The document provides a history of management theory and practice from early management thought to modern approaches. It discusses how management approaches have evolved over time in response to changes in the environment. Early approaches focused on organizing, with theorists like Taylor emphasizing scientific management. Later approaches emphasized leading and the human element, influenced by Hawthorne Studies. Subsequently, management science emerged with a focus on planning and quantitative techniques. More recently, systems theory, contingency theory, and triangular management have integrated various perspectives.
This document provides an overview of the evolution of management theories from the late 19th century to present. It discusses the classical theories including scientific management, bureaucratic management, and administrative management that emerged in the early 20th century focusing on efficiency. It then summarizes the neo-classical human relations movement and behavioral science approach. Finally, it outlines modern management theories including the quantitative approach, systems approach, contingency approach, and operational approach. The document is presented by different speakers and provides definitions and key contributors for each major stage in the development of management theories over time.
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.
The document discusses several theories related to management and organizational behavior, including contingency theory, technology determinism, and stakeholder theory. Contingency theory claims there is no single best way to organize and that the optimal approach depends on internal and external factors. Technology determinism argues technologies directly impact organizational attributes like span of control. Stakeholder theory identifies six groups that influence organizations: technology, suppliers, customers, government, unions, and consumer groups.
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.
Introduction To Management And Organization P O MZoha Qureshi
This document provides an introduction to management and organizations. It defines management as coordinating work activities to be completed efficiently and effectively through other people. The four main functions of management are planning, organizing, leading, and controlling. Managers perform various roles such as figurehead, leader, liaison, monitor, and decision maker. Management requires technical, human, and conceptual skills. Managers must coordinate interdependent parts and understand external factors as organizations are open systems that interact with their environment. Different management approaches are needed depending on contingency variables like organizational structure and technology. The document also defines an organization and explains why studying management is important and rewarding.
This document summarizes the historical roots and evolution of management theories from pre-scientific management to modern approaches. It describes key contributors and ideas from each era, including: Robert Owen and Charles Babbage in the pre-scientific period; Adam Smith's contributions around division of labor during the Industrial Revolution; Frederick Taylor's scientific management principles; Henri Fayol's administrative management functions; Max Weber's bureaucratic model; the human relations movement led by Hawthorne Studies and Elton Mayo; systems approach defining organizations as interconnected systems; and contingency approach emphasizing adapting to changing environments. The document traces over 200 years of management theory development and changing views on organizations, work, and workers.
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 the evolution of management thought from classical to modern theories. Classical theories include scientific management, administrative management, and bureaucratic management which focused on efficiency. Neoclassical theories like the Hawthorne Experiments emphasized the human element. Modern theories include quantitative approaches using scientific methods, systems approaches analyzing organizational efficiency, and contingency approaches adapting to different situations. The evolution of management thought has moved from a focus on economic efficiency to considering human and situational factors as well.
This document provides an overview of the evolution of management theories from the late 19th century to present. It discusses the classical theories including scientific management, bureaucratic management, and administrative management that emerged in the early 20th century focusing on efficiency. It then summarizes the neo-classical human relations movement and behavioral science approach. Finally, it outlines modern management theories including the quantitative approach, systems approach, contingency approach, and operational approach. The document is presented by different speakers and provides definitions and key contributors for each major stage in the development of management theories over time.
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.
The document discusses several theories related to management and organizational behavior, including contingency theory, technology determinism, and stakeholder theory. Contingency theory claims there is no single best way to organize and that the optimal approach depends on internal and external factors. Technology determinism argues technologies directly impact organizational attributes like span of control. Stakeholder theory identifies six groups that influence organizations: technology, suppliers, customers, government, unions, and consumer groups.
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.
Introduction To Management And Organization P O MZoha Qureshi
This document provides an introduction to management and organizations. It defines management as coordinating work activities to be completed efficiently and effectively through other people. The four main functions of management are planning, organizing, leading, and controlling. Managers perform various roles such as figurehead, leader, liaison, monitor, and decision maker. Management requires technical, human, and conceptual skills. Managers must coordinate interdependent parts and understand external factors as organizations are open systems that interact with their environment. Different management approaches are needed depending on contingency variables like organizational structure and technology. The document also defines an organization and explains why studying management is important and rewarding.
This document summarizes the historical roots and evolution of management theories from pre-scientific management to modern approaches. It describes key contributors and ideas from each era, including: Robert Owen and Charles Babbage in the pre-scientific period; Adam Smith's contributions around division of labor during the Industrial Revolution; Frederick Taylor's scientific management principles; Henri Fayol's administrative management functions; Max Weber's bureaucratic model; the human relations movement led by Hawthorne Studies and Elton Mayo; systems approach defining organizations as interconnected systems; and contingency approach emphasizing adapting to changing environments. The document traces over 200 years of management theory development and changing views on organizations, work, and workers.
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 the evolution of management thought from classical to modern theories. Classical theories include scientific management, administrative management, and bureaucratic management which focused on efficiency. Neoclassical theories like the Hawthorne Experiments emphasized the human element. Modern theories include quantitative approaches using scientific methods, systems approaches analyzing organizational efficiency, and contingency approaches adapting to different situations. The evolution of management thought has moved from a focus on economic efficiency to considering human and situational factors as well.
This document discusses modern management theories. It begins by defining modern management and management theories. It then outlines several prominent modern management theories, including the system approach, quantitative approach, total quality management approach, learning organization approach, team building theory, chaos theory, open system theory, and contingency theory. For each theory, it provides a brief overview and definition. The document focuses on explaining key aspects of several theories in more depth, such as total quality management, learning organizations, team building theory and related models like Belbin's team roles and Myers-Briggs Type Indicator. Overall, the document serves to outline and define several important modern management theories.
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 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.
The document provides an overview of the classical approach to management. It originated in the early 1900s and focused on efficiency and economic rationality. Some key aspects summarized:
- Scientific management promoted identifying the "one best way" to perform tasks and breaking work down into small, specialized steps. Administrative management standardized managerial functions. Bureaucratic management formalized rules and procedures.
- Major contributors included Frederick Taylor, known for time and motion studies, and Henri Fayol who identified core management functions like planning and controlling. Taylor's scientific management emphasized standardizing work methods based on analysis while Fayol developed 14 general principles of management.
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.
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.
The document outlines the evolution of management theory from the systematic approach of the late 19th century to the classical theories of scientific management, administrative management, and bureaucratic management that emerged in the early 20th century. It then discusses the human relations school and social system school that challenged aspects of the classical theories. The document provides definitions and background on key theorists and concepts within each approach to management theory.
The document summarizes the key contributors to classical organizational theory, including Frederick Taylor's scientific management theories, Henri Fayol's administrative management principles, Luther Gulick's expansion of Fayol's management functions, and Max Weber's ideal bureaucracy. It discusses some of their major ideas, such as Taylor's time and motion studies, Fayol's 14 management principles, Gulick's addition of budgeting as the 7th management function, and Weber's classification of authority and characteristics of rational-legal authority. The human relations movement emerged from the Hawthorne experiments in the 1920s-1930s, shifting focus to social and psychological factors.
The classical theory of management evolved in the 19th century during the Industrial Revolution to establish management's role in organizations. It focused on efficiency and viewed employees as motivated solely by economic factors. The theory comprised three constituent theories: scientific management, which aimed to optimize work; bureaucratic management, which advocated a hierarchical structure; and administrative management, which saw management as a process of coordinating people. Classical theory emphasized specialization, structure, and economic incentives but ignored social and informal aspects of organizations. While it brought rationality and predictability, it also risked rigidity and goal displacement.
This document provides an overview of the evolution of management theories from ancient civilizations to modern times. It discusses early management practices in ancient Egypt, Babylon, China, and among Hebrews. It then outlines several classical management schools from 1880-1950 including scientific management theorists like Taylor and Gilbreth, as well as Weber's bureaucracy theory and Fayol's 14 principles of management. The document also discusses neoclassical thinkers like Mary Parker Follett who emphasized common goals and ethics over command-style hierarchies.
Chapter 2 The Evolution Of Management Theorymanagement 2
The document summarizes the evolution of management theory from the late 19th century to present. It traces the development of scientific management theory by Taylor and Gilbreth focused on efficiency. This was followed by administrative management theory emphasizing formal structure and Fayol's 14 principles of management. Behavioral management theory then arose, focusing on human factors, motivated by studies like Hawthorne and thinkers like Mary Parker Follett emphasizing participation. The evolution has involved an increasing focus on both efficiency and human/social aspects of organizing work.
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.
The document traces the evolution of organization theories from classical to integrative approaches. It discusses early theorists like Taylor who promoted scientific management and Gulick who developed the POSDCORB framework. It then outlines criticisms by Simon, Waldo and Appleby and the introduction of new concepts like cooptation by Selznick. The document also discusses contributions by other key figures like Follett, Mayo, Barnard, Maslow and their development of theories around human relations, organizational behavior, motivation and management.
This document discusses key concepts in management including: organizations achieving goals through coordinating resources like people, machinery, materials and money. It defines management as the process of using these resources to achieve organizational goals efficiently and effectively. It also outlines the functions of management as planning, organizing, staffing, directing and controlling, and discusses management as both an art and a science.
This document outlines a lecture on organizational behavior given by Prof. Najibullah A. Umpa for the 2016-2017 academic year. It defines organizational behavior as the study of individual and group dynamics within organizations. It discusses different types of organizational behavior like micro, macro, and meso-scale analyses. Key topics covered in organizational behavior are also listed, such as leadership, motivation, culture, and communication. The goals of organizational behavior are described as describing, understanding, predicting, and controlling human behavior in work settings.
The document provides an overview of the history and evolution of management theories from scientific management in the late 19th century to more modern theories. It discusses traditional views of management involving the four main functions of planning, organizing, leading and controlling. Emerging views emphasize leadership skills and more participative approaches. Contemporary theories discussed include contingency theory, which asserts the best approach depends on the situation, and systems theory, which views organizations holistically rather than focusing on individual parts.
The document discusses the evolution of management approaches over time from traditional to modern views. It begins with the traditional viewpoint including bureaucratic management advocated by Max Weber which uses strict rules and hierarchies. Next it discusses scientific management proposed by Frederick Taylor which aims to increase efficiency through time motion studies. Then it covers administrative management from Henri Fayol which focuses on the basic managerial functions. It moves to the behavioral viewpoint emerging in the 1930s which emphasized the human aspects and social needs of workers based on studies like the Hawthorne experiments. Later came the systems viewpoint which sees organizations as systems transforming inputs to outputs. Finally, the contingency viewpoint recognizes there is no one best way and the approach depends on various internal and external factors.
The document discusses several approaches to management including systems approach, operational approach, quantitative approach, contingency theory, theory Z, and total quality management. It provides details on each approach. The systems approach views an organization as a system consisting of interconnected subsystems. The operational approach focuses on improving efficiency. The quantitative approach expresses problems mathematically. Contingency theory states there is no universal way to manage and the approach depends on various internal and external factors. Theory Z combines aspects of American and Japanese management styles. Total quality management aims for continuous quality improvement through customer focus and employee involvement.
Management involves coordinating individual and group efforts to efficiently accomplish goals. There are many approaches to management that vary based on the situation. Classical approaches like scientific, administrative, and bureaucratic management focused on productivity and organizational structure. Behavioral approaches emphasized the importance of human behavior and motivation. Contingency theory recognizes that the best management approach depends on internal and external situational factors.
This document discusses the evolution of management theory over time. It begins with the Classical approach emerging in the 19th century in response to new industrial challenges. This includes Scientific Management by Taylor which aimed to optimize efficiency. It also discusses Administrative Management by Fayol and Weber's bureaucratic model. Later, the Human Relations approach focused on meeting worker needs. Behavioral Management studied how managers motivate employees. Modern approaches include Open Systems theory, Contingency Thinking, and lessons from Japanese management styles. Quantitative and information-based theories were also incorporated into management science.
This document provides an overview of the evolution of management theory from scientific management to modern approaches. It discusses early theorists like Taylor who developed scientific management principles focusing on efficiency. Later behavioral theorists studied human behavior and motivation in organizations. Additional schools of thought included systems theory which viewed organizations as complex systems. Contingency theory proposed that the best management approach depends on situational factors. The most recent dynamic engagement approach emphasizes adapting to constant rapid change through human relationships over time.
This document discusses modern management theories. It begins by defining modern management and management theories. It then outlines several prominent modern management theories, including the system approach, quantitative approach, total quality management approach, learning organization approach, team building theory, chaos theory, open system theory, and contingency theory. For each theory, it provides a brief overview and definition. The document focuses on explaining key aspects of several theories in more depth, such as total quality management, learning organizations, team building theory and related models like Belbin's team roles and Myers-Briggs Type Indicator. Overall, the document serves to outline and define several important modern management theories.
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 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.
The document provides an overview of the classical approach to management. It originated in the early 1900s and focused on efficiency and economic rationality. Some key aspects summarized:
- Scientific management promoted identifying the "one best way" to perform tasks and breaking work down into small, specialized steps. Administrative management standardized managerial functions. Bureaucratic management formalized rules and procedures.
- Major contributors included Frederick Taylor, known for time and motion studies, and Henri Fayol who identified core management functions like planning and controlling. Taylor's scientific management emphasized standardizing work methods based on analysis while Fayol developed 14 general principles of management.
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.
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.
The document outlines the evolution of management theory from the systematic approach of the late 19th century to the classical theories of scientific management, administrative management, and bureaucratic management that emerged in the early 20th century. It then discusses the human relations school and social system school that challenged aspects of the classical theories. The document provides definitions and background on key theorists and concepts within each approach to management theory.
The document summarizes the key contributors to classical organizational theory, including Frederick Taylor's scientific management theories, Henri Fayol's administrative management principles, Luther Gulick's expansion of Fayol's management functions, and Max Weber's ideal bureaucracy. It discusses some of their major ideas, such as Taylor's time and motion studies, Fayol's 14 management principles, Gulick's addition of budgeting as the 7th management function, and Weber's classification of authority and characteristics of rational-legal authority. The human relations movement emerged from the Hawthorne experiments in the 1920s-1930s, shifting focus to social and psychological factors.
The classical theory of management evolved in the 19th century during the Industrial Revolution to establish management's role in organizations. It focused on efficiency and viewed employees as motivated solely by economic factors. The theory comprised three constituent theories: scientific management, which aimed to optimize work; bureaucratic management, which advocated a hierarchical structure; and administrative management, which saw management as a process of coordinating people. Classical theory emphasized specialization, structure, and economic incentives but ignored social and informal aspects of organizations. While it brought rationality and predictability, it also risked rigidity and goal displacement.
This document provides an overview of the evolution of management theories from ancient civilizations to modern times. It discusses early management practices in ancient Egypt, Babylon, China, and among Hebrews. It then outlines several classical management schools from 1880-1950 including scientific management theorists like Taylor and Gilbreth, as well as Weber's bureaucracy theory and Fayol's 14 principles of management. The document also discusses neoclassical thinkers like Mary Parker Follett who emphasized common goals and ethics over command-style hierarchies.
Chapter 2 The Evolution Of Management Theorymanagement 2
The document summarizes the evolution of management theory from the late 19th century to present. It traces the development of scientific management theory by Taylor and Gilbreth focused on efficiency. This was followed by administrative management theory emphasizing formal structure and Fayol's 14 principles of management. Behavioral management theory then arose, focusing on human factors, motivated by studies like Hawthorne and thinkers like Mary Parker Follett emphasizing participation. The evolution has involved an increasing focus on both efficiency and human/social aspects of organizing work.
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.
The document traces the evolution of organization theories from classical to integrative approaches. It discusses early theorists like Taylor who promoted scientific management and Gulick who developed the POSDCORB framework. It then outlines criticisms by Simon, Waldo and Appleby and the introduction of new concepts like cooptation by Selznick. The document also discusses contributions by other key figures like Follett, Mayo, Barnard, Maslow and their development of theories around human relations, organizational behavior, motivation and management.
This document discusses key concepts in management including: organizations achieving goals through coordinating resources like people, machinery, materials and money. It defines management as the process of using these resources to achieve organizational goals efficiently and effectively. It also outlines the functions of management as planning, organizing, staffing, directing and controlling, and discusses management as both an art and a science.
This document outlines a lecture on organizational behavior given by Prof. Najibullah A. Umpa for the 2016-2017 academic year. It defines organizational behavior as the study of individual and group dynamics within organizations. It discusses different types of organizational behavior like micro, macro, and meso-scale analyses. Key topics covered in organizational behavior are also listed, such as leadership, motivation, culture, and communication. The goals of organizational behavior are described as describing, understanding, predicting, and controlling human behavior in work settings.
The document provides an overview of the history and evolution of management theories from scientific management in the late 19th century to more modern theories. It discusses traditional views of management involving the four main functions of planning, organizing, leading and controlling. Emerging views emphasize leadership skills and more participative approaches. Contemporary theories discussed include contingency theory, which asserts the best approach depends on the situation, and systems theory, which views organizations holistically rather than focusing on individual parts.
The document discusses the evolution of management approaches over time from traditional to modern views. It begins with the traditional viewpoint including bureaucratic management advocated by Max Weber which uses strict rules and hierarchies. Next it discusses scientific management proposed by Frederick Taylor which aims to increase efficiency through time motion studies. Then it covers administrative management from Henri Fayol which focuses on the basic managerial functions. It moves to the behavioral viewpoint emerging in the 1930s which emphasized the human aspects and social needs of workers based on studies like the Hawthorne experiments. Later came the systems viewpoint which sees organizations as systems transforming inputs to outputs. Finally, the contingency viewpoint recognizes there is no one best way and the approach depends on various internal and external factors.
The document discusses several approaches to management including systems approach, operational approach, quantitative approach, contingency theory, theory Z, and total quality management. It provides details on each approach. The systems approach views an organization as a system consisting of interconnected subsystems. The operational approach focuses on improving efficiency. The quantitative approach expresses problems mathematically. Contingency theory states there is no universal way to manage and the approach depends on various internal and external factors. Theory Z combines aspects of American and Japanese management styles. Total quality management aims for continuous quality improvement through customer focus and employee involvement.
Management involves coordinating individual and group efforts to efficiently accomplish goals. There are many approaches to management that vary based on the situation. Classical approaches like scientific, administrative, and bureaucratic management focused on productivity and organizational structure. Behavioral approaches emphasized the importance of human behavior and motivation. Contingency theory recognizes that the best management approach depends on internal and external situational factors.
This document discusses the evolution of management theory over time. It begins with the Classical approach emerging in the 19th century in response to new industrial challenges. This includes Scientific Management by Taylor which aimed to optimize efficiency. It also discusses Administrative Management by Fayol and Weber's bureaucratic model. Later, the Human Relations approach focused on meeting worker needs. Behavioral Management studied how managers motivate employees. Modern approaches include Open Systems theory, Contingency Thinking, and lessons from Japanese management styles. Quantitative and information-based theories were also incorporated into management science.
This document provides an overview of the evolution of management theory from scientific management to modern approaches. It discusses early theorists like Taylor who developed scientific management principles focusing on efficiency. Later behavioral theorists studied human behavior and motivation in organizations. Additional schools of thought included systems theory which viewed organizations as complex systems. Contingency theory proposed that the best management approach depends on situational factors. The most recent dynamic engagement approach emphasizes adapting to constant rapid change through human relationships over time.
This document summarizes the evolution of management theories from scientific management to contemporary theories. It discusses early theories like scientific management and administrative management, then behavioral and management science theories. Contemporary theories addressed include contingency theory and the view of organizations as open systems. The document provides overviews and examples of the key aspects of each major management theory.
The document summarizes several theories of management thought and organizational theory that have evolved over time. It describes scientific management theory, administrative management theory including Weber's principles of bureaucracy, behavioral management/human relations theory, management science theory, and organizational environment/open systems theory. Each new theory built upon previous approaches to address their limitations and further the understanding of managing organizations effectively.
Evolution of management thought in detail..Sumiran Sinha
This document provides an overview of the evolution of management theories from the late 19th century to modern times. It describes early theories including scientific management, bureaucracy, and administrative management principles. It then covers behavioral management including the Hawthorne Studies and McGregor's Theory X and Y. Later sections discuss management science, systems theory, contingency theory, and the mechanistic and organic organizational structures that managers can use depending on the situation.
Chapter 2 The Evolution Of Management Theory Written In Different Mannermanagement 2
The document discusses the evolution of management theories and practices over time. It covers pre-20th century contributions, scientific management advocates like Taylor, general administrative theorists like Fayol and Weber, the quantitative approach, early organizational behavior studies including the Hawthorne Studies, and current trends in areas like globalization, e-business, innovation, quality management, and knowledge management. The learning objectives are to understand the historical development of management and key contributors, as well as contemporary issues facing organizations.
This document discusses the evolution of different management thought approaches, including classical, neo-classical, and modern theories. The classical approach included scientific management pioneered by Taylor, administrative theory by Fayol, and bureaucratic management by Weber. Neo-classical theories focused more on human behavior and relations, as seen in the works of Follett, Maslow, McGregor, Argyris, and Mayo and the Hawthorne studies. While each approach provided insights, they also had limitations in ignoring aspects of organizational behavior and the need for flexible, risk-taking approaches in a changing global environment.
The document discusses the historical evolution of management approaches from classical to modern theories. It covers classical approaches like scientific management which emphasized efficient work methods. Next it discusses administrative management which focused on managing the entire organization. The human relations movement highlighted the importance of human behavior and motivation, as shown through the Hawthorne Studies. Finally, behavioral science and quality management introduced a more holistic and contingency-based view of organizational management.
The document discusses the origins and evolution of public management and administration. It begins by explaining how the first public administrators were military officers in ancient Rome and how many principles of modern public administration originated from the Roman empire's administrative system. It then covers the influence of scientific management theorists like Taylor and Fayol in developing principles to increase organizational efficiency. Finally, it discusses the emergence of newer organizational theories like systems theory and how organizations have moved from mechanistic to more organic models.
This document provides an overview of the evolution of management theory from early thinkers like Machiavelli and Sun Tzu to modern schools of management. It describes Scientific Management founded by Frederick Taylor based on time and motion studies. Classical Organization Theory developed by Henry Fayol emphasized division of work, authority, and discipline. Max Weber's bureaucratic model focused on hierarchy, rules, and impersonal relationships. Later theorists like Mary Parker Follett emphasized participative leadership and group network management.
The Theory of Evolution and its limitsRemy Taupier
The laws of Natural Selection explain the adaptation of a species (why we have dogs, or horses or tortoise of different colors, shapes and sizes) but not the evolution of a species into another species. To this day no scientific fact can prove the Theory of Evolution to be true. Evolutionists live with the hope that one day Science will prove them right. It's just a belief.
Evolution of-management-theory book, nuhi selaNuhi Sela
Here are a few reasons why scientific management theory might still be relevant today:
- The principles of analyzing jobs, standardizing procedures, matching workers to tasks, and incentivizing performance are still applicable ways to improve efficiency and productivity in many work environments. Careful job design and specialization can optimize workflows.
- Scientific management encouraged a data-driven, empirical approach to improving work through systematic analysis and experimentation. This focus on gathering evidence to identify best practices remains important.
- While jobs today involve more complex work than simple repetitive tasks, the goal of maximizing efficiency through standards and specialization still applies in many production and service roles.
- Scientific management highlighted the importance of training workers and developing their skills to match
The document provides an overview of the theory of evolution. It begins by defining evolution as the gradual change in organisms over generations through natural selection. It discusses evidence that supports evolution such as structural adaptations, mimicry, fossils, and similarities in early embryo development across species. It then explains key aspects of the theory including Charles Darwin's contributions and voyages, his observations that led to his theory, and mechanisms of evolution like natural selection and speciation. The summary concludes by noting that Darwin published his theory in On the Origin of Species, which challenged existing beliefs by proposing gradual evolution of species from common ancestors through natural selection.
Livro nelson winter 1982 an evolutionary theory of economic changedocumentarios10
This document provides the preface to the book "An Evolutionary Theory of Economic Change" by Richard R. Nelson and Sidney G. Winter. It discusses how the authors' research interests and collaboration led them to develop an evolutionary theory of economic change. It acknowledges the intellectual influences of Joseph Schumpeter and Herbert Simon on their work. It also thanks the various organizations and individuals who provided financial and intellectual support over more than a decade of research and writing on this project.
Charles Darwin published evidence in 1859 that evolution occurs through natural selection. He observed that the plants and animals on the Galapagos Islands resembled those on the nearby coast of South America but were distinct species. Darwin proposed that individuals with traits better suited to their environment are more likely to survive and reproduce, passing on those advantageous traits and gradually changing populations over time through evolution. The fossil record and comparisons of anatomy and DNA provide evidence that all living things share common ancestry and have evolved from earlier life forms over billions of years. Examples of natural selection include the evolution of antibiotic resistant tuberculosis strains and Darwin's finches developing different beak sizes and shapes based on available food sources.
The document outlines the evolution of management theory from scientific management to current approaches. It begins with scientific management theory developed by Frederick Taylor which focused on optimizing work processes for efficiency. Subsequent theories included administrative management which emphasized formal bureaucracy, behavioral management which considered human factors, and management science which uses quantitative techniques. More recent approaches are organizational environment theory which examines external forces, and contingency theory stating there is no single best structure and a organization's structure depends on its environment.
The document outlines the evolution of management approaches from early approaches to modern and emerging ones. It discusses influential classical theorists like Taylor, Fayol, and Weber and their scientific management, administrative theory, and bureaucratic management approaches. It also summarizes the behavioral approach with Hawthorne studies and theorists like Maslow and McGregor. Quantitative approaches involving management science, operations management, and management information systems are covered as well. The systems theory and contingency theory are provided as examples of modern management approaches. Emerging approaches discussed include Theory Z and quality management.
The document discusses the evolution of management theory over time from early ideas in ancient texts like The Art of War to modern approaches. It traces the development of classical, behavioral, management science, systems, contingency, and learning organization approaches. Each new approach developed in response to changes in the social and technological environment. The document also discusses potential Asian and Filipino management theories, noting the influence of culture and the need for both Western concepts and indigenous styles in these contexts.
The document provides an introduction to the concept of management. It discusses what management is, why it is needed, and its key principles and functions. Management is defined as a universal process in all organized activities that involves harmonizing people, resources, and processes to achieve objectives. The principles of management are discussed as well as the significance of principles in providing guidance for decision making, utilizing resources efficiently, and adapting to changing environments. An overview is also given of the evolution of management approaches, from early scientific management to modern contingency and systems approaches.
The document discusses the evolution of management theories from ancient times to the present. It describes early ideas on management, strategy, and leadership from thinkers like Sun Tzu and Machiavelli. It then covers the Classical, Behavioral, Quantitative, and Contingency approaches to management. The Classical approach from 1890 emphasized organizational efficiency while the Behavioral approach from 1910 focused on human factors. The systems approach from the 1950s-1960s viewed organizations as open systems. Finally, the Contingency approach of the 1970s recognized that the best management approach depends on the situation or circumstances.
The document discusses the evolution of management theories from ancient times to the present. It describes early ideas on management, strategy, and leadership from thinkers like Sun Tzu and Machiavelli. It then covers the Classical, Behavioral, Quantitative, and Contingency approaches to management. The Classical approach from 1890 emphasized organizational efficiency while the Behavioral approach from 1910 focused on human factors. The systems approach from the 1950s-1960s viewed organizations as open systems. Finally, the Contingency approach of the 1970s recognized that the best management approach depends on the situation or circumstances.
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- Modern theories take an interdisciplinary approach and view the organization as an open system interacting with its environment. Approaches include systems theory, contingency theory, and socio-technical systems.
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The document provides an overview of the historical roots and evolution of modern management practices from ancient times to the present. It discusses influential early thinkers like Adam Smith and developments like the Industrial Revolution that shaped new management approaches. Major 20th century frameworks are also summarized, including scientific management, bureaucracy theory, human relations movement, and contingency theory.
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This document provides an overview of the major approaches to management throughout history. It discusses early approaches like scientific management, which aimed to optimize efficiency. It also covers classical theorists like Fayol who described managerial functions. Later, behavioral science emerged focusing on individual and group behavior, while contingency approach emphasized adapting to different situations. Quality management also developed with a focus on continual improvement and customer needs. Overall, the document traces the evolution of management thought over time.
The document provides an overview of the history and evolution of management thought. It discusses early approaches, the classical approach including scientific management, administrative theory and bureaucratic management. It then covers the behavioral approach including Hawthorne studies and Maslow's hierarchy of needs. The quantitative approach involving management science, operations management and management information systems is examined. Modern approaches such as systems theory and contingency theory are outlined. Emerging approaches like Theory Z and quality management are also mentioned.
The document discusses the historical foundations of management approaches from the classical era to recent trends. It covers classical approaches like scientific management developed by Taylor and bureaucratic organizations envisioned by Weber. Later, the human relations movement emerged from the Hawthorne Studies showing attention to employees improves productivity. More recent perspectives include systems theory, contingency view, and total quality management.
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Historical foundations of management provide context for current problems and ways of thinking about trends. Key forces that influenced management over time include social, political, and economic factors. Early management theories emerged during the Industrial Revolution and included scientific management, bureaucracy, and administrative principles. Later, human relations and behavioral science perspectives emphasized the human element. Management science applied quantitative techniques. Current trends reflect systems thinking, contingency views, and quality management focusing on continuous improvement.
The document outlines the key approaches and trends in the evolution of management theory and practice. It discusses early evidence of management in ancient civilizations and the importance of the division of labor and industrial revolution. Major classical approaches are described, including scientific management, general administrative theory, and quantitative management. Behavioral and systems approaches emerged in response, along with a contingency view of situational management. Current issues facing managers include globalization, diversity, technology, knowledge management and quality.
The document outlines the key approaches and trends in the evolution of management theory and practice. It discusses early evidence of management in ancient civilizations and the importance of the division of labor and industrial revolution. Major classical approaches are described, including scientific management, general administrative theory, and quantitative management. Behavioral and systems approaches emerged in response, along with a contingency view of situational management. Current trends involve globalization, diversity, technology, knowledge management and quality.
The document discusses the evolution of management theory and practice over time. It begins by explaining why studying management history is important to understand how it has changed. It then provides an overview of management approaches from early civilizations through the 20th century. These include scientific management, general administrative theories, the human relations movement, and quantitative approaches. Recent developments have moved towards integrating different theories and recognizing organizations as open systems that interact with their external environment.
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
UNIT - II: EVOLUTION OF MANAGEMENT THOUGHT: From the machine age to
Information age - F.W.Taylor - Management as science, Henry Fayol 14 Principles of
management, Beyond Scientific Management - The mythology of managerial work; Peter
Drucker - The Prophet of change - Knowledge Management - Decision Theory.
The Evolution of Management - PPT Group ( for upload).pptxLEOGENARDLOBATON1
The document summarizes the evolution of management thought and theory from early history to modern approaches. It describes pre-scientific management in early civilizations like ancient Sumer and Egypt. Classical theorists like Babbage, Owen, Fayol and Taylor believed in a universal process approach and identified core functions and principles of management. The behavioral approach recognized the human element, as seen in the Hawthorne studies. Systems and contingency theories view organizations as open systems influenced by their environment, with no universally optimal style but rather approaches contingent on situational factors.
Management involves coordinating work through other people to achieve goals efficiently and effectively. There are different levels and functions of management. Early theories focused on scientific principles of management to increase efficiency while later behavioral theories emphasized the human element and that workers want input and respect. Contemporary approaches recognize there is no single best way to manage and the approach must fit the situation.
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The evolution of management theory
1. A Short History of
Management Theory and Practice
Professor Rey Lugtu
www.reylugtu.com
2. Learning Objectives
To understand how management theories develop
To understand the impact of the environment to management
thinking
To gain insights into new management approach
3. Early Management Thought
Early ideas about management strategy
Sun Tzu (770-476 B.C.), The Art of War
Early ideas about leadership
Nicolò Machiavelli (1469-1527), The Prince
Early ideas about the design and organization of work
Adam Smith, The Wealth of Nations
division of labor
4. Sun Tzu, Art of War
“Shang Chang Ru Zhan Chang”
“The marketplace is a battlefield”
Sun Tzu, 4th century BC
5. Management and Machiavelli
New science of management lies in
the the old art of government
"to be a great pretender and
dissembler."
“cunning and intrigue, the triumph
of force over reason.”
"a prince" ought to have no other
aim or thought, nor select anything
else for his study, than war and its
rules and discipline."
6. The Emphasis on
Individualism and Materialism
Principles of Early Economic Systems
Reciprocity
Neighborliness, trading with one another
Redistribution
Ensuring that everyone has enough
Householding
Being a good steward of resources for the sake of the family or larger community
7. The Emphasis on
Individualism and Materialism (cont’d)
Individualism
God calls individuals to specific work.
Materialism
Religion produces industry and frugality that lead to the accumulation wealth,
which is no longer a vice.
Pursuit of self-interested material wealth locks people into an iron cage and
deprives them of their humanity.
8. The Evolution of Management Theory
(Comprehensive Analysis of Management)
Systems Theory
Contingency Approach
ORGANIZING:
BEST STRUCTURES
LEADING:
ROLES &
STYLES
PLANNING:
HIGHER
PRODUCTIVITY
CONTROLLING
ORDERLY
WORKPLACE
PARADIGM
SHIFT
9. Management Approaches
and the Environment
GENERAL
ENVIRONMENT
OPERATING
ENVIRONMENT
INTERNAL
ENVIRONMENT
SOCIAL
ECONOMIC
POLITICAL
LEGAL
TECHNOLOGY
NEW ENTRANTS
SUPPLIER
SUBSTITUTES
CUSTOMER
COMPETITION
PRODUCTION
TECHNOLOGY
STRUCTURE
INPUTS
10. Emphasis on organizing
The Classical Approach
Environment in ca1890
•Industrial revolution
•Autocratic management was the norm
•“Science" as a solution to the inefficiencies
and injustices of the period
•Idea of interchangeable parts
The classical approach (ca1890) to
management is a management approach that
emphasizes organizational efficiency to
increase organizational success.
11. The Classical Approach
Scientific Management
Frederick W. Taylor
Frank and Lillian Gilbreth
Henry Gantt
Bureaucratic Management
Max Weber
Administrative Management
Henri Fayol
12. An Emphasis on Organizing:
The “Classical” Era (1910 to 1930)
Scientific Management (Micro Approach)
Focused on defining and maximizing the productivity of individual jobs.
Frederick W. Taylor (systematic work)
Henry Gantt (Gantt chart)
Frank B. Gilbreth (time and motion studies)
13. Taylor’s Four Principles of Scientific Management
1. Scientifically study each part of a task and
develop the best method of performing the task.
2. Carefully select workers and train them to
perform the task by using the scientifically
developed method.
3. Cooperate fully with workers to ensure that they
use the proper method.
4. Divide work and responsibility so that
management is responsible for planning work
methods using scientific principles and workers
are responsible for executing the work
accordingly.
14. An Emphasis on Organizing:
The “Classical” Era (cont’d)
Bureaucracy (Macro Approach)
Focused on the structure and functions of management in order to maximize
productivity of the overall organization.
Max Weber’s view of maturing organizations
Relies on:
Employee competences
Positional authority within a formal structure
Rules and procedures for efficient and productive structures
15. Key Characteristics of Weber’s Ideal Bureaucracy
Specialization of labor
Formal rules and procedures
Impersonality
Well-defined hierarchy
Career advancement based on merit
16. An Emphasis on Organizing:
The “Classical” Era (cont’d)
Henri Fayol (1841-1925)
Posited the four functions of management and other principles:
Unity of command
Each employee reports to only one superior.
Unity of direction
Managers and employees are guided by a single plan of action.
Scalar chain
A chain of authority extends from the top to the bottom of the organization hierarchy that
includes every employee.
17. Fayol’s 14 Principles of
Administrative Management
1. Division of work
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual
interest to the general
interest
7. Remuneration
8. Centralization
9. Scalar chain
10. Order
11. Equity
12. Stability and tenure
13. Initiative
14. Esprit de corps
Planning, Organizing, Commanding, Coordinating, Controlling
18. What are the limitations of the
Classical Approach??
19. Emphasis on Leading:
The Behavioral Approach
The behavioral approach (ca 1910) to
management is a management approach that
emphasizes increasing organizational
success by focusing on human variables
within the organization.
Environment in ca1910
•The Newtonian science that supported "the one best way" of
doing things was being strongly challenged by the "new
physics" results of Rutherford and Einstein
•In the work place there were strong pressures for shorter
hours and employee stock ownership.
•As the effects of the 1929 stock market crash and following
depression were felt, employee unions started to form
21. Hawthorne Effect:
The discovery that paying special
attention to employees motivates them
to put greater effort into their jobs.
(from the Hawthorne management studies,
performed from 1924 – 1932 at Western Electric
Company’s plant near Chicago)
22. Physical Needs
Need for Security
Need for Social Relations
Need for Self Esteem
Self-Actualization
Maslow’s Hierarchy of
Needs
23. An Emphasis on Leading:
The “Human” Era (1930-1950)
Mary Parker Follett (1868-1933)
The “mother” of the leading era
Emphasized the human (behavioral) side of management.
Authority should go to the worker whose knowledge and experience makes them best able to
serve the company.
Managers should facilitate the work of subordinates rather than control them.
Drew from sociology and psychology to help managers see people as a collection of beliefs
and emotions.
24. An Emphasis on Leading:
The “Human” Era (cont’d)
Lillian Gilbreth (1878-1972)
Focused on human resource management.
Studied ways to reduce job stress.
Advocated:
Standard work days
Child-labor laws
Protection of workers from unsafe working conditions.
25. An Emphasis on Leading:
The “Human” Era (cont’d)
Chester Bernard (1886-1961)
Focused on leadership and the informal organization:
Social groups and cliques form alongside the organization’s formal structures.
Organizations should not be managed impersonally.
Employees have a “zone of indifference”—those activities that they will not rebel against
doing.
26. The Human Relations Movement
Human Relations Movement
Focused on managerial actions that would increase employee satisfaction in
order to improve productivity.
Movement emphasized:
Managers using social skills to motivate employees.
Designing jobs that are more humane and less fatiguing.
27. Human Relations Movement
McGregor’s Theory X and Theory Y
Leaders and managers who hold Theory X assumptions
believe that employees are inherently lazy and lack
ambition.
A negative perspective on human behavior.
Leaders and managers who hold Theory Y assumptions
believe that most employees do not dislike work and want to
make useful contributions to the organization.
A positive perspective on human behavior.
28. What are the limitations of the
behavioral approach?
29. Emphasis on Planning:
The Management Science Approach
The management science approach (ca1940)
is a management approach that emphasizes
the use of the scientific method and
quantitative techniques to increase
organizational success.
Environment in ca1940
•Application of OR in solving complex problems in
warfare (WWII)
•Significant technological and tactical
breakthroughs
•Interest in manufacturing and selling after WWII
30. An Emphasis on Planning:
The “Calculating” Era (cont’d)
Management Science
Operations research
Emphasizes mathematical model building.
Operations management
Uses quantitative techniques to make decisions to produce goods and services more
efficiently:
Break-even analysis
Forecasting
Inventory modeling
Linear programming
31. The System Approach
The system approach (ca 50’s-60’s) to
management is a management approach
based on general system theory--the theory
that to understand fully the operation of an
entity, the entity must be viewed as a system.
This requires understanding the
interdependence of its parts.
Environment in ca1950’s to 60’s”
•Growing quality consciousness
•Total Quality Management
32. The Open Management System
GENERAL
ENVIRONMENT
OPERATING
ENVIRONMENT
SOCIAL
ECONOMIC
POLITICAL
LEGAL
TECHNOLOGY
NEW ENTRANTS
SUPPLIER
SUBSTITUTES
CUSTOMER
COMPETITION
PLANNING, ORGANIZING,
INFLUENCING, CONTROLLING
INPUT PROCESS OUTPUT
33. The Contingency Approach
The contingency approach (ca 70’s) to
Management is a management approach that
Emphasizes that what managers do in
practice depends on a given set of
circumstances--a situation.
Environment in ca1970’s”
•Emergence of new companies “Apple”
•Emergence of new products, “IBM PC”
34. Triangular Management
Triangular management is a management
approach that emphasizes using information
from the classical, behavioral, and manage-
ment science schools of thought to manage
the open management system.
35. Triangular Management
Model
BEHAVIORALLY BASED INFORMATION
GENERAL
ENVIRONMENT
OPERATING
ENVIRONMENT
SOCIAL
ECONOMIC
POLITICAL
LEGAL
TECHNOLOGY
NEW ENTRANTS
SUPPLIER
SUBSTITUTES
CUSTOMER
COMPETITION
PLANNING, ORGANIZING,
INFLUENCING, CONTROLLING
INPUT PROCESS OUTPUT
GENERAL
ENVIRONMENT
OPERATING
ENVIRONMENT
SOCIAL
ECONOMIC
POLITICAL
LEGAL
TECHNOLOGY
NEW ENTRANTS
SUPPLIER
SUBSTITUTES
CUSTOMER
COMPETITION
PLANNING, ORGANIZING,
INFLUENCING, CONTROLLING
INPUT PROCESS OUTPUT
36. Type Z Organization
(Theory Z by Ouchi 1981)
Theory Z (ca 80’s) suggests that involved workers
are the key to an increase in productivity and it
offers offers ways to manage (collective decision
making, slow evaluation and promotion, and
holistic concern for people) so that they can work
together more effectively.
Environment in ca1980’s
•Slow American productivity improvement
•Rise of Japanese companies
•Japanese management may offer solutions to this
problem
37. Theory Z
“Involved workers are the key to an increase in productivity.”
From “Theory Z” by William Ouchi, 1981
38. An American rowing team
challenged a Japanese team to a
10-mile race
The Japanese wins by
more than a mile.
A management consultant is
called in to help the Americans.
39. He finds that the Japanese
boat had two people
overseeing six rowers,
while the Americans had
seven managers and
one rower.
The consultant suggests a
radical reengineering program,
then calls for a rematch.
40. This time the Japanese
team defeats the Americans
by two miles.
More consultants are called in.
41. They find that the Japanese
team were now using one
manager and seven rowers,
while the U.S. team employed
six management consultants,
one senior manager
and one rower.
42. The U.S. team immediately fires the rower
and calls for another restructuring.
43. Chaordic Organization (Chaos Theory)
(Hock, Dee,1999)
Chaos theory (ca 90’s) in management
recognizes that events indeed are rarely
controlled. Blending chaos with order
Environment in ca1990’s
•Start of Internet age
•Highly competitive environment
•Emergence of communications technologies
•Emergence of new work practices (virtual teams,
network organizations)
44. Chaordic Organizations
Purpose
Principles, People, and Concept
Structure and Practice
• Clarity of purpose and
shared values
•Operate through
network of equals, not
hierarchies
From “Birth of the Chaordic Age” by Hock, D. 1999
45. An Emphasis on Controlling:
The “Values and Beliefs” Era (1970 - 1990)
Institutionalization
Occurs when practices or rules have become “valued” in and of themselves,
even though they may no longer be useful.
Why it happens:
Dysfunctional social or cultural “scripts”
Irrational social norms
Peer pressure
Simple inertia
46. An Emphasis on Controlling:
The “Values and Beliefs” Era (1970 - 1990)
The Social Construction Of Reality
What we experience as “real” has actually been socially-constructed.
Once acted upon, socially-constructed facts of life become true for ourselves
and others.
“Symbolic” management roles and leadership create “meaning” for others.
48. Environment In the New Millennium
Environment in the millenium
•Information and electronic age
•Information and knowledge is going to be readily
available to us all
•Information speed through Internet
•The future is going to be dominated by our need to
understand systems.
49. The Learning Organization Approach
The learning organization approach to
management is the management approach
based on an organization anticipating
change faster than its counterparts to have
an advantage in the market over its
competitors.
From “The Fifth Discipline” by Peter Senge, 1990
50. Managerial Approach to Learning
Organization
Managers must create an environment conducive to learning
Managers encourage the exchange or information among
organization members
Managers promote
systematic problem solving
Experimentation
learning from experiences and past history
learning from experience of others
transferring knowledge rapidly throughout the organization
From “The Fifth Discipline” by Peter Senge, 1990
51. Building a Learning Organization
System Thinking
Every organization member understands his or her own job and how
the jobs fit together to provide finals products to the customer
Shared vision
All organization members have a common view of the purpose of the
organization and a sincere commitment to accomplish the purpose
Challenging of the mental models
Organization members routinely challenge the the way business is
done and the thought processes people use to solve organizational
problems
From “The Fifth Discipline” by Peter Senge, 1990
52. Building a Learning Organization
Team learning
Organization members work together, develop solution to new
problems together, and apply the solutions together.
Working as teams rather than than individuals will help the
organization gather collective force to achieve organizational goals
Personal mastery
All organization members are committed to gaining a deep and rich
understanding of their work
Such an understanding will help organizations to reach important
challenges that confront them
From “The Fifth Discipline” by Peter Senge, 1990
53. Building a
Learning
Organization
System thinking
Personal mastery
Team Learning
Learning Organization Approach
Shared Vision
Challenging of
Mental models
(Systems Approach)
(Chaordic Organization)
(Classical/Management
science)
(Theory Z/Behavioral)
(Theory Z/Behavioral)
55. What is business management
the Asian way?
Business tend to be small scale
Time has no beginning and end
Individualism is less relevant; managerial beliefs shift
towards the autocratic end
Conformity to socially acceptable behaviors is done through
morality (e.g losing face)
Oriental managers rely less on interpersonal confrontations
Managerial decisions consider effects on othe rpeople
Control of performance is less formal
Maintaining and developing guanxi (connection and
relationship
*From World Executive Digest by Redding & Martyn, 1984
56. “Will Western Management
work in Asia?”*
“Values and attitudes affect but do not invalidate the transfer
of American management concepts… Consequently, when we
wish to transfer an effective device from one culture to
another, careful attention should be given to underlying
premises…?
“Tools of management remain the same.”**
“Economic and business philosophy are however, different.”**
Combination of general management, functional management,
and communal organization and management..**
*From World Executive Digest by William Newman, 1984
**From World Executive Digest by Sixto Roxas, 1981
Photo from www.aim.edu.ph
57. Is there a Filipino Management
Theory??
Are Western theories applicable in
Philippine setting?
58. Are Western Theories Applicable in Philippine
Setting?
“The models and ideal types taught in Western-oriented
MBA programs are based on certain assumptions, many of
which are invalid in the Philippines.
Although organizations here have most of the structures and
formal procedures of Western business, actual day-to-day
business processes and interactions necessarily proceed
within the matrix of Filipino culture and values.
Thus, the need for the Westerner to go "the extra mile" to
understand what's really going on and adapt a culturally
sensitive style of doing business.”
- Clarence Henderson,
Henderson Consulting International
59. What is Pinoy Management Theory??
“No one Management Theory or Style.”
Under the formal organization are:
“Informal organization”
“Battlefield of behavioral styles among managers and employees”
“Unknown cultural ambiance among peoples and systems”
From “Pinoy Management” by Ernesto Franco, 1986
60. Weaknesses of Pinoy Workers
Walang bilib sa sarili (No confidence in oneself)
Dikdik sa Colonial Mentality (Indoctrinated with Colonial Mentality)
Masyadong relaks (Overly relaxed)
Ningas-cogon (Not a follow-up people)
Holiday mentality
Lack of managerial and organizational effectiveness
Lack of self-reliant tenacity
From “Pinoy Management” by Ernesto Franco, 1986
61. Pinoy Management
Kailangan may No. 2 (There is a need for No.2)
Tsismis machine (Grapevine Machine)
Kailangan may Hatchet Man (There is need for a Hatchet Man)
Be an expert on timing
Lumayo sa madalas matalo (Avoid losers)
Gawin mong personal (Make it personal)
NBA Style: One-on-one
Power play. Laban (Fight)
Be situational and contingent
Umarte kang parang intelihente. Iyong laging nag-iisip
Body language ang importante (Body language is important)
Pag sinabing “No”, dapat “No” talaga
From “Pinoy Management” by Ernesto Franco, 1986
62. Pinoy Management Approaches
Management by “Kayod” (Realist Manager)
He wants quick action
He’s an autocrat
He is sigurista
He has gut feel
He knows how to use people
Management by “Libro” (Idealist Manager)
He is a thinker; technocrat; mabusisi; may sistema
Matigas and ulo
From “Pinoy Management” by Ernesto Franco, 1986
63. Pinoy Management Approaches
Management by “Lusot” (Opportunist Manager)
He is galawgaw
Walang konsensiya
Mahilig sa lusot (Loves to get by)
Mahilig sa ayusan
Ugnayan-Management (The Hybrid)
Has balance
Contingency management style
He is solid
Marunong pumili (Chooses well)
Pambihira talaga (Exceptionally gifted)
From “Pinoy Management” by Ernesto Franco, 1986