This document summarizes the major schools of management thought including classical, behavioral, and modern. The classical school focused on scientific management, bureaucracy, and administrative principles. Scientific management aimed to maximize efficiency through matching tasks to workers. Bureaucracy structured organizations hierarchically. Administrative management identified general management principles. The behavioral school emphasized the human element and how relationships impact productivity. The modern school integrates multiple theories and recognizes there is no universal approach, favoring contingency based on situational factors. Systems and contingency theories view organizations holistically and advocate different structures depending on the environment.
Part of Management Process. How the management process evolved from the early years.
Many experts contributed for this evolution. I compiled the list and little bit history along with the theory developed by each contributor for this process.
Part of Management Process. How the management process evolved from the early years.
Many experts contributed for this evolution. I compiled the list and little bit history along with the theory developed by each contributor for this process.
Frederick W. Taylor (1856-1915)
Father of “Scientific Management.
attempted to define “the one best way” to perform every task through systematic study and other scientific methods.
believed that improved management practices lead to improved productivity.
Three areas of focus:
Task Performance
Supervision
Motivation
Scientific management incorporates basic expectations of management, including:
Development of work standards
Selection of workers
Training of workers
Support of workers
This slide presentation will help students understand how management evolved and the significant approaches to make organizations more productive, effective, and efficient.
Frederick W. Taylor (1856-1915)
Father of “Scientific Management.
attempted to define “the one best way” to perform every task through systematic study and other scientific methods.
believed that improved management practices lead to improved productivity.
Three areas of focus:
Task Performance
Supervision
Motivation
Scientific management incorporates basic expectations of management, including:
Development of work standards
Selection of workers
Training of workers
Support of workers
This slide presentation will help students understand how management evolved and the significant approaches to make organizations more productive, effective, and efficient.
To argue whether school organisation has the characteristics of social system or natural system. Based on theoretical explanations we come to the conclusion: school organization is considered both as social system and natural system as it provides for societal needs (educating function) and at the same time it is a natural bureaucratic entity as it fulfills the needs of its organizational members
Management Functions:
Henri Fayol (1841–1925) was one of the most influential contributors to modern concepts of management.
Henri Fayol considers management to consist of six core functions:
1. Forecasting
2. Planning
3. Organizing
4. Commanding
5. Coordinating, and
6. Controlling
These functions separate the management process from other business functions such as marketing, accounting, and finance.
What Managers Do?
Managers must do five basic functions – planning, organizing, staffing, directing, and controlling.
Managers must plan, or narrow goals from their broadest to most intricate form. They must organize and create a structure for daily tasks and communication.
According to Henry Fayol, “To manage is to forecast and plan, to organize, to command, & to control”. Whereas Luther Gullick has given a keyword ’POSDCORB’ where P stands for Planning, O for Organizing, S for Staffing, D for Directing, Co for Co-ordination, R for reporting & B for Budgeting. But the most widely accepted are functions of management given by KOONTZ and O’DONNEL i.e. Planning, Organizing, Staffing, Directing and Controlling.
In this presentation, we will understand the process of wages and salary administration, job evaluation for administering wages and salary, designing a salary structure, determination of pay and salary administration of top executives.
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School of management thought -evolution of management thoughts by various contributors all the approaches - early classical approach , neo classical approach and modern approach .
Early Contribution, Scientific Management, Administrative Theory, Bureaucracy Theory, Human Relation Management, Social System Approach, Decision Theory Approach.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
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What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
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• Three (3) key tips to maintain a disciplined workplace.
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price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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3. Classical School
a. Scientific Management – focused on matching
people and tasks to maximize efficiency.
b. Bureaucratic Management - ocused on the ideal
form of organization
c. Administrative Management – focused on
identifying principles that will lead to the
creation of the most efficient system of
organization and management
4. Scientific Management
arose because of the need to increase
productivity and efficiency. The emphasis was
on trying to find the best way to get the most
work done by examining how the work
process was actually accomplished and by
scrutinizing the skills of the workforce.
5. Taylor & Scientific
Management
Experiment in Iron Foundry
Shoveling Coal
Standard Operating Procedure:
Hire the man with the
shovel
New Idea: Use
standardized shovels!!!
6. General Principles of Scientific Management
1) There is one best way to perform a task
2) Selection and training of workers
3) Incentives should be provided for workers
to use the "one best way"
4) Managers and labor share work and
responsibility.
7. Bureaucratic Management
MAX WEBER (1864-1920)
a German sociologist, was a teacher at Berlin
University. He was a chief exponent of a
bureaucratic model. Bureaucratic
organization, in Weber’s views, is the most
efficient form of organization.
8. According to Weber the major
characteristics of bureaucracy
are:
A well defined hierarchy
Division of labor and specialization
Rules and regulations
Impersonal relationships between managers
and employees
Records
Competence
9. PRINCIPLE OF BUREAUCRACY
1. a manager’s formal authority derives from the position held within
the organization.
2. people should occupy position because of their performance, not
because of their personal contact.
3. The extent of each position’s formal authority and task
responsibilities, and its relationship to other positions in an
organization, should be clearly specified.
4. So that authority can be exercised effectively in an organization,
5. Manager must create a well-defined system of rules, standard
operating procedures, and norm
10. BENEFITS OF BUREAUCRACY
1. The rules and procedure are decided for every work. It lead to
consistency in employee behavior.
2. overlapping or conflicting job duties are eliminated.
3. The selection process and promotion procedure are based on
merit and expertise.
4. The division of labor help workers in becoming experts in their
job.
5. The organization does not suffer when some person leave it. If
one person goes then some other occupies that place and the
work does not suffer.
11. Administrative Management
Henri Fayol (1841-1925)
Functions of management
1. to forecast and plan
2.to organize
3. to command
4.to coordinate
5.to control
12. Principles of Management
1. Division of Work
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of Individual Interests to
General Interest
7. Remuneration of Personnel
13. Principles of Management
8. Centralization
9. Scalar chain
10. Order
11. Equity
12. Stability of Tenure of Personnel
13. Initiative
14. Esprit de Corps
14. Limitations of the Classical
School of Management
Reliance on Experience
Untested assumptions
Failure to Consider The Informal Organization
Unintended Consequences
Human Machinery
Static Conditions
15. DISADVANTAGES OF BUREAUCRACY
1. The system suffers from too much
of red tape and paper work.
2. The employees do not develop
belongingness to the organization.
3. The excessive reliance on rules
and regulation and adherence to
these policies inhibit initiative and
growth of the employee. They are
treated like machine and not like
individuals.
4. The employees become so used
to the system, they resist to any
change and introduction of new
techniques of operations.
16. Behavioral School
• Neo-classical theory deals with the human factor. Elton Mayo
pioneered the human relations to improve levels of
productivity and satisfaction.
•
This approach was first highlighted by the improvements
known as ‘ Hawthrone Experiments’ conducted at Illionois
plant of western electric company between 1927 and 1932.
• Neo-classical approach also causes ‘Behavioural Science
Management’ which is a further refinement of human
relations approach
17.
18. Behavioral Era
PEOPLE SIDE OF
ORGANIZATIONS
BIRTH OF THE
PERSONNEL OFFICE
INDUSTRIAL
PSYCHOLOGY
MAGNA CARTA OF
LABOR
HUMAN RELATIONS
BEHAVIORAL SCIENCE
THEORISTS
19. •
ABRAHAM MASLOW
– Father of Humanistic
Psychology
– Theory of Motivation/ Hierarchy
of needs: physiological, safety,
social esteem, and self
actualization
– Each step of the hierarchy must
be satisfied before the next can
be activated, and that once a
need was substantially satisfied,
it no longer motivated behavior.
– Self actualization, achieving
one’s full potential, summit of a
human being’s existence
23. THE MODERN MANAGEMENT SCHOOL
Modern management thought has evolved from
older theories of management and years of
management experience. Additionally,
supporting and conflicting theories have been
offered over the years leading to more
confusion.
24. Decision theory approach
The decision theory school focused on the
managerial decision making which, in its view, is
the core management task, pervading all
management functions.
Management science theory
is an approach to management that focuses on
the use of rigorous quantitative techniques to
help managers make maximum use of
organizational resources to produce goods and
services.
25. PRODUCTION AND OPERATIONS
MANAGEMENT
This school focuses on the operation and
control of the production process that
transforms resources into finished goods and
services. It has its roots in scientific
management but became an identifiable area
of management study after World War II. It
uses many of the tools of management
science.
26. Systems Approach
Views organization as a system composed of
interconnected-and thus mutually dependentsub-systems.
Sub-systems can have their own sub-subsystems.
A system can be perceived as composed of
some components, functions and processes
(Albrecht, 1983)
27. Characteristics of Systems
Systems have structure, defined by
components/elements and their
composition;
Systems have behavior, which involves
inputs, processing and outputs of material,
energy, information, or data;
28. Characteristics of Systems
Systems have interconnectivity: the various
parts of a system have functional as well as
structural relationships to each other.
Systems may have some functions or
groups of functions
29. Open versus closed systems. According to
Ludwig von Bertlanffy, there are two basic
types of systems: closed systems and open
systems. Closed system are not influenced by
and do not interact with their environments.
Open systems interact with their
environment. All organizations are open
systems, although the degree of interaction
may vary.
30. Contingency Approach
Based on the belief that there cannot be universal
guidelines which are suitable for all situations.
(Selznick, 1949; Burns and Lorsch, 1967)
Suggests that different environments require different
organizational
relationships
for
optimum
effectiveness, taking consideration various social,
legal, political, technical and economic factors.
(
Hellriegel and Slocum, 1973)
31. Contingency Approach
Based on the belief that there cannot be universal
guidelines which are suitable for all situations.
(Selznick, 1949; Burns and Lorsch, 1967)
Suggests that different environments require different
organizational
relationships
for
optimum
effectiveness, taking consideration various social,
legal, political, technical and economic factors.
(
Hellriegel and Slocum, 1973)
32. Contingency Approach
Four important ideas of Contingency are:
1. There is no universal or one best way to manage
2. The design of an organization and its subsystems must
'fit' with the environment
3. Effective organizations not only have a proper 'fit' with
the environment but also between its subsystems
4. The needs of an organization are better satisfied when
it is properly designed and the management style is
appropriate both to the tasks undertaken and the nature
of the work group.