This document summarizes eight major schools of management thought: 1) Management Process, 2) Empirical, 3) Human Behavior, 4) Social, 5) Decision Theory, 6) Mathematical, 7) Systems, and 8) Contingency. It also discusses the contributions of several management theorists including Frederick Taylor's scientific management principles, Henry Fayol's 14 principles of management, and the evolution of management thinking over time to consider situational factors.
This document provides an overview of classical and modern organization theory as applied to health care organizations. It discusses several theories of organization including scientific management, administrative management, behavioral, systems, and contingency theories. Scientific management theory focuses on standardization, time studies, and dividing work responsibilities. Administrative theory examines formal structure, rules, and principles of management. Behavioral theory emphasizes human factors like motivation, leadership, and group dynamics. Systems theory views organizations as goal-oriented systems, while contingency theory contends there is no single best way to manage and the approach must fit the situation. The theories provide frameworks for functions like management structures, performance evaluation, process standardization, and adapting to changing environments in health care.
Management involves planning, organizing, staffing, directing, and controlling resources to achieve objectives. The key functions of management are planning, organizing, staffing, controlling, and directing. While administration determines policies and objectives, management executes policies and programs to coordinate activities and derive strength from administration. Management is essential for group goals to be achieved efficiently utilizing resources and establishing a sound organization.
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.
This document discusses the empirical school and decision theory approaches to management. The empirical school analyzes management through direct observation and experience, drawing generalizations from past management experiences to guide future decisions. This school views management as a series of decisions, and analyzing decisions as central to management. Decision theory is a body of knowledge and analytical techniques to help decision makers choose among alternatives based on possible consequences, in a way that is consistent with their objectives and preferences.
This document provides an overview of the evolution of management theory from 1890-2000. It discusses several important historical events and developments that influenced management theory, including Adam Smith's publication of The Wealth of Nations and the Industrial Revolution. The document then summarizes several major management theories that developed over this period, including Scientific Management Theory, Administrative Management Theory, Behavioral Management Theory, Management Science Theory, and Organizational Environmental Theory. It provides details on the key theorists and concepts associated with each theory.
This document provides an introduction to fundamental management concepts. It defines key terms like organization, management, and manager. It describes the main functions of management as planning, organizing, leading, and controlling. It discusses different management levels and skills needed at each level. The history of management theories is reviewed, including scientific management, administrative management, and bureaucratic management. Classical and behavioral perspectives on management are compared. Contingency theory and the systems approach to management are also introduced.
1. Management theory has evolved over centuries from early civilizations to the modern discipline it is today.
2. Early contributors included Sun Tzu, Chanakya, and Machiavelli who laid foundations for coordinated group efforts and leadership principles.
3. Scientific management emerged in the early 20th century focusing on economic rationality and efficiency through division of labor and incentives. Contributors included Taylor, Gilbreth, and Gantt.
4. The human relations movement arose in reaction, recognizing social and emotional needs. Hawthorne studies showed group influences on output. Contributors included Mayo, Maslow, and McGregor.
5. Recent decades integrate theories as management addresses increasingly complex problems across
This document provides an overview of classical and modern organization theory as applied to health care organizations. It discusses several theories of organization including scientific management, administrative management, behavioral, systems, and contingency theories. Scientific management theory focuses on standardization, time studies, and dividing work responsibilities. Administrative theory examines formal structure, rules, and principles of management. Behavioral theory emphasizes human factors like motivation, leadership, and group dynamics. Systems theory views organizations as goal-oriented systems, while contingency theory contends there is no single best way to manage and the approach must fit the situation. The theories provide frameworks for functions like management structures, performance evaluation, process standardization, and adapting to changing environments in health care.
Management involves planning, organizing, staffing, directing, and controlling resources to achieve objectives. The key functions of management are planning, organizing, staffing, controlling, and directing. While administration determines policies and objectives, management executes policies and programs to coordinate activities and derive strength from administration. Management is essential for group goals to be achieved efficiently utilizing resources and establishing a sound organization.
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.
This document discusses the empirical school and decision theory approaches to management. The empirical school analyzes management through direct observation and experience, drawing generalizations from past management experiences to guide future decisions. This school views management as a series of decisions, and analyzing decisions as central to management. Decision theory is a body of knowledge and analytical techniques to help decision makers choose among alternatives based on possible consequences, in a way that is consistent with their objectives and preferences.
This document provides an overview of the evolution of management theory from 1890-2000. It discusses several important historical events and developments that influenced management theory, including Adam Smith's publication of The Wealth of Nations and the Industrial Revolution. The document then summarizes several major management theories that developed over this period, including Scientific Management Theory, Administrative Management Theory, Behavioral Management Theory, Management Science Theory, and Organizational Environmental Theory. It provides details on the key theorists and concepts associated with each theory.
This document provides an introduction to fundamental management concepts. It defines key terms like organization, management, and manager. It describes the main functions of management as planning, organizing, leading, and controlling. It discusses different management levels and skills needed at each level. The history of management theories is reviewed, including scientific management, administrative management, and bureaucratic management. Classical and behavioral perspectives on management are compared. Contingency theory and the systems approach to management are also introduced.
1. Management theory has evolved over centuries from early civilizations to the modern discipline it is today.
2. Early contributors included Sun Tzu, Chanakya, and Machiavelli who laid foundations for coordinated group efforts and leadership principles.
3. Scientific management emerged in the early 20th century focusing on economic rationality and efficiency through division of labor and incentives. Contributors included Taylor, Gilbreth, and Gantt.
4. The human relations movement arose in reaction, recognizing social and emotional needs. Hawthorne studies showed group influences on output. Contributors included Mayo, Maslow, and McGregor.
5. Recent decades integrate theories as management addresses increasingly complex problems across
Organization and management 3 a Evolution of Management TheoryJesus Obenita Jr.
This document provides an overview of management concepts including:
- Scientific management pioneered by Taylor focused on defining the "one best way" to perform tasks.
- Fayol described general management principles like division of work and authority.
- Quantitative approaches use statistics and models to analyze problems and improve decisions.
- Organizational behavior examines how people and groups function within organizations.
- Current trends include addressing ethics, diversity, and globalization challenges in management.
This document provides an overview of a course material on human resource management prepared by Ms. R. Renukadevi. It includes a quality certificate signed by the author and head of the department certifying that the material meets university standards. The content covers 5 chapters on perspectives in human resource management, the concept of best fit employee, training and executive development, sustaining employee interest, and performance evaluation and control processes. It also lists the textbook and references used to develop the material.
Evolution of management theory,Scientific Management School
Classical Organization Theory school
Behavioral School
Management Science School
The System Approach
The Contingency Approach
Dynamic Engagement Approach
The document discusses contingency theory, which states that there is no single best way to lead and that leadership style depends on various internal and external factors. It describes Fred Fiedler's contingency model of leadership, which proposes that a leader's effectiveness depends on matching their leadership style (either task-focused or relationship-focused) to the favorability of the situation based on factors like the leader-member relationship, task structure, and the leader's power. The document also outlines other theorists who contributed to situational leadership theory and describes the different leadership styles and maturity levels in Hersey and Blanchard's model.
This document discusses organizing and organization. It presents two views of social welfare administration: the POSDCoRB view and the integral view. The POSDCoRB view refers to Gulick's "magic formula" of planning, organizing, staffing, directing, coordinating, reporting and budgeting. Organizing involves dividing and grouping work, defining responsibilities, and establishing relationships to enable efficient work. The document discusses the importance, process, structures and purposes of organizing in organizations.
all basic concept of management. what is organization? what are organizational resources and how to manage them? what is management? how it is related to the other disciplines? who is manager?what are levels of managers? functions of managers? management styles and other concepts,
This document discusses several theories of organization, including:
1. Max Weber's bureaucratic theory which describes key features of bureaucracies like impersonal positions, rule-governed decision making, and defined chains of command.
2. Frederick Taylor's scientific management theory which aims to maximize efficiency through division of labor and incentive-based compensation.
3. Henri Fayol's administrative theory which emphasizes principles of management like specialization, authority, and coordination of functions.
4. Adam Smith's theory of the division of labor which argues specialization increases productivity but may reduce creativity and mobility.
The document also examines modernization theory and Frank Dobbin's arguments that modern organizations aim to maximize efficiency through innovations.
The systems approach views an organization holistically as a system of interrelated parts working together toward common goals. It considers how an organization interacts with and is influenced by its external environment. An organization is seen as an open system that acquires inputs from the environment, transforms them through internal processes, and produces outputs that feedback into the environment. The systems approach aims to understand how all parts of an organization depend on each other so the entire system can function effectively.
Classical Theory of management is a branch of management theory evolved around the 19th century. It was developed during the industrial revolution when problems related to factory systems began, to recognize the role that management plays in an organization particularly focusing on the efficiency of the work process
Planning is the process of setting organizational goals, strategies, and plans of action to achieve those goals. It provides direction, reduces uncertainty, and minimizes waste. Plans can vary in comprehensiveness, time frame, specificity, and frequency of use. Strategic plans apply to the entire organization while operational plans apply to specific units. Planning occurs at all management levels but plans must be related and directed toward the same goals. Forecasting, contingency planning, scenario planning, benchmarking, and participatory planning are important planning techniques. Decision making involves identifying problems, criteria, alternatives, analyzing alternatives, selecting an alternative, implementing it, and evaluating the outcome. Decisions can be structured or unstructured and made under conditions of certainty or
This document discusses controlling as a management function. Controlling involves evaluating performance and applying corrective measures if necessary to ensure activities are producing desired results according to plans. The key aspects of controlling are establishing standards, measuring performance, comparing performance to standards, and taking corrective action if needed. Controlling is important as it reduces uncertainties, prevents waste and misuse of authority, and ensures coordination among management functions. Good control systems are reflective of organizational needs, forward-looking, prompt in reporting deviations, flexible, economical, and motivating. Control techniques include operational controls like financial, operating, and inventory controls as well as overall techniques like ratio analysis and management audits.
The document provides an introduction to the classical approach to management. It discusses that the classical approach views employees as having only economic and physical needs. It was the oldest formal school of management originating in the early 1900s. The classical approach includes scientific management, administrative management, and bureaucratic management. Major contributors included Taylor, Fayol, and Weber. Taylor's scientific management focused on finding the most efficient way to perform jobs. Fayol analyzed management as a universal process and introduced 14 principles of management. Weber introduced concepts of bureaucratic organizations based on rational authority. The document also discusses management as both an art and a science.
This document discusses the quantitative theory of management. It describes three branches of quantitative management: management science, operations management, and management information systems. Management science uses mathematical models to increase decision effectiveness. Operations management uses quantitative techniques like forecasting and quality control for inventory management and production planning. Management information systems design computer systems for management use. The document also outlines the assumptions, evaluation, attributes, and limitations of the quantitative management theory.
Theories & models of Management in ppt use in ANP and Managementsonal patel
The document discusses various theories and models of nursing management. It covers classic organizational theory pioneers like Fayol and Weber who emphasized hierarchy, rules, and impersonal relationships. Human relations theorists like Follett and Lewin focused on meeting employee needs and involving them in planning. Behavioral science theory uses scientific methods to study human behavior in organizations. Modern theories include systems approaches that view organizations as unified systems and contingency approaches that emphasize fitting management styles to situations. Theories provide frameworks to understand, communicate about, and continually learn about the world.
This document summarizes the evolution of management thought from classical to modern perspectives. It discusses early theorists like Taylor who developed scientific management, Fayol who proposed administrative management principles, and Weber who described bureaucratic management. It also covers the human relations movement sparked by the Hawthorne Experiments and behavioral science approaches. Later, systems thinking, quantitative analysis, and contingency approaches emphasized adapting to different situations. Overall, the document presents an overview of the historical development and integration of various management theories.
The evolution of_management_theory_9_18_06_uploadKuan-Yin Cai
The document summarizes the evolution of management theories from early management thought to modern approaches. It traces developments from classical approaches like scientific management to more modern theories like the learning organization. The document also discusses whether Western theories are fully applicable in non-Western contexts like Asia and the Philippines. It proposes a "Pinoy Management Theory" that incorporates informal organization and behavioral styles within a formal Philippine organizational context.
This document presents information on management information systems (MIS), including their definition, advantages, disadvantages, and pitfalls. An MIS combines management processes, information, and systems to provide processed data to managers. Key advantages include time savings, accuracy, timeliness, low implementation costs, and competitive advantages. However, MIS also has disadvantages like high initial investment, inflexibility to changes, and needing specialized users. Pitfalls include power outages, lack of knowledge, unstable management, and improper communication channels. Overall, while MIS provides benefits, organizations must use it properly and overcome potential pitfalls to realize its full value in decision making.
The document discusses information resource management (IRM), which involves managing resources required to produce information. IRM is similar to materials resource planning used in manufacturing. IRM can be used in private sectors and government agencies. It discusses the three disciplines of IRM: database management, records management, and data processing management. IRM benefits include controllable information resources, simplified searching for reuse, and complete documentation of resources. The document also discusses online publications in the field and strategic management approaches.
1. The document discusses various management theories and concepts including classical, modern, and Japanese management techniques.
2. Key classical theories covered include scientific management, human relations school, and administrative management. Modern theories discussed include systems theory, contingency approach, and total quality management.
3. The document also provides an overview of characteristics of Japanese management techniques such as lifetime employment, seniority-based compensation, consensus decision-making, and quality circles.
This document outlines 8 major schools of management thought: 1) Management Process, 2) Empirical, 3) Human Behavior, 4) Social Systems, 5) Decision Theory, 6) Mathematical, 7) Systems Approach, and 8) Contingency Approach. It provides a brief overview of each school's key contributors, focus areas, features, and in some cases limitations. The schools range from focusing on management functions, experiences, human relations, decision-making, use of mathematical tools, systems-level thinking, to recognizing that the best approach depends on situational contingencies.
Organization and management 3 a Evolution of Management TheoryJesus Obenita Jr.
This document provides an overview of management concepts including:
- Scientific management pioneered by Taylor focused on defining the "one best way" to perform tasks.
- Fayol described general management principles like division of work and authority.
- Quantitative approaches use statistics and models to analyze problems and improve decisions.
- Organizational behavior examines how people and groups function within organizations.
- Current trends include addressing ethics, diversity, and globalization challenges in management.
This document provides an overview of a course material on human resource management prepared by Ms. R. Renukadevi. It includes a quality certificate signed by the author and head of the department certifying that the material meets university standards. The content covers 5 chapters on perspectives in human resource management, the concept of best fit employee, training and executive development, sustaining employee interest, and performance evaluation and control processes. It also lists the textbook and references used to develop the material.
Evolution of management theory,Scientific Management School
Classical Organization Theory school
Behavioral School
Management Science School
The System Approach
The Contingency Approach
Dynamic Engagement Approach
The document discusses contingency theory, which states that there is no single best way to lead and that leadership style depends on various internal and external factors. It describes Fred Fiedler's contingency model of leadership, which proposes that a leader's effectiveness depends on matching their leadership style (either task-focused or relationship-focused) to the favorability of the situation based on factors like the leader-member relationship, task structure, and the leader's power. The document also outlines other theorists who contributed to situational leadership theory and describes the different leadership styles and maturity levels in Hersey and Blanchard's model.
This document discusses organizing and organization. It presents two views of social welfare administration: the POSDCoRB view and the integral view. The POSDCoRB view refers to Gulick's "magic formula" of planning, organizing, staffing, directing, coordinating, reporting and budgeting. Organizing involves dividing and grouping work, defining responsibilities, and establishing relationships to enable efficient work. The document discusses the importance, process, structures and purposes of organizing in organizations.
all basic concept of management. what is organization? what are organizational resources and how to manage them? what is management? how it is related to the other disciplines? who is manager?what are levels of managers? functions of managers? management styles and other concepts,
This document discusses several theories of organization, including:
1. Max Weber's bureaucratic theory which describes key features of bureaucracies like impersonal positions, rule-governed decision making, and defined chains of command.
2. Frederick Taylor's scientific management theory which aims to maximize efficiency through division of labor and incentive-based compensation.
3. Henri Fayol's administrative theory which emphasizes principles of management like specialization, authority, and coordination of functions.
4. Adam Smith's theory of the division of labor which argues specialization increases productivity but may reduce creativity and mobility.
The document also examines modernization theory and Frank Dobbin's arguments that modern organizations aim to maximize efficiency through innovations.
The systems approach views an organization holistically as a system of interrelated parts working together toward common goals. It considers how an organization interacts with and is influenced by its external environment. An organization is seen as an open system that acquires inputs from the environment, transforms them through internal processes, and produces outputs that feedback into the environment. The systems approach aims to understand how all parts of an organization depend on each other so the entire system can function effectively.
Classical Theory of management is a branch of management theory evolved around the 19th century. It was developed during the industrial revolution when problems related to factory systems began, to recognize the role that management plays in an organization particularly focusing on the efficiency of the work process
Planning is the process of setting organizational goals, strategies, and plans of action to achieve those goals. It provides direction, reduces uncertainty, and minimizes waste. Plans can vary in comprehensiveness, time frame, specificity, and frequency of use. Strategic plans apply to the entire organization while operational plans apply to specific units. Planning occurs at all management levels but plans must be related and directed toward the same goals. Forecasting, contingency planning, scenario planning, benchmarking, and participatory planning are important planning techniques. Decision making involves identifying problems, criteria, alternatives, analyzing alternatives, selecting an alternative, implementing it, and evaluating the outcome. Decisions can be structured or unstructured and made under conditions of certainty or
This document discusses controlling as a management function. Controlling involves evaluating performance and applying corrective measures if necessary to ensure activities are producing desired results according to plans. The key aspects of controlling are establishing standards, measuring performance, comparing performance to standards, and taking corrective action if needed. Controlling is important as it reduces uncertainties, prevents waste and misuse of authority, and ensures coordination among management functions. Good control systems are reflective of organizational needs, forward-looking, prompt in reporting deviations, flexible, economical, and motivating. Control techniques include operational controls like financial, operating, and inventory controls as well as overall techniques like ratio analysis and management audits.
The document provides an introduction to the classical approach to management. It discusses that the classical approach views employees as having only economic and physical needs. It was the oldest formal school of management originating in the early 1900s. The classical approach includes scientific management, administrative management, and bureaucratic management. Major contributors included Taylor, Fayol, and Weber. Taylor's scientific management focused on finding the most efficient way to perform jobs. Fayol analyzed management as a universal process and introduced 14 principles of management. Weber introduced concepts of bureaucratic organizations based on rational authority. The document also discusses management as both an art and a science.
This document discusses the quantitative theory of management. It describes three branches of quantitative management: management science, operations management, and management information systems. Management science uses mathematical models to increase decision effectiveness. Operations management uses quantitative techniques like forecasting and quality control for inventory management and production planning. Management information systems design computer systems for management use. The document also outlines the assumptions, evaluation, attributes, and limitations of the quantitative management theory.
Theories & models of Management in ppt use in ANP and Managementsonal patel
The document discusses various theories and models of nursing management. It covers classic organizational theory pioneers like Fayol and Weber who emphasized hierarchy, rules, and impersonal relationships. Human relations theorists like Follett and Lewin focused on meeting employee needs and involving them in planning. Behavioral science theory uses scientific methods to study human behavior in organizations. Modern theories include systems approaches that view organizations as unified systems and contingency approaches that emphasize fitting management styles to situations. Theories provide frameworks to understand, communicate about, and continually learn about the world.
This document summarizes the evolution of management thought from classical to modern perspectives. It discusses early theorists like Taylor who developed scientific management, Fayol who proposed administrative management principles, and Weber who described bureaucratic management. It also covers the human relations movement sparked by the Hawthorne Experiments and behavioral science approaches. Later, systems thinking, quantitative analysis, and contingency approaches emphasized adapting to different situations. Overall, the document presents an overview of the historical development and integration of various management theories.
The evolution of_management_theory_9_18_06_uploadKuan-Yin Cai
The document summarizes the evolution of management theories from early management thought to modern approaches. It traces developments from classical approaches like scientific management to more modern theories like the learning organization. The document also discusses whether Western theories are fully applicable in non-Western contexts like Asia and the Philippines. It proposes a "Pinoy Management Theory" that incorporates informal organization and behavioral styles within a formal Philippine organizational context.
This document presents information on management information systems (MIS), including their definition, advantages, disadvantages, and pitfalls. An MIS combines management processes, information, and systems to provide processed data to managers. Key advantages include time savings, accuracy, timeliness, low implementation costs, and competitive advantages. However, MIS also has disadvantages like high initial investment, inflexibility to changes, and needing specialized users. Pitfalls include power outages, lack of knowledge, unstable management, and improper communication channels. Overall, while MIS provides benefits, organizations must use it properly and overcome potential pitfalls to realize its full value in decision making.
The document discusses information resource management (IRM), which involves managing resources required to produce information. IRM is similar to materials resource planning used in manufacturing. IRM can be used in private sectors and government agencies. It discusses the three disciplines of IRM: database management, records management, and data processing management. IRM benefits include controllable information resources, simplified searching for reuse, and complete documentation of resources. The document also discusses online publications in the field and strategic management approaches.
1. The document discusses various management theories and concepts including classical, modern, and Japanese management techniques.
2. Key classical theories covered include scientific management, human relations school, and administrative management. Modern theories discussed include systems theory, contingency approach, and total quality management.
3. The document also provides an overview of characteristics of Japanese management techniques such as lifetime employment, seniority-based compensation, consensus decision-making, and quality circles.
This document outlines 8 major schools of management thought: 1) Management Process, 2) Empirical, 3) Human Behavior, 4) Social Systems, 5) Decision Theory, 6) Mathematical, 7) Systems Approach, and 8) Contingency Approach. It provides a brief overview of each school's key contributors, focus areas, features, and in some cases limitations. The schools range from focusing on management functions, experiences, human relations, decision-making, use of mathematical tools, systems-level thinking, to recognizing that the best approach depends on situational contingencies.
This document discusses the evolution of management thought through five approaches: universal process, operational, behavioral, systems, and contingency. The universal process approach views core management functions as the same across organizations, exemplified by Henry Fayol's 14 principles of management. The operational approach aims to promote efficiency through scientific and systematic methods. The behavioral approach focuses on understanding and addressing human needs. The systems approach views organizations holistically as interdependent systems. The contingency approach contends there is no single best way to manage and the effectiveness of techniques depends on the situation.
This chapter discusses different management theories and the evolution of management thought. It covers classical, behavioral, quantitative, systems, and contingency approaches. The classical approach includes scientific management, which focused on worker efficiency, and administrative management, which concentrated on organizational structure. The behavioral approach emphasized understanding human motivation and the Hawthorne studies. Quantitative approaches apply mathematical models, while the systems perspective views an organization as an interconnected system. Finally, contingency theory states there is no single best approach and the situation must be considered.
School of management thought the topic used in MBAShubham Sharma
The document discusses the major schools of management thought. It outlines 9 schools: 1) the management process school, 2) the empirical school, 3) the human behavior school, 4) the social system school, 5) the decision theory school, 6) the mathematical school, 7) the system management school, 8) the contingency school, and 9) the bureaucracy school. Each school provides a different perspective on management and how to achieve organizational goals effectively.
This document provides an introduction to management, including definitions of management, the nature and importance of management, and the functions and levels of management. Some key points:
- Management involves planning, organizing, staffing, directing, and controlling organizational resources and activities to achieve goals. It is the process of working with and through people.
- Management principles have both universal and situational aspects and are drawn from various disciplines like psychology, economics, and statistics. Management can be considered both an art and a science.
- The importance of management includes effective resource utilization, development of resources, ensuring organizational continuity, and integrating various stakeholder groups.
- Managers at different levels perform different functions, with top managers
Approaches of Management(Principles of Management)Drneetu2
The systems approach views an organization as a set of interconnected sub-systems that work together towards common objectives. It focuses on internal processes and interdependencies between sub-units. In contrast, the contingency approach emphasizes that there is no universal solution and the best approach depends on external environmental factors and internal contingencies facing each unique organization. It rejects applying classical management principles without considering situational factors.
1. Early advocates of behavioral views of management included Robert Owen, Hugo Munsterberg, Mary Parker Follett, and Chester Barnard.
2. The behavioral science approach emphasizes scientific research to develop practical guidelines for managers based on theories of human behavior in organizations.
3. Contributions of the behavioral viewpoint include spotlighting important managerial factors and highlighting the importance of organizational members as active resources.
Organizational behavior is the study of how people and groups act within organizations. It takes a systems approach, examining people-organization relationships from the perspective of the whole person, group, organization, and social system. The goal is to build better relationships and achieve human, organizational, and social objectives. Organizational behavior draws on various disciplines like psychology and sociology to understand workplace behaviors and improve performance.
Organizational behavior draws from various fields like psychology, sociology, political science, economics, anthropology to understand human behavior in organizational settings. It focuses on understanding the impact of individuals, groups, and organizational structure on employee behavior. The goal is to apply this knowledge to improve organizational effectiveness and productivity.
Characteristics of organization developmentrajeswaribalu
Organizational development (OD) is a systematic process used to improve an organization's culture, systems, and employee behaviors. It aims to solve organizational problems and achieve objectives through planned changes. OD focuses on elements like norms, values, attitudes, and relationships. It uses methods like sensitivity training and is led by both internal and external change agents working collaboratively. The goals of OD include improved conflict resolution, understanding, and leadership over the long term.
The document provides an overview of the history and evolution of organizational behavior as a field of study. It discusses how management practices can be traced back thousands of years to ancient Egyptians. It then outlines some of the major developments and perspectives in management theory over time, including classical, behavioral, quantitative, systems, and contingency approaches. It also discusses how organizational behavior draws from multiple contributing disciplines like psychology, sociology, and anthropology to study the impact of individuals, groups, and structure on organizational effectiveness.
- Organizational behavior is the study of how people act within organizations and how their behaviors are influenced by the organizational context. It applies to understanding behavior in all types of organizations.
- Understanding individual and group behaviors in organizational settings is important for managers to effectively manage people. Organizational behavior offers ways to understand people as the organizations themselves, as valuable resources, and as individuals with needs and motivations.
- Individual behaviors interact with and influence the organization, and the organization also influences individual behaviors. Organizational behavior integrates knowledge from various disciplines to analyze organizations.
The document discusses the evolution of management theory over time. It begins by explaining how managing has become increasingly important as societies have relied more on group efforts and organizations have grown larger. This has made managerial theory crucial for effective management. Some key developments discussed include Frederick Taylor's scientific management principles which emphasized specialization and monitoring of workers. Later, lean manufacturing pioneered in Japan focused on continuously improving efficiency. The document traces how theories have changed over time to address motivations and control of employees effectively. Management science has also contributed to efficient use of resources. Understanding the external environment is now seen as important as well.
Modern management theories started after 1950 and use mathematical analysis combined with an understanding of human motivation. Theories like the quantitative approach, systems approach, contingency approach, and decision theory approach analyze organizations. The quantitative approach uses statistics and math to solve problems while contingency says the best approach depends on the situation. Modern theories increase productivity, decision-making, employee engagement, and adaptability.
The document discusses four major theories of organizational structure and management:
1. Classical theory, which views organizations scientifically and focuses on structure and order.
2. Human relations theory, which emphasizes psychological and social aspects of workers.
3. Contingency theory, which says there is no single best way to manage and various situations require different approaches.
4. Systems theory, which views organizations as open systems that interact with their environments and aims to understand general relationships.
The document discusses four major theories of organizational structure and management:
1. Classical theory focuses on scientific management and principles like specialization and hierarchy.
2. Human relations theory emphasizes psychological and social factors, informal groups, and participation.
3. Contingency theory states there is no single best way to manage and various situational variables must be considered.
4. Systems theory views the organization as an open system that receives inputs, transforms them through internal processes, and provides outputs to the environment.
This document provides an introduction to organizational behavior. It defines organizational behavior as the study of human behavior in organizational settings, including the interface between human behavior and the organizational context. It discusses the historical development of the field, including scientific management, bureaucratic approaches, and the Hawthorne studies. It notes that organizational behavior takes an interdisciplinary approach by integrating relevant knowledge from disciplines like psychology, sociology, and anthropology. The nature of organizational behavior is described as an applied science, normative science, and one that takes a humanistic and optimistic approach to understanding people in organizations.
- Contingency theory asserts that managers must consider all aspects of the current situation and react accordingly, as there is no universally best approach and the appropriate style depends on factors like the situation.
- Systems theory views organizations as complex systems composed of interrelated, interdependent parts that interact in uncertain ways. As organizations grow more complex, they seek more structure for stability until reaching a breaking point.
- Quantitative management prioritizes mathematical and statistical analysis as the basis for decisions.
Similar to Major schools of management thought (20)
1. Major Schools of Management Thought:
The various approaches to the study of management as propounded by specialists
from different disciplines have come to be called the Schools of. Management Thought'.
The major schools of management theory are:
1. Management process schools;
2. Empirical School;
3. Human Behaviors or Human relations school;
4. Social School;
5. Decisions Theory school;
6. Mathematical or Quantitative Management School;
7. Systems Management school;
8. Contingency School.
Management process school or the Operational approach:
This school regards management as a process of .getting· things done through and
with people operating in organized groups. Henry Fayol is known as the 'Father of this
school'. According to this school management can best be studied in terms of the process
that it involves: Those subscribing to this school are of the view that management
principles are of universal application. This approach' is also designated as 'The
Traditional Approach' the Universal Approach' or the 'Classical Approach'. The
contributors and thinkers belongs school are, William Newman, Summers, McFarland,
Henry, J.D. Mooney, A.c. Railey, Lyndall Urwick and Harold Korntz.
The empirical school or the management by customs school:
This approach to management is, taken by scholars who identify management as
the study of experience, followed by efforts to generalize from the experience and transfer
the knowledge to practitioners and students. Typically, this is done through. a 'Case
Study' approach or through the study of 'Decision Making', This school of thought believes
that by analyzing the experience of successful managers or the mistakes of poor
managers, we somehow learn about applying the most effective management techniques.
The main contributors of this approach are Earnest Dale, Mooney and Raliey, Urwick and
many other management practitioners and Association like the American Management
Association.
The main features of this approach are
1. Management is the study of managerial experiences,
2. The managerial experience can be passed over to the practitioner and students.
3. The techniques used in successful cases can be used by future managers,
4. Theoretical research can be combined with practical experiences.
The human relations approach (or) the human behaviors school
This school takes particular note of psychological factors underlying the human
behaviors in organized groups under the given situation. It is based upon the fact that
managing involves getting things done with and through people; therefore management
must centred on inter-personal relations. This approach has been called the 'Human
Relations', 'Leadership' or 'Behavioral Science' approach. Exponents of this school of
thought seek to apply existing and newly developed theories, methods and techniques of
the relevant social science to the study of intra and inter personal relations from
'personality dynamics' to 'relations of cultures'. The stress is on the 'people' part of
management and the 'understanding' aspects of this the motivation of the individual and
adherents of this school are heavily oriented towards psychology and sociology. The range
of thought in this school are (a) the human relations and how manager can understand
and use this relations (b) the manager as a leader and how he should lead others (c) a
study of group dynamics and inter-personal relationships.
From the early 1930's and the Hawthorne experiments there has been a great
interest in the human behaviors school. Human behaviour must be recognized as a key
and certainly it is one of the most important factors in executive development. There is
great agreement on the point that human beings have goals and value for certain need
satisfying behaviors highly. We do find people exercising their material instincts, valuing
job security, striving for organisational and social acceptance and working for monetary
rewards which of course, can be used to satisfy many needs. The human behaviour school
2. of thought sometimes goes too far in insisting that people need to make happy so that
organization can function effectively. Managers have to take a middle-of-the road position in
their approach to the human behaviour aspects of management. If they do a poor job they
should be ensured demoted or disciplined in some manner. Without recognition and
reward employees lack motivation to do a job.
The social systems school
This school of thought is closely related to the human behaviour or the human
relations school of thought. It looks upon management as a social system i.e., as a system
of cultural inter-relation These can be formal organisational relationships or any kind of a
system of human relationships. Heavily sociological in nature, this approach to
management does what the study of sociology does; it identifies the nature of the cultural
relationships or various social groups and attempts to show them as a related and usually
integrated system. The spiritual father of this school was the late Chester Barnard who
developed a theory of co-operation. The focus of this school of thought is on the study of
the organisation as a co-operative or collaparative system. A social system is a unit or
entity consisting of various social sub-systems called the groups.
Decision theory school
Decision theory approach concentrates on rational decisions - the selection of a
suitable course of action from various possible alternatives. This approach may deal with
the decisions itself or with the persons or organizational group who make the decision, or
with an analysis of the decision process. By expanding the view-point well beyond the
process of evaluating alternatives, many use the theory to examine the nature of
organisation structure; the psychological and social reactions of individuals and groups,
the development of basic information for decisions and the analysis of value considerations
with respect to goals, communication networks and incentives. The scientific approach to
decision-making involves some of these factors
1. Define the problem;
2. Collect all relevant information;
3. Develop alternatives;
4. Examine all the alternatives and the solutions;
5. Test the solutions, (If you can make this possible):
6.Select a course of action.
7. Implement the action;
8. Evaluate the results of the action.
The Mathematical school
In this group, we have those theorists who see management as a system or
mathematical models' and process. We have the operations researchers or operations
management, or organisation, or planning or decision-making is a logical process· It can be
expressed in terms of mathematical symbols and relationship. This approach forces the
analyst to define a problem and allows for the insertion of symbols for unknown data
through logical methodology which provides a powerful tool for solving complex
phenomena.
The modem managers may normally face some of the following problems.
(a) Increase in the size and the complexity of organization structures,
(b) Increase in paperwork which stifle the ability to produce,
(c) Communication problems created by (a) and (b);
(d) The need for instantaneous management response in the decision-making areas (which
requires up-to- date, accurate; comprehensive information),
(e) Increase in demands on management with less budget, and
(f) Increase in sheer number of people to be dealt with by government, and business
structures, particularly in India. In United States, executives have turned increasingly to
use computer applications to solve these' problems. Some'· of these computer applications
include airline reservation systems, processing census reports, compiling technical
information into data banks, banking operations, machine processed accounting and
addressing for magazine subscriptions, total systems approaches to organizational needs
logistics applications, issuance of payroll checks to large numbers of employees (i.e.,
3. Treasury department or large corporate applications) etc. Where a volume of paper reports
or data is involved, computer applications can make the work more manageable. It is
important for executives to think about certain very flat basic statements that are made
about automation.
The systems approach school
This school is or recent origin having developed in later 1960 it is an integrated
approach which considers the management in its totality based on empirical data.
According to this approach, attention must be paid to the overall effectiveness of a sub-
system in isolation from the sub-system. The main emphasis is on the interdependence and
inter-relatedness of the various sub-systems, from the point of view of the effectiveness of a
large system. Its essential features are as follows:
A system has a number of sub-systems, parts and sub-parts,
All the sub-systems, part and sub-parts arc mutually related to each other. This
relationship is in the context of the whole and is very complex. A change in one
part will effect changes in others;
The systems approach emphasises the study of the various
parts in their inter relationships rather than in isolation from each other;
The systems approach to management brings out the
complexity of a real life management problem much more sharply than any of the
other approaches.
It can be utilised by any other school of management thought.
The boundary of a system may be classified into two parts:
Closed system that has no environment, there is no outside systems which
impinge on it or for which no outside systems are to be considered, and
o. Open system that has an environment, that is, it possesses systems with
which it relates, exchanges and communicates.
The main contributors to this school of thought are Kenneth, Boulding, Johnson,
Cast, Rosen Zweig and C. W. Churchman. Another important contributor Martin
particularly in the area of management audit system.
The contingency approach school of management
The contingency approach to management emphasizes the fact that management is
a highly practice-oriented and action-packed discipline. Managerial decisions andactiol1s
initiatives are to be matters of pragmatism and not of principles. The environment of
organisations and managers is very complex, uncertain, ever changing and diverse. It is the
basic function of managers to analyze and understand the environments in which they
function before adopting their techniques, processes and practices. The choice of
approaches as also their effectiveness is contingent on the behavior and dynamics of
situational variables, there is no universally valid one best way of, doing things.
Management theory and principles tend to be deterministic, while, the pace, pattern and
behavior of events defy and deterministic or dogmatic approaches. What is valid and good
in a particular situation need not be so in some other situation.
Contingent thinking helps managers in several ways in performing their function
of planning, organising, direction and control. It widens their horizons beyond the theory
of management, its concepts, principles, techniques and methods. It helps them to broad
base their approach from mere technique orientation to problem- situation orientation. It
leads them to be sensitive, alert and adaptive to situation behavioral variables, while
tailoring their approaches ' and styles. It guides them to adopt open system view points,
to look at things and situations in an integrated and multi-dimensional manner and to
get away from s contingency thinking enlarges the art of freedom of operation of
managers. They are not handicapped by having to apply same methods, practices and
process to diverse situations, they can think of innovating new approaches or a blend of
known approaches on the basis of their compatibility and context. For example, different
structural designs are valid for different strategic and tactical needs of organisations on
the one hand and realities of the situations, one the other. This was demonstrated by
4. Joan Woodward in her research-studies. Another example, close supervision and control
may be appropriate for some categories of employees and work situations, while general
supervision will work better in some other situations.
Contribution by F.W. Taylor - Scientific management
Frederic Winslow Taylor gave up going and started his career shopfloor as a machinist in
1875. He studied engineering in a evening college and rose to the position of chief engineer
in his organisation. He invented high speed steel cutting tools and spent most of his life as
a consulting - engineer.
Taylor is called "the father of scientific management". His experience from the
bottom-most level in the organisation gave him an opportunity to know at first problems of
the workers. Taylor's principal concern was that of increasing efficiency in production, not
only to lower costs and raise profits but also to make possible increased pay for workers
through their higher productivity.
Taylor saw productivity as the answer to both higher wages and higher profits and
he believed that the application of scientific method, instead of custom and rule of thumb
could yield this productivity without the expenditure of more human energy or effort.
F.W. Taylor's principles
Taylor published a book entitled "The principles of Scientific Management" in 1911.
But his ideas about scientific management are best expressed in his testimony before a
committee of the house of Representatives in 1912. He said as follows:
"Scientific management is not any efficiency device, not a device of any kind for
securing efficiency; nor is it may bunch or group of efficiency devices. It is not a new
system of figuring costs; it is not a new scheme of paying men; it is not a piece work
system; it is not a bonus system; it is not a premium system; it is no scheme for paying
men; it is not holding a stop watch on a man and writing things down about him; it is not
time study; it is not motion study, not an analysis of the movements of men; it is not the
printing and loading & unloading of a ton or two of blanks on a set of men and saying
"Here's your system; go and use it". It is not divided foremanship or functional
foremanship; it is not any of the devices which the average man calls to mind when
scientific management is spoken of…”
Now, in its essence, Scientific management involves a complete mental revolution of
the part of the working man engaged in any particular ,establishment or industry a
complete mental revolution on the as to their duties toward their work, toward their
fellowmen, and toward their employees and it involves the equally complete mental
revolution on the part of those on the management's side - the foreman, the
superintendent, the owner of the business, the board of directors - a complete mental
revolution on their part as to their duties towards their fellow workers in the management,
toward their workmen and toward all of their daily problems.
The great mental revolution that takes place in the mental attitude of the two parties
under scientific management is that both sides take their eyes off the division of the
surplus as the all important matter, and together turn their Attention toward increasing
the size of the surplus which becomes so large that it is unnecessary to quarrel over how it
should be divided. They come to see that when they. ·stop pulling against one another, and
instead both turn and .push shoulder to shoulder in the same direction, the size of the
surplus created by their joint efforts is truly appreciable. They both realize that when they
substitute, friendly co-operation and mutual helpfulness of antagonism and strife they are,
together able to make this surplus so enormously greater than it was in the past that there
is ample room for a large increase in wages for the workmen and an equally great increase
in profits for the manufacturer".
The fundamental principles that Taylor saw underlying the scientific approach to
management may be summarized as follows:
Replacing rules of thumb with science (organized Knowledge);
Obtaining harn10ny in group action, rather than discord;
Achieving co-operation of human beings, rather than chaotic individualism;
Working for maximum output, rather than restricted output;
5. Developing all workers to the fullest extent possible for their own and their company's
highest prosperity.
Taylor concentrated more on productivity and productivity based wages He stressed on
time and motion study and other techniques for measuring work. Apart from this in
Taylor's work there also runs a strongly humanistic theme. He had an idealist's notion that
the interests of workers, managers and owners should be harmonized,
Contribution by Henry Fayol - Principles of Management
Henry Fayol is claimed to be the real "father of modern management". He was a
Frenchman born in 1841 and was an engineer with a mining company. He improved the
company from a virtual bankrupt condition to high success. From his practical experience
he developed some techniques. He brought out some basic principles which he felt could
be used in all management situations
irrespective of the organisational framework.
He wrote a book entitled 'General and Industrial management' in French which was
later on translated into English. It is now considered as one of the classics bf management
literature. The book mainly covers the aspects of the immutable and repetitive character of
the management process and the concept that management can be taught in the class
room or the work place. He also laid down the principles of management which he deemed
important for any organisation. The principles are as follows.
1. Division of Work
This is the principle of specialization which is so well expressed by economists as
being necessary to efficiency in the utilization of labour. Fayol goes beyond shop labour
to apply the principles to all kinds of work, managerial as well as technical.
2. Authority and responsibility
In this principle Fayol finds authority and responsibility to be related with the
latter, the corollary of the former and arising from the latter. He conceives of authority as
combination of official authority deriving from a manager's official, position, and personal
authority, "compounded of intelligence, experience, moral worth, past services etc.”
3. Discipline
Holding that discipline is "respect for agreements which arc directed as achieving
obedience, application, energy and the outward marks of respect", Fayol declares that
discipline requires good superiors at all levels, clear and fair agreements and judicious
application of penalties.
4. Unit of command
This is the principle that an employee should receive orders from one superior only.
5. Unity of direction
According to Fayol, unity of direction is the principle that each group of .1ctivities
having ~he same objective must have one hand and one plan. As distinguished from the
principle of unity of command, Fayol perceives unity of direction as related to the
functioning of personnel.
6. Subordination of individual interest to general interest
In any group the interest of the group should supersede that of the individual; when
these are around to differ, it is the function of management to reconcile them.
7. Remuneration of Personnel
Fayol perceives that remuneration and methods of payment should be fair
and afford the maximum satisfaction to employee and employer.
8. Centralization
Although Fayol does not use the term 'Centralization of Authority' his principle
definitely refers to the extent to which authority is concentrated or' dispersed in an
enterprise. Individual circumstances will determine the degree of centralization that will
give the best over all yield.
6. 9. Scalar Chain
Fayol thinks of the scalar chain as a line of authority, a 'chain of superiors' from the
highest to the lowest ranks and held that, while it is an error of subordinate to depart
'needlessly' from lines of authority, the chain should be short-circuited when scrupulous
following of it would detrimental.
10. Order
Breaking this principle into 'material order' and social order', Fayol thinks of it as
the simple edge of' a place for everything (everyone), and everything (everyone) in its (his)
place". This is essentially, a principle of organization in the arrangement of things and
persons.
11. Equity
Fayol perceives this principle 'as one of eliciting loyalty and devotion from
personnel by a combination of kindliness and justice in managers dealing with
subordinates.
12. Stability of tenure of Personnel
Finding that such instability is both the cause and effect of bad management.
Fayol points out the dangers and costs of unnecessary turnover.
13. Initiative
Initiative is conceived as the thinking out and execution of a plan. Since it is one of
the "keenest satisfactions for an intelligent man to experience," Fayol exhorts managers to
"sacrifice personal vanity" in order to permit subordinates. to exercise it.
14. Esprit de corps
This is the principle that 'union is strength' an extension of the principle of unity of
command. Fayol here emphasizes the need for team-work and the importance of
communication in obtaining it.
Contribution by Peter F. Drucker - MBO
Drucker is a highly respected management thinker. He is a prolific writer and has
published several books and articles on the management practices. He is so versatile that
there is hardly any area in management which is not touched by him. He has drawn
heavily from his consultancy experience spread over the last four to five decades. Drucker
perhaps is the only western management thinker who is admired by even the socialist
black countries also. His views on management may be summarised as follows
1. Management as a practice
According to Drucker, management has two important functions; say innovation and
Marketing. He has treated management as a discipline as well as a profession. For him,
management is more a practice. It is always goal oriented His comment on the purpose of
business as the creation of customer if understood and in the right way helps any
organisation to achieve success.
Drucker's view on innovation is equally important for the emphasis they place on
new product development. He argues that "new products should drive out the existing
products", rather than the other way round. As such, he is against bureaucratic
management for it stifles the innovative spirit and the initiative among the people in the
organisation. He contents that modem organisations are knowledge based organisation and
describes the modem workers as knowledge workers considering their skills, and
innovative abilities.
2. Functions of management
Drucker points out three basic functions of management. The actions of management
should contribute to:
I. The achievement of purpose and mission of the institution;
2. Make the work productive and the worker achieving; and
3. Effective management of social responsibilities.
3. Objective setting
7. Drucker has attached great importance to objective setting. He has specified that
objectives should be set for all the key result areas of business. To make the objective
setting and their achievement more meaningful, he has given a new tool, what is
popularly known as 'Management by Objectives (MHO)'. MBO is regarded as one of his
most important contributions to the discipline of management. He has discussed the
concept in great detail in his book "'The practice of Management" (1954). MBO is a process
whereby superiors and subordinates jointly identify the common objective, set the results
that should be achieved by subordinates and assess the contribution of each individual. It
is viewed more as a philosophy than as a tool or technique to achieve the objectives.
4. Orientation towards justice
Drucker is a great visionary and futurologist. He was ahead of others in visualising
the future trends that affect the society. He visualised the concept of modern organisation
and its impact on the society several years ago. His views on the many facets of the
modem corporations have almost all become reality now. To put is in his own words, he
describes the present age as the 'age of discontinuity’.
5. Federalism
Drucker has advocated the concept of federalism, Federalism according to him,
involves centralized control in a decentralized structure. Federalism has certain positive
values over other methods of organising. These are as follows:
It sets the top management free to devote itself to major policy formulation and
strategy development
It defines the functions and responsibilities of the operating
people,
It creates yardsticks to measure twin success and
effectiveness in operating jobs; and
It helps to resolve the problem of continuity through giving
education to the managers of various units while in all operating position.
Ducker’s realistic way of looking at the organisations and society has earned him
the status of 'a management guru'. His contributions have made tremendous impact on the
management practices all over the world. He is one of the few contemporary management
thinkers who is highly admired in Japan. Similarly the contributions of Peter's and
Waterman who extensively studied a few American companies known for their excellence in
modem management practices in so less significant. Mckingsly consultancy firm's
contribution of the "7S" model for the management of the firm and Edward Deming's
preachings on 'Quality Control' created tremendous impact on modem management all over
the world in the recent past. Michael Porter's work on competitive strategy turned a new
leaf in the strategic management area. His book on competitive strategy suggests the ways
and means that help organisations and nations to gain competitive edge.
Summary
Though management has been in practice in some form or other since time
immemorial, the development of a systematic body of knowledge dates back to the last few
decades. Industrial revolution has immensely contributed for the development of
management thought. Over the years, it has drawn heavily from various disciplines like
economics, psychology, sociology, operations research and so on. The contributions of
prominent thinkers who have created an everlasting impact on management have been
discussed in this lesson in detail. An attempt is made to expose the learner to the historical
development of management over the years.
Questions
1. What do you think their recommendations would be?
2. Can you think of any new problems that acceptance of 'either solution, or of both
solutions, might cause?
3.What would you yourself do?