This slide presentation will help students understand how management evolved and the significant approaches to make organizations more productive, effective, and efficient.

1. The Evolution of Management Thinking Fundamentals of Management

2. Overview Careful study of the historical patterns of management helps us to understand the circumstances of change and the implication of change. At the same time, we are in a better position by analyzing the past approaches to management to improve and create new perspectives that will advance the management of organizations.

3. Objectives At the end of the lesson, students should be able to: identify and explain the major developments in the history of management thought. Understand how the historical forces influence the practice of management. Describe the major components of the various management perspectives.

4. What is meant by the classical perspective of management The classical perspective of management is divided into three sub fields, each with a different focus: Scientific management Bureaucratic organizations Administrative principles

5. Scientific management The theory of scientific management developed by Frederick Taylor . The perspective of management focused on two important aspects : Improving labour productivity through scientific changes. Adopting management practices that are based on fact and not guesswork Frederick Taylor (1856-1915)

6. Scientific management Taylor was able to set standards, increased productivity, and used incentives as rewards. Other important contributions to the theory of scientific management: Henri Gantt, who developed the Gantt chart to measure planned and completed work; Frank and Lillian Gilbreath who pioneered time and motion studies – indentifying and measuring a worker’s physical movements when performing a task and analyzing the results.

7. Scientific management Features of scientific management: develops standards for a job, selects workers with appropriate abilities, trains workers, and provides wage incentives Current uses: Assist human resource personnel in analyzing job tasks to achieve maximum productivity in the workplace. The use of money as an incentive to boost productivity. Highlights the importance of employee selection and training to increase productivity.

10. Bureaucratic organizations Summary Weber’s organization of bureaucracy : division of labour, hierarchy, rules and procedures, written decisions, promotion based on qualifications, and separation of management and ownership. Weber believed that an organization exhibiting these features would be more efficient and adaptable to change, for him, such systems would maintain continuity. Bureaucratic features are dominant in the operations of many government today.

12. Planning

13. Organizing

14. Commanding (leading)

15. Coordinating

16. ControllingHenri Fayol (1856-1915

17. Administrative management Fayol contended that for managers to be successful they need to apply certain principles to their management functions. He proposed 14 principles of management.

18. Administrative management Principles of management: Division of labour– by dividing work into smaller elements and assigning specific elements to workers, the work can be performed more efficiently and more productively. Authority and responsibility – Managers must have authority to give orders so that work can be accomplished. Discipline – disciple was needed to ensure smooth operation of the business and respect for the rules.

19. Administrative management Unity of Command – each employee should receive orders from only one manager. Subordination of individual interests to the common good - the goals of the organization should take precedence over the interests of individual employees. Unity of direction – Similar activities in an organization should be grouped together under one manager. Remuneration of personnel – financial compensation should be fair both to the individual employee and the organization.

20. Administrative management Centralization – power and authority should be concentrated at the upper levels of management. With managers maintaining final responsibility. Scalar chain – A single, uninterrupted chain of authority should extend from the top level to the lowest level of the organization Order – materials should be in the right place at the right time, and workers should be assigned job best suited for them.

21. Administrative management Equity – managers should display friendliness and fairness to all. Stability of personnel tenure – high rates of employee turnover are inefficient and should be avoided. Initiative – employees should be given the freedom to take initiative in carrying out their work. Esprit de corps – team spirit and harmony should be promoted among all workers to create a sense of organizational unity.

22. Behavioural perspective The behavioural perspective arose during the early decades of the 20th century when the industrialized countries were experiencing many social and cultural changes. This perspective of management can be divided into two sub-fields: Human relations perspective Human resources perspective

23. Human relations perspective Hawthorne Studies began in 1924 ( lead researcher, Elton Mayo) Findings: Productivity increases as a result of human behaviour phenomenon and not a cause of any physical event. The experiments revealed that when workers in groups perceived that special attention was paid to them, productivity increased. Factors not specific to management may directly influence productivity and job satisfaction. Elton Mayo

24. Behavioural perspective Human resource perspective – jobs should be designated to meet higher-level needs by allowing workers to use their full potential. Douglas McGregor – developed Theory X and Theory Y, a theory of two contrasting views of how managers view their subordinates.

25. Behavioural perspective Chester Bernard focused on top-level management, the executives. He felt that executives must established and maintain communication systems among employees . He also regarded organizations and social systems that required employee cooperation and continuous communications. Executives were responsible formulating objectives and purpose of the organization, as well as motivating employees. Chester Bernard

26. Quantitative perspective Quantitative perspective (management science approach) is characterized by the use of mathematics, statistics, and other quantitative techniques for management decisions-making and problem solving

27. Quantitative perspective 4 basic features of the quantitative approach: Decision-making focus - the focus of the quantitative approach is on problems situations that require some direct action on the part of management. Measurable criteria – to make a rational selection, the alternatives must be compared on the basis of some measurable criterion e.g. objective, cost, return on investment, or output rate

28. Quantitative perspective Quantitative model – Quantitative modes such as equationsand formulas are used to examine relationships. Computers – using computers in problem-solving for extreme complex quantitative formulations.

30. Information

31. Human resources

32. Financial resources

33. Employee satisfaction

34. Products/ services

35. Profit / lossesThe transformation system feedback Environment

36. Contingency view Perspective of management proposing that the best managerial approach is contingent on key variables in a given situation. This view tells us that what works in one setting might not work in another. Management job is to search for important contingencies by identifying patterns and characteristics of the organization that can fit solution to those characteristics.