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THE EVOLUTION OF
MANAGEMENT THINKING
HOW DOES HISTORY AFFECT
MANAGEMENT???
Social Forces Political Forces Economic Forces
JUGAAD (JOO-GAARDH)
 INNOVATION MINDSET
 MEETING CUSTOMER’S IMMEDIATE NEEDS QUICKLY AND
INEXPENSIVELY
MANAGEMENT PERSPECTIVE
Classical Perspective
Humanistic Perspective
Human Resources Perspective
Quantitative Perspective
CLASSICAL PERSPECTIVE
 1880-1920S – NEW WAVE OF WORKERS RISE - PROFESSIONALS TO STUDY
THE APPROACH OF MANAGEMENT
 SCIENTIFIC MANAGEMENT – EMPHASIZES SCIENTIFICALLY DETERMINED JOBS AND
MANAGEMENT PRACTICES AS THE WAY TO IMPROVE EFFICIENCY AND LABOR PRODUCTIVITY
(FREDERICK WINSLOW TAYLOR) . WORKERS CAN BE RETOOLED LIKE MACHINES, THEIR
PHYSICAL AND MENTAL GEARS, RECALIBRATED FOR BETTER PRODUCTIVITY”
CHARACTERISTICS OF SCIENTIFIC
APPROACH
GENERAL APPROACH
Develop Standard Method for performing each job
Selected workers with appropriate abilities for each job
Trained workers in standard methods
Supported workers by planning their work and eliminating interruptions
Provided wage incentives to workers for increased output
CONTRIBUTIONS
Demonstrated the importance of compensation for performance
Initiated the careful study of tasks and jobs
Demonstrated the importance of personnel selection and training
CRTICISMS
Did not appreciate the social context of work and higher needs of workers
Did not acknowledge variance among individuals
Tended to regard workers as uninformed and ignored their ideas and suggestions
Bureaucratic Organization –
Max Weber
HUMANISTIC PERSPECTIVE
THE IMPORTANCE OF UNDERSTANDING HUMAN BEHAVIORS,
NEEDS AND ATTITUDES IN THE WORKPLACE AS WELL AS
SOCIAL INTERACTIONS ANG GROUP PROCESSES
HUMANISTIC PERSPECTIVE
MARY PARKER FOLLETT (1868-1933) – THE IMPORTANCE
OF PEOPLE RATHER THAN ENGINEERING TECHNIQUES
CHESTER I BARNARD (1886-1961) – INFORMAL
ORGANIZATIONS (RELATIONSHIPS) ARE POWERFUL FORCES
THAT CAN HELP THE ORGANIZATION IF PROPERLY MANAGED
HUMAN RESOURCE PERSPECTIVE
JOBS SHOULD BE DESIGNED SO THAT TASKS ARE NOT
PERCEIVED AS DEHUMANIZING OR DEMEANING BUT INSTEAD
ALLOW WORKERS TO USE THEIR FULL POTENTIAL
HUMAN RESOURCE PERSPECTIVE
ABRAHAM MASLOW (1908-1970) – HIERARCHY OF NEEDS
DOUGLAS MCGREGOR (1906-1964) – THEORY X AND
THEORY Y
HUMAN RESOURCE PERSPECTIVE
ABRAHAM MASLOW (1908-1970) – HIERARCHY OF NEEDS
DOUGLAS MCGREGOR (1906-1964) – THEORY X AND
THEORY Y
QUANTITATIVE PERSPECTIVE
(MANAGEMENT SCIENCE)
UTILIZES MATHEMATICS, STATISTICAL TECHNIQUES, AND
COMPUTER TECHNOLOGY TO FACILITATE MANAGEMENT
DECISION MAKING, PARTICULARLY FOR COMPLEX PROBLEMS
POPULARIZED BY THE EFFECTIVITY DURING WWII
RECENT HISTORICAL
TRENDS
– Systems Thinking – Looking not just at discrete parts of an organizational situation but also at
the continually changing interactions among the parts
– Subsystems - Depend on one another for their functioning
– Contingency View – Preparedness of organization in given situations
– Total Quality Management – W. Edwards Deming – Lean Management (Kaizen)
– Six Sigma
Four Significant Elements of
TQM
– Employee Involvement
– Focus on the customer
– Benchmarking
– Continuous Improvement (Lean Management / Kaizen)

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The evolution of management

  • 2. HOW DOES HISTORY AFFECT MANAGEMENT??? Social Forces Political Forces Economic Forces
  • 3. JUGAAD (JOO-GAARDH)  INNOVATION MINDSET  MEETING CUSTOMER’S IMMEDIATE NEEDS QUICKLY AND INEXPENSIVELY
  • 4. MANAGEMENT PERSPECTIVE Classical Perspective Humanistic Perspective Human Resources Perspective Quantitative Perspective
  • 5. CLASSICAL PERSPECTIVE  1880-1920S – NEW WAVE OF WORKERS RISE - PROFESSIONALS TO STUDY THE APPROACH OF MANAGEMENT  SCIENTIFIC MANAGEMENT – EMPHASIZES SCIENTIFICALLY DETERMINED JOBS AND MANAGEMENT PRACTICES AS THE WAY TO IMPROVE EFFICIENCY AND LABOR PRODUCTIVITY (FREDERICK WINSLOW TAYLOR) . WORKERS CAN BE RETOOLED LIKE MACHINES, THEIR PHYSICAL AND MENTAL GEARS, RECALIBRATED FOR BETTER PRODUCTIVITY”
  • 6. CHARACTERISTICS OF SCIENTIFIC APPROACH GENERAL APPROACH Develop Standard Method for performing each job Selected workers with appropriate abilities for each job Trained workers in standard methods Supported workers by planning their work and eliminating interruptions Provided wage incentives to workers for increased output CONTRIBUTIONS Demonstrated the importance of compensation for performance Initiated the careful study of tasks and jobs Demonstrated the importance of personnel selection and training CRTICISMS Did not appreciate the social context of work and higher needs of workers Did not acknowledge variance among individuals Tended to regard workers as uninformed and ignored their ideas and suggestions
  • 8. HUMANISTIC PERSPECTIVE THE IMPORTANCE OF UNDERSTANDING HUMAN BEHAVIORS, NEEDS AND ATTITUDES IN THE WORKPLACE AS WELL AS SOCIAL INTERACTIONS ANG GROUP PROCESSES
  • 9. HUMANISTIC PERSPECTIVE MARY PARKER FOLLETT (1868-1933) – THE IMPORTANCE OF PEOPLE RATHER THAN ENGINEERING TECHNIQUES CHESTER I BARNARD (1886-1961) – INFORMAL ORGANIZATIONS (RELATIONSHIPS) ARE POWERFUL FORCES THAT CAN HELP THE ORGANIZATION IF PROPERLY MANAGED
  • 10. HUMAN RESOURCE PERSPECTIVE JOBS SHOULD BE DESIGNED SO THAT TASKS ARE NOT PERCEIVED AS DEHUMANIZING OR DEMEANING BUT INSTEAD ALLOW WORKERS TO USE THEIR FULL POTENTIAL
  • 11. HUMAN RESOURCE PERSPECTIVE ABRAHAM MASLOW (1908-1970) – HIERARCHY OF NEEDS DOUGLAS MCGREGOR (1906-1964) – THEORY X AND THEORY Y
  • 12. HUMAN RESOURCE PERSPECTIVE ABRAHAM MASLOW (1908-1970) – HIERARCHY OF NEEDS DOUGLAS MCGREGOR (1906-1964) – THEORY X AND THEORY Y
  • 13. QUANTITATIVE PERSPECTIVE (MANAGEMENT SCIENCE) UTILIZES MATHEMATICS, STATISTICAL TECHNIQUES, AND COMPUTER TECHNOLOGY TO FACILITATE MANAGEMENT DECISION MAKING, PARTICULARLY FOR COMPLEX PROBLEMS POPULARIZED BY THE EFFECTIVITY DURING WWII
  • 14. RECENT HISTORICAL TRENDS – Systems Thinking – Looking not just at discrete parts of an organizational situation but also at the continually changing interactions among the parts – Subsystems - Depend on one another for their functioning – Contingency View – Preparedness of organization in given situations – Total Quality Management – W. Edwards Deming – Lean Management (Kaizen) – Six Sigma
  • 15. Four Significant Elements of TQM – Employee Involvement – Focus on the customer – Benchmarking – Continuous Improvement (Lean Management / Kaizen)