This document outlines the evolution of management theories from classical to modern approaches. It begins by defining management and management theories. The classical approaches are then described, including scientific management pioneered by Taylor which focused on efficiency. Administrative theories by Fayol and Weber emphasized formal structure. The behavioral school emerged next, exemplified by Mayo who stressed the importance of human relationships. Maslow's hierarchy of needs also influenced this period. Later, quantitative and contingency approaches analyzed organizational problems using mathematical and statistical methods to improve decision making. Modern theories strive for a balanced focus on both technical and human aspects of management.

1. By/ Mahmoud Shaqria
‫شقريه‬ ‫محمد‬ ‫محمود‬

2. **OUT LINES:
 Learning expectations
 Definition of Management
 Definition of Management theories.
 Introduction
 Why we study management?
 Evolution of management theories.

8. ** MANAGEMENT THEORIES:
 Are sets of ideas and rules that are designed
to help in management and Facilitate proper
management in planning, organizing, leading
and controlling.

9. **WHY STUDY MANAGEMENT THEORY
1. Provide a stable focus for understanding what we
experience.
2. Enable us to communicate efficiently and thus
move into more and More Complex relationships
with other people.
3. Theories make it possible to keep learning about
our world.

11. EVOLUTION OF MANAGEMENT THEORIES
Evolution of
Management Theory:
1.Classical
Management School.
a)Scientific :
Fredrik Taylor
Henry Gantt
Frank and Lillian
b) Administrative
Herni Fayol
Max Weber
Mary parker Follet
2.New- Classical
Management School.
(Behavioral School)
3.Modern Management
School.
Elton Mayo
Abraham Maslow
Douglas McGregor
Kurt Lewin
A) Quantitative school
Management science
Operation management
Management information
system
System management
theory
B) Contingency school
c) Quality school
Kaizen approach
Reengineering
approach

12. 1- classical management school
(approach)
 It is the first school of management,
developed during industrial revolution.
 The classical management theory developed
from efforts to find the one best way performs
and manage tasks, and emphases on
efficiency and productivity.

13. CLASSICAL MANAGEMENT SCHOOL.
A) Scientific Management Theory:
 Fredrik Taylor (1856 – 1915) – USA.
 Henry Gantt (1861- 1919)
 Frank and Lillian (1868 – 1924)
B) Administrative Management Theory:
 Max Weber. (1864-1920) – Germany
(Bureaucratic management theory).
 Henri Fayol. (1841 – 1925) – France
 Mary parker Follet.
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14. (2) NEW- CLASSICAL MANAGEMENT SCHOOL.
(BEHAVIORAL SCHOOL)
(a) Elton Mayo (1924 – 1932)- Chicago.
(Human relationship Theory)
(b) Abraham Maslow (1945 /1960)
( motivation theory)
(c) Douglas McGregor (1906-1964)
(d) Kurt Lewin (1944 – 1951)
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15. (3) modern management school (advanced)
(a) Quantitative School.
 Management science.
 Operations management.
 Management information system.
 System management theory.
(b) Contingency School.
(c) Quality School.
 Kaizen approach.
 Re engineering approach.
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16. ** Principles of scientific management:
-Four Principles of Scientific Management are:
1. The development of true science.
2. The scientific selection of employees.
3. The scientific education and development of
employees.
4. Intimate and friendly co-operation between
employees and employer.

17. (A) scientific management theory:
(1)- frederick taylor (1856 – 1915) :
 He is the father of the scientific management
school.
 His emphases were on efficiency and
productivity.
 It provided the formation for modern work
studies.
 Who is credited with what we call now
“TAYLORISM

18. **Taylorism:
 Involved breaking down the components of
manual tasks in manufacturing environments,
timing each movement (time and motion studies)
so that there could be a proven best way to
perform each task.
 Thus employees could be trained to be “first
class” within their job.
 Taylor had a simple view about what motivated
people at work - money. He felt that workers
should get a fair day's pay for a fair day's work,
and that pay should be linked to the amount
produced.

19.  He introduced the DIFFERENTIAL PIECE RATE
SYSTEM of paying wages to the workers.
 Taylor also specified 9 qualities of which will make a
good workman include (education, special technical
knowledge, manual dexterity and strength, tact,
energy, spirit, honesty, judgment and good health).
 Most of the view expressed by Taylor can applied to
our nursing situation.

20. Taylor's system for work improvement consisted
of the following steps:-
1. Observation of worker’s performance through time and motion study to
determine the one best way to carry out each task.
2. Scientifically selecting the best worker to perform each job, that is the
person with characteristics and abilities needed to carry out job in the
most efficient manner.
3. Training the selected worker to perform tasks in the most efficient
manner.

21. 4- Paying the worker differential piece rate to motivate him to
perform the task in prescriber efficient fashion.
5- Appointing a few high skilled workers to managerial positions and
giving
each manager responsibility for planning tasks for subordinate
workers.
6- Appointing a Forman for each aspect of the work and instructing
the
production worker to report indifferent functional Forman for each
aspect
job.

22. (2)- henry gantt (1861- 1919):
 He is a Taylor’s Partner who develop Gant
chart that measures planned and complete
work along each stage of production and
based on time instead of quantity.
 This chart was a modern technique used as
quantative control tool.

24. (3)- frank and lillian (1868 – 1924):
 (Husband and wife team), they studied job
motions and observed that some workers
were slow and inefficient, while other was
very productive.
 From this observation, Frank collected the
basic necessary movement that raise the
output to do in work and eliminated
unnecessary movement.

25. (B) administrative management theory:
 The classical Administrative Management
Theory emphases on the total organization
and development of management process
(planning, organizing, coordination, directing
and controlling) more than work methods.

26. (1)- henri fayol. (1841 – 1925) –
france
 first person give a definition of
management which is generally
familiar today
 Give much of the basic terminology and
concepts which would be elaborated by
future researchers such as division of labor,
unity of command and centralization.

27.  Fayol broke down the key function of
management into 6 main aspects
1. Forecasting
2. Planning
3. Organizing
4. Commanding
5. co-coordinating
6. Controlling.

29. These six aspects of management falling into two main groups
related as to process and effect as follows:-
Process Effects
1. Forecasting Plan
2. Organization Co-ordination
3. Command Control
 These six aspects of management follow each other in
logical sequence, i.e., forecasting is needed prior to
formulation plan.
 The plan needs organizing which in turn needs
coordination of the efforts of the persons involved, and
can be achieved by an effective command which result
control.

31. **14 principles of management by fayol:
1. Division of work:
Breaking down a task into its component.
Training employees to become specialist in specific
duties.
Putting in sequence.
2. Authority:
It is mean the right to take final decisions to act or to
command action of others.
Authority should be delegated only to subordinates who
are willing to assume commensurate responsibility.

32. 3. Discipline:
Good discipline is the result of effective
leadership; a clear understanding between
the managers and the employees regarding
the organization’s rules.
4. Unity of work:
An employee should receive directives from
only one superior.
5. Unity of direction:
This improves coordination and ensures that
energies are channeled in the proper
direction.

33. 6. Subordination of individual interest to general
interest:
This can accomplish by:
a. Fair agreement between management and
employees.
b. managers setting good examples.
c. constant supervision.
7. Remuneration of personnel:
Employees must be paid a fair salary and rewards for
their services.
8. Centralization:
It is mean how much authority is concentrated at the
top of the organization or dispersed throughout the
management hierarchy.

34. 9. Chain of command:
All organizational requests and directives must follow this
chain.
10. Order:
Is defined as a place for everything or everyone and
everything is in its place.
11. Equity:
Which means dealing with subordinates by equity and
kindness?
12. Stability of tenure of personnel:
Experienced, well trained employees (managers and
subordinates) are crucial to the success of work.

35. 13. Initiative:
Which is defined as the ability to think thoroughly
and develop a plan of
action.
14. Esprit de corps (Team spirit):
The manager’s job is to coordinate efforts, encourage
keenness, use each man’s abilities, and reward each
one’s merit without arousing possible jealousies and
distributing harmonious relations.

36. A comparison between (taylor and fayol)
(scientific & administrative school)
FAYOLTAYLORBasis of comparison
To increase overall production of the
organization
To increase production at the shop
level
Aim
On improving overall administration
through general principles
On improving workers’ output
through work simplification and
standardization
Focus
From top to bottomFrom bottom to topManagement view
Universal truths developed from
personal experiences
Scientific observation and
measurement
Results
PractitionerScientistPersonality
A systematic theory of managementScience of industrial managementMajor contribution
WiderNarrowPerspective
Macro aspect-management of total
organization
Micro aspect-management of jobsAspects studied

37. (2)- max weber. (1864-1920) – germany
( bureaucratic management theory).
*Bureaucracy refers to the management of large
organizations characterized by hierarchy, fixed rules,
impersonal relationships, rigid adherence to
procedures, and a highly specialized division of labor.
* According to Max Weber, there are three types of
Power in an organization:-
1. Traditional Power.
2. Charismatic Power.
3. Bureaucratic Power or Legal Power.

38. * Weber suggests the characteristics of bureaucracy as
following:
1.There is the principle of fixed official jurisdictional areas, which are generally
ordered by rules, that is, by laws or administrative regulations.
2. The principles of office hierarchy and of levels of grade authority mean a firmly
ordered system of super and subordination in which there is a supervision of the
lower offices by the higher ones.
3. The management of modern offices is based upon written documents (“the files”),
which are preserved in their original or draught form.
4. Office management, at least all specialized office management – and such
management is distinctly modern – usually presupposes thorough and expert
training.
5. When the office is fully developed, official activity demands the full working
capacity of the official, irrespective of the fact that his obligatory time in the
bureau may be firmly delimited.
6- The management of the office follows general rules which are more or less stable,
more or less exhaustive, and which can be learned.

39. *Features of bureaucratic theory
 Division of Labor.
 Fixed authority and official jurisdiction.
 Hierarchal arrangement of officers.
 Written formal rules.
 Impersonality.
 Specialization.
 Security of tenure

40.  An advantage of bureaucracy is that
organizational strategy decisions are controlled
by the top-level managers and this streamlines
the entire process.
 Besides, since less individuals are involved in
the strategic decision-making, it consumes less
time.
 A clear disadvantage is that bureaucratic
structures usually discourage creativity and
innovation and there is little scope of
independent thinking.

41. (3)-mary parker follet (1869 -1933):
Her emphases on:
1. Establishing the common goals for employees.
2. Began to tell about ethics, power and
leadership.
3. Encourage managers to allow employees to
participate in decision making.
4. She said that successful leadership result from
training in leadership skills.
5. She stressed the importance of people rather
than techniques.

42. (2)new- classical management school.
(Behavioral school)
 This approach is an extension and improvement of
human relations movement.
 As this approach suggested that individuals differ in
their attitudes, perceptions, their needs and goals
also differ from organization's needs and goals.
 So the need is to achieve fusion between
organization's goals and human needs.
 It applies scientific vision to human relations theory

43.  Concepts from Psychology, Sociology and
Anthropology are applied to study human behavior.
 Psychology – Study of individual behavior.
 Sociology – Study of human behavior in groups.
 Anthropology - Study of human behavior as
individuals and members of groups.
 Concepts from various disciplines are tested before
applying them in business organizations.

44. (1)- elton mayo (1924 – 1932)- chicago.
(Human relationship theory):
- Mayo believed that workers are not just concerned with money but could
be better motivated by having their social needs.
- Mayo's experiments showed an increase in worker productivity was
produced by the psychological stimulus of being singled out,
involved, and made to feel important.
-He isolated two groups of women workers and studied the effect on their
productivity levels of changing factors such as lighting and working
conditions .
-He expected to see productivity levels decline as lighting or other
conditions became progressively worse
-What he actually discovered surprised him: whatever the change in lighting
or working conditions, the productivity levels of the workers improved or
remained the same .

45. **From this mayo concluded that workers are best motivated
by:
1.Better communication between managers and
workers (workers were consulted over the
experiments and also had the opportunity to give
feedback).
2. Greater manager involvement in employees
working lives (workers responded to the increased
level of attention they were receiving).
3. Working in groups or teams (workers did not
previously regularly work in teams).

46. (2)- abraham maslow (1945 /1960):
Maslow stated that individuals are motivated to
satisfy certain unsatisfied needs.
This theory based on the following assumptions:
1. Needs are arranged in a hierarchy.
2. Unsatisfied needs motivate or influence
behavior.
3. Needs at any level of hierarchy emerge as a
significant motivator only when the lower level
needs is reasonably well satisfied
4. Satisfied needs don't motivate behavior .
5. This needs ranging from basic survival to
complex psychological needs and that people
seek a higher need only when the lower need

47. self actualization needs
(Autonomy
, Empowerment)
self esteem
(Recognition and Rewards)
social needs
(Collaboration,teamwork, work-life balance)
safty
(Personal and financial security)
physiological needs
(Working condition , working hours)

49. (3)-douglas mcgregor (1906-1964) :
 Theory X and Theory Y – using human
behavior research
 he noted: that the way an organization runs
depends on the beliefs of its managers.

51. (3)modern management school.
 The Modern Period (1960 to present). After, 1960
management thought has been turning somewhat away
from the extreme human relations ideas particularly
regarding the direct relation between morale and
productivity.
 Present management thinking wishes equal emphasis on
man and machine.
 It includes:

52. (1)- quantitative school.
( Johan macdonald, george R. Terry, andrew szilagyi -1950s)
 Quantitative approach also called
Operation Research.
 Quantitative approach is a scientific
method.
 It emphasizes the use of statistical model
and systematic mathematical techniques
to solving complex management problems.

53.  Its helps the management to making decisions in
operations.
 It can only suggest the alternatives based on statistical
data.
 It can take final decision.
 It helps the management for improving their decision
making by increasing the number of alternatives and
giving faster decisions on any problem. Management can
easily calculate the risk and benefit of various actions.

54. It includes the following approaches :
a)- Management science:
- This approach encourages using
mathematical techniques and statistical
model to save time and money in decision
making.
- There are several science applications as:
(Mathematical forecasting – inventory
modeling – queuing theory)

55. B)- operation management:
- It focuses on managing the process of
transformation materials and capital into
useful goods or services.
- Nowadays, Operation management closely
focus on the demands of quality , customer
services , competition, and how the
manager be ready with enough resources to
meet any customer needs.

56. C) - management information system:
- MIS organizes past, present and projected data
from internal and external sources and processes it
into usable information to be available to manager’s
at all organizational levels.
- It helps managers to identify alternatives quickly,
evaluate alternatives, and select the best one.

57. D)- system management theory:
(LUDWING VON BERTALANFFY, LAWRENCE J. HENDERSON, W.G. SCOTT, DENIEL KATZ, ROBERT L.
KAHN, W. BUCKLEY AND J.D. THOMPSON)- 1960
- They viewed organization as an organic and open
system, which is composed of interacting and
interdependent parts, called subsystems.
- A System is defined as a set of regularly
interacting or inter - dependent components that
create as a whole unit.
The system concept enables us to see the critical
variables and constraints and their interactions with
one another.

58. - An organization as a system is composed of:
 Inputs….. (Materials and human resources).
 Transformation processes.
 Outputs …. (Products or services).
 Feedback…. (Reactions from environment).

59. (2)-CONTINGENCY SCHOOL:
( BY J.W. LORSCH AND P.R. LAWRENCE - 1970′S)
- This approach useful for repetitive things but not for
managerial problem
- It not accept the universality of management theory.
- It stresses that there is no one best way of doing
things, where manager use flexible way and chose
many options according the situation depending on
his experience, so called “Situational Approach”.
- Also, manager adjusts to changes in environment as
he see.

60. (3) QUALITY SCHOOL:
- This school aimed to improving performance by
focusing on customers’ needs through giving high
quality to customers.
- The Quality School theory focused on:
1.Organization make up.
2.Quality of goods and services.
3.Continuous improvement in goods and services.
4.Employs working in teams.
5.Developing openness and trust.

61. - This school consisted of:
(a)- Kaizen approach:
 In this approach managers and individuals
learn from their accomplishments and
mistakes and the manager encourage
everyone to share with other what they
learned from their experience (failures or
passes).

62. (b)- Re engineering approach:
This approach focused on making a great
and fast change with effective reaction. The
manager fined every possible ways to rebuild
the organizational system to achieve
improvements in cost, quality, service and
speed.


63. References
----------
http://www.businessdictionary.com/definition/manage
ment-theory.html#ixzz2y8MN3Ud9
http://www.slideshare.net/Milady123/evolution-of-
management-theory#
http://managementlearningcenter.blogspot.com/2012/09
/modern-management-theory-in-principle.html