientifically study each part of the task and
develop the best method of performing the task.
 Carefully select workers and train them to perform
the task by using the scientifically developed
method.
 Cooperate fully with workers to ensure that they use
the proper method.
 Divide work and responsibility so that management is
responsible for planning work methods using
scientific principles and workers are responsible for
executing the work accordingly.

7.  Quantitative Management – the focus is on the development of
various statistical tools and techniques to improve efficiency and
allow management to make informed decisions regarding the
costs and benefits of alternative courses of action.
Four Quantitative methods which are still widely used today.
 Break-even Analysis – provides formulas to assess the total fixed
costs associated with producing a product, the variable costs for
its unit, and the contribution made by the sale of each unit to
recovering both fixed and variable costs.
 Economic Order Quantity – this refers to have an effective
management of inventories towards sustainability and
profitability.
 Material Requirements Planning (MRP) – is a set of tools designed
to manage components where demand for the items is linked to
another demand.
 Quality Management – this approach focuses on quality as an
overarching goal. The basis of this approach is the understanding
that all employees and organizational units should be working
harmoniously to satisfy the customer.

8.  The Key Elements of Total Quality Management:
 Focus on the Customer – it is important to identify the
organizations customers, External customers consume
the organizations product or services, the internal
customers are employees who receive the output of
other employees.
 Employee involvement – quality is the job of all
employees, employees should be involved in quality
initiatives.
 Continuous improvement – quest for quality is a
never-ending process in which people are
continuously working to improve the performance,
speed, and number of features of the product or
service.

9.  The management approach that examines the entire organization
as a rational entity, using impersonal rules and procedures for
decision making.
 Key Characteristics of Weber’s Ideal Bureaucracy:
 Specialization of labor – jobs are broken down into routine, well-
defined task so that members know what is expected of them and
become extremely competent at their particular subset of tasks.
 Formal rules and procedures – written rules and procedures specifying
the behaviors desired from members ,facilitate coordination and
ensure uniformity.
 Impersonality – Rules, procedure, and sanctions are applied uniformly
regardless of individual personalities and personal considerations.
 Well-Defined Hierarchy – Multiple levels of positions, with carefully
determined reporting relationships among levels, provide supervision
of lower offices by higher ones, a means of handling exceptions, and
the ability to establish accountability of actions.
 Career Advancement based on merit – Selection and promotion are
based on the qualifications and performance of members.

10.  The management approach that examines an
organization from the perspective of the
managers and executives responsible for
coordinating the activities of diverse groups
and units across the entire organizations.
 Five functions of generic management activities:
 Planning
 Organizing
 Commanding/Directing
 Coordinating/Motivating
 And controlling

11.  Division of work –work should be divided into
specialized tasks with responsibility for each task
assigned to specific individuals.
 Authority – Authority should be delegated along with
responsibility.
 Discipline – Clarity expectations and provide
consequences.
 Unity of Command – Each employee should report
directly to one supervisor.
 Unity of Direction – The organization’s objectives
should be the focus of the employees work.
 Subordination of individual interest to the general
interest – The organization’s interests should be take
precedence over individual interests.
 Remuneration – Efforts that support the
organization’s objectives should be compensated.

12.  Centralization – Superior and subordinate roles should be
determined and their relative importance clarified.
 Scalar chain – Communications among organizational areas
should follow the chain of command.
 Order – The organization of materials and jobs should
support the goals of the organization.
 Equity – Treat all employees the same, with justice and
respect.
 Stability and Tenure – Employee loyalty and continuing
service should be encouraged.
 Initiative – Individual initiative of employees that supports
the organization’s objectives should be encouraged.
 Esprit de corps – Employees and management should be
encouraged to share the goal of achieving the
organization’s objectives.

13. - The management view that
knowledge of the psychological and social
processes of human behavior can result in
improvements in productivity and work satisfaction.
(e.g giving incentives)
 Mary Parker Follett – advocates increase employee
participation, greater employee autonomy, and
organizing the enterprise into “cross-functional” teams
composed of members of different departments working
together on common projects.
 Hawthorne Studies – purpose was to study the effects of
physical working conditions on employee productivity
and fatigue. Finding that paying special attention to
employees motivates them to put greater effort into
their jobs.
1930s
1960s

14.  Human Relations Approach – a management approach that views the relationships
between employees and supervisors as the most salient aspect of management.
 Employee Motivation – refers to Hierarchy of Needs
 Physiological Needs
 Physiological needs are the physical requirements for human survival.
 Safety needs
 Safety and Security needs include:
 Personal security
 Financial security
 Health and well-being
 Safety net against accidents/illness and their adverse impacts
 Love/Social belonging
 Friendships
 Intimacy
 Family

15.  Esteem
 All humans have a need to feel respected;
this includes the need to have self-
esteem and self-respect.
 Self-actualization
 "What a man can be, he must be.
 Thinking, learning, decision making, values, beliefs,
fulfillment, helping others.