The document discusses the contributions of key figures in management theory, including Frederick Winslow Taylor, Henri Fayol, and Max Weber, highlighting their foundational roles in scientific management, administrative theory, and bureaucracy. It also explores the evolution of management thought from classical to neo-classical approaches, emphasizing the importance of human relations and behavioral sciences. Additionally, it introduces modern management schools, such as the systems and contingency approaches, which advocate adaptability and flexibility in management practices.

1. GROUP NAME:-
F.W.TAYLOR
Compiled by
Anuj Pratap
IBM(C.S.J.M.U.)
Kanpur

2. Frederick Winslow Taylor (March 20, 1856 – March
21, 1915) was an American mechanical engineer who
sought to improve industrial efficiency. He is regarded
as the father of scientific management and was one of
the first management consultants.Taylor was one of the
intellectual leaders of the Efficiency Movement and his
ideas, broadly conceived, were highly influential in the
Progressive Era.

4. Why study
Management
Theory?

5. What is management
theory?
Why is management
theory important?
Why is management
theories important?

6. Evaluation of Management Thought

7. CLASSICAL APPROACH
Classical theorists formulated
principles for setting up and
managing organizations. These
views are labeled “classical”
because they form the foundation
for the field of management
thought.

8. THE THREE MAJOR CONTRIBUTORS
OF THE CLASSICAL APPROACH
Administrative Bureaucratic
Scientific
Approach-: Approach-
Management -:
F. W. Taylor Henry Fayol :Max weber

9. SCIENTIFIC MANAGEMENT / CONTRIBUTION OF TAYLOR
The concept of scientific management was
introduced by Fredrick Winslow Taylor in USA in the
beginning of 20th century.
According to Taylor, “ Scientific management is
concerned with knowing exactly what you want men
to do and then see in that they do it in the best and
cheapest way.”

10. :-Develop a science for each element of an individual’s
work.
:-Scientifically select and then training teaching
development of the works.
:-Heartily cooperate with the workers so as to ensure that
all work is done in accordance with the principal of the
science has been developed.
:-Divide work and responsibility almost equally between
management and which it is better salted than the
workers.

11. ADMINISTRATIVE
APPROACH/CONTRIBUTION OF HENRY
FAYOL
Henry Fayol, a French
industrialist, has been regarded as
the real father of modern
management. He reduced his ideas
based on practical experiences in his
book, ‘Administration industrialle at
Generali, published in 1916 in
French language.

12. Fayol divided the activities of an
industry into 6 groups-
:-Technical
:-Commercial
:-Financial
:-Security
:-Accounting
:-Managerial
These activities are common all
organization, whether big or small.

13. Fayol’s principle of Management
1. Division of work
2. Authority and responsibility
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interest to general interest
7. Remuneration of personnel
8. Centralization
9. Scalar chain
10. Order
11. Equity
12. Stability of tenure
13. Initiative
14. Esprit de corps

14. Discussion Question
Which of the following is the most
important aspect of Fayol’s principles
of management?
A. Division of Labor
B. Unity of Command
C. Remuneration of Personnel
D. Esprit de corps

15. Bureaucracy

16. Characteristics of bureaucracy
-:Division of work
-:Hierarchy of Position
-:Rules and Regulations
-:Impersonal Relationship
-:Official records

17. MAX WABER
The great German sociologist and
political economist was born on 21
April 1864.
He worked in the field of economics
sociology, history, law, politics and
philosophy at the university of
Berlin, Vienna and university of
Munich.
On 14 jun 1920 he left the word due to
pneumonia.

18. Bureaucracy / Contribution of Max Weber
Max weber’s main
contribution to
management is his theory
of authority structure and
his description of organi-
zations based on the
nature of autority relations
within them.

19. There are three type of legitimate authority
which run as follows-
1. Rational-Legal authority
2. Traditional authority
3. Charismatic authority

20. Neo classical
Approach
It is also called BEHAVIORAL
APPROACH. The behavioral
approach to management began
with the ‘Howthorne experiment’.

21. a) Classical approach did not achieve
total efficiency and workplace
harmony.
b) Managers still encountered problem
because workers didn’t always behave
as they were supposed to.
Two branches:
1) Human Relations Approach
2) Behavioral Sciences Approach

22. Human Relations Approach
-:Focus on the social environment of a job
-:Refers to the manner in which managers interact with
subordinates
-:Managers must know why subordinates behave as
they do
-:Importance of individuals in success or failure of an
organization
-:Management should recognize employees’ need for
recognition and social acceptance
-:Management should look on work group as a positive
force.

24.  Four phases
 Illumination experiment
 Relay room experiment
 Bank wiring observation
 Interview program

25. Employees are Employees’ performance
motivated by social is more a result of peer
needs and association pressure than
with others management’s incentives
and rules
Employees want to Managers need to
participate in decisions involve subordinates
that affect them in coordinating their
work to improve
efficiency

27. Snapshot
“Teamwork is one of the most beautiful
experiences in life. Teamwork is our
core value and a primary way that the
Container Store enriches the quality
of employees’ work life.”
Kip Tindell, President, The Container Store

29. TYPES OF MODERN SCHOOL
1.SYSTEMS APPROACH
2.CONTINGENCY APPROACH

30. SYSTEMS APPROACH
External
environment
Input (Resources) Output
Transformation
Human Product
Capital Services
Materials

31. CONCEPT
Sub System
Synergy
Open & close System
System Boundary
Flow
Feed Back

32. CONTINGENCY APPROACH
 Approaches depend on the variables of the
situations
 Draws on all past theories in attempting to analyze
and solve problems
 Is integrative
 Summarized as an “it all depends” device
 Tells managers to look to their experiences
and the past and to consider many options before
choosing
 Encourages managers to stay flexible