The document discusses the evolution of management theories, including pre-classical, classical, behavioral, and modern approaches, highlighting key figures such as F.W. Taylor, Henri Fayol, and Max Weber. Taylor's scientific management emphasizes efficiency through scientific methods, while Fayol's administrative management proposes principles for organizational operations, and Weber's bureaucratic management focuses on structure and efficiency. Each approach has its characteristics, limitations, and contributions to modern management practices.

1. EVOLUTION OF
MANAGEMENT THOUGHTS
Pre-Classical
Classica
Behavioural
modern

2. PRE-CLASSICAL THEORY OF
MANAGEMENT
 In Pre-classical theory the structure of the organization is mechanical.
 Its main focus is on work.
 It emphasizes on order, rules & regulations.
 The practice of leadership is authoritarian.
 It focuses on 5Ps: Power, Position, Production, Profit & Punishment.
 It results workers’ dis satisfaction.
 As a result Industrial Revolution got its root

3. TYPES OF CLASSICAL APPROACHES
 Classical Theory emphasizes on both orders & rationality. It consists of basic rules
& regulations for smooth running of the organizations.
Classical approaches can be explained in the following manner.
 Scientific Management by F.W. Tayler, Frank & Gilbreth & Henry Gantt.
 Administrative Management by Henri Fayol.
 Bureaucratic Management by Max Weber

4. SCIENTIFIC MANAGEMENT THEORY
 Frederick Winslow Taylor was an American engineer who is known as the Father of
“Scientific Management” which studies the application of science in management.
 According to Taylor there is “One Best Way” to do each thing.
 He stressed on involvement of science for each element of man’s work to replace
the old rule-of-thumb method.
 Scientific training & development helped workers to perform in a better manner
than allowing them to choose their own task & perform.
 There was the development of spirit of hearty cooperation between workers &
management.
 Each group was assigned the task for which it was best fitted.

5. OBJECTIVES OF SCIENTIFIC MANAGEMENT
 His studies helped to improve the working conditions of industrial workers & were
instrumental in enhancing the productivity of the organization.
 He propounded sound management practices by stressing on division of labor,
scientific selection, placement & training of workers.
 Taylor was also instrumental in introducing the differential piece rate system in
organization.
 His studies helped to improve the working conditions of industrial workers & were
instrumental in enhancing the productivity of the organization.
 He propounded sound management practices by stressing on division of labor,
scientific selection, placement & training of workers.
 Taylor was also instrumental in introducing the differential piece rate system in
organization.

6. MANAGERIAL PRACTICES OF TAYLOR
 Piece Rate-Incentive System: Incentives are being received according to the
maximum pieces produced.
 Time-&-Motion Study: Jobs are broken down into various small tasks or motions &
unnecessary motions are removed to find out the best way of doing a job.
 Scientifically performing the job with proper selection & training.
 Harmony between management & employees to perform the task.
 Mental revolution towards the thought of workers who are not the mere wage
earners. They are the assets.

7. CONTRIBUTION OF FRANK & GILBRETH
 The father of “Motion Study” are Frank & Gilbreth which involves finding the best
sequence & minimum number of motions needed to complete a task.
 Both were mainly involved in exploring new ways for eliminating unnecessary
motions & reducing work fatigue.
 They introduced the concept of “Therbligs” which consists of different basic
motions like: Search, Select, Position & Hold.
 Both are very famous for their experiment of reducing the number of motions in
“Bricklaying”, by analyzing brick layers jobs & reducing the number of motions in
bricklaying from 18.5-4.

8. CONTRIBUTION OF HENRY LAURENCE
GANTT
 Henry Laurence Gantt was a mechanical engineer & management consultant who is the
most famous personality for developing “Gantt Chart” in 1910.
 He is one of the associate of F.W. Taylor & his contribution is very helpful in project
management task.
 Gantt Chart is used for scheduling multiple overlapping tasks over a time period.
 He focused on leadership qualities along with motivational schemes & emphasized the
greater effectiveness of rewards for good work rather than penalties for poor
performance.
 He developed a “Pay Incentive System” with a guaranteed minimum wage & bonus for
workers. If the workers completed their task before the standard time they would
receive bonus definitely.

9. THE GANTT CHART
 The Gantt Chart is accepted as the most important project management tool until
today. The chart is used as Program Evaluation & Review Technique (PERT).
 It is a popular type of bar chart that illustrates a project schedule which consists of
start & finish dates of the terminal elements & summary elements.
 Terminal & summary elements comprise the work breakdown structure of the
project.
 It provides a graphical mechanism of planning, controlling work & recording the
progress of workers towards the task standard.

10. CONT…
 The chart compares actual & planned performance.
 It indicates the production in terms of time rather than quantity.
 The horizontal axis consists of time, work schedule & work completed.
 The vertical axis consists of individuals & machines assigned.

11. LIMITATIONS OF SCIENTIFIC
MANAGEMENT
 The scientific management focuses problems at the operational level only.
 Taylor & his followers overlooked the social needs of workers & overemphasised
their economic & physical needs.
 It ignored the human desire for job satisfaction.

12. ADMINISTRATIVE MANAGEMENT
 Henry Fayol is known as the Father of “Administrative Management”. He
contributed fourteen management principles on the basis of his experience.
 According to Fayol, the business operations of an organization can be divided into
six activities: Technical, Commercial, Financial, Security, Accounting & Managerial.
 These fourteen principles are: Specialisation of Labour, Authority, Discipline, Unity
of Command, Unity of Direction, Subordination of Individual Interests,
Remuneration, Centralization, Scalar Chain, Order, Equity, Personal Tenure, Initiative
& Esprit de corps (SADUSRCSOEPIE).

13. 1: SPECIALIZATION OF LABOUR
 Specialization allows the individual to build up experience, & continuous
improvement in skill, thereby the person can be more productive.
 This principle is best for both the managerial as well as a technical work level.
 Henri believes that segregating work in the workforce amongst the worker will
enhance the quality of the product.
 Achieving the maximum efficiency from labour through specialization across all
aspects of organization: production, finance, accounting, human resource etc. is the
main aim of specialization.
 Fayol has concluded that the division of work improves the productivity, efficiency,
accuracy & speed of the workers.


14. 2: AUTHORITY & RESPONSIBILITY
 Authority facilitates the management to work efficiently & Responsibility makes
them accountable for the work done.
 Authority is the right to issue commands, along with which must go the balanced
responsibility for its function.
 Authority is the right to give order & the power to exact obedience.
 According to Fayol without authority managers can not manage the organization &
workers.

15. 3: DISCIPLINE
 The workers should be obedient & respectful for the organization, but this is two
sided: employees will obey orders if management play their part by providing
good relationship.
 Discipline involves the idea of no bending of rules. Rules are in place for a good
reason and deviation from them leads weak organizational structure.
 In practice discipline involves standards, consistency of action, adherence to rules
& values.
 Without discipline nothing can be accomplished. It is the core value for any project
or any management.
 Good performance and sensible interrelation make the management job easy &
comprehensive which is possible with proper discipline.

16. 4: UNITY OF COMMAND
 Unity of command means an employee should have only one boss & follow his/her
command.
 Order from many creates confusion & leads to conflict.
 The tension & dilemma arises where report to two or more bosses. Matrix structure
faces such type of problems.

17. 5: UNITY OF DIRECTION
 Unity of direction follows the principle of single plan. People engaged in the same
activity must have the same objective and single plan.
 This refers to all the persons working in a company should have one goal & they
are united to achieve the goal.
 It important that an united group of activities are essential to obtain unity of
action, coordination of strength & focusing on efforts.

18. 6: SUBORDINATION OF INDIVIDUAL
INTEREST
 Subordination of individual interest indicates a company should unitedly work
towards the interest of a company rather than personal interest.
 Management must see that the goals of the firm is always important & the goal of
a single employee should not prevail over the organization aswhole.

19. 7: REMUNERATION
 Remuneration states that employees should receive a fair payment for their
services which is also a motivational tool for workers.
 Remuneration whether it is monetary or non-monetary enhances morale of
employees.

20. 8: CENTRALIZATION
 Centralization deepens upon the size of the organization.
 According to Fayol there should be a balance between hierarchy & division of
power. The level of centralization is a matter of proportion as is the division of
labour.
 Large organization having proper coordination & competent employees opt for
decentralization rather than centralization.
 Decentralization refers to distribution of power.

21. 9: SCALAR CHAIN
 Scalar chain means the line of authority or levels of hierarchy. In hierarchy the steps
should be from top to bottom. Or from highest to lowest.
 This is necessary as an employee should be able to know his/her immediate senior.
 It also focuses on lateral communication.

22. 10: ORDER
 Order focuses that a company should maintain a well-defined work order to have a
favourable work culture.
 The positive atmosphere in the workplace will boost more positive productivity.
 Both material & social order are necessary for the smooth functioning of the
organization.
 The proper order of materials minimises time loss while handling materials & the
proper social order can be achieved through proper selection process.
 At the same time the policies, rules, instructions & actions should be
understandable & understood.
 Orderliness implies steady evolutionary movement rather than wild, anxiety
provoking & unpredictable movement.

23. 11: EQUITY
 Equity focuses on kindness & justice which is the foundation of any business.
Treating employees equally is very important for the smooth running of the
organization.
 All employees of the organization should be treated equally & respectfully. It is the
responsibility of the manager to avoid the chances of discrimination.

24. 12: STABILITY/PERSONNEL TENURE
 Employees work better if job security & career progress are assured to them.
 An insecure tenure creates high labour turnover which adversely affect the
organization.
 Both staff & management require suitable induction programs to familiarise
themselves with new work habits & situations. Fayol also focuses on effective
personnel planning & management development programs to reduce employee
turn over.

25. 13: INITIATIVE
 The management should support & encourage the employees to take initiatives in
an organization. It will help them to increase their interest & make them worthy.
 Allowing personnel to show their initiative in some way is a source of strength for
the organization.
 Therefore workers should be encouraged to contribute to the organization in terms
of development & new ideas.

26. 14: ESPRIT DE CORPS
 Esprit de Corps signifies harmony, cohesion among personnel & team work i which
is a great source of strength of the organization.
 It is the responsibility of the management to motivate their employees & be
supportive of each other regularly.
 Developing trust & mutual understanding will lead to a positive outcome & work
environment.

27. BUREAUCRATIC MANAGEMENT
 Weber believed that bureaucracy was the most efficient way to set up & manage
an organization, and absolutely necessary for larger companies to achieve
maximum productivity with many employees & tasks.
 The idea of Bureaucracy Favors efficiency, uniformity & a clear distribution of
power.
 Weber argued that bureaucracy constitutes the most efficient & rational way in
which human activity can be organised.
 Hierarchies are necessary to maintain order, to maximise efficiency & to eliminate
favouritism.

28. CHARACTERISTICS
 Major characteristics of Weber’s Ideal Bureaucracy can be explained in the
following manner.
 Work specialization & division of labour
 Abstract rules & regulations
 Impersonality of managers
 Hierarchy of organization structure

29. LIMITATIONS OF BUREAUCRATIC &
ADMINISTRATIVE MANAGEMENT
 Weber’s theory destroyed individual creativity & flexibility to respond to complex
changes in the global environment.
 The classical theory ignored important aspects of organizational behaviour.
 They did not deal with problems of leadership, motivation, power and informal
relations.
 Classical theories failed to consider impact of external environment upon employee
behaviour in organizations.