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1. lect 1

  1. 1. History and Evolution Of Management Thought
  2. 2. Objectives of The ChapterTo Understand Early Approaches to management Classical Approach Behavioral Approach Quantitative Approach Modern Approaches to management Emerging approaches in management thought.
  3. 3. IntroductionBoth theory and history are indispensabletools for managing contemporaryorganizations.A theory is a conceptual framework fororganizing knowledge that provides ablueprint for various courses of action.
  4. 4. Early Approaches to ManagementName Period ContributionRobert Owen 1771-1858 Proposed legislative reforms to improve working conditions of laborCharles 1792-1871 Advocated the concept or ‘division ofBabbage labor’Andrew Ure 1778-1857 Advocated the study of managementCharles Dupin 1784-1873Henry 1844-1924 Emphasized the need to considerR.Towne management as separated field of study and the importance of business skills for running a business.
  5. 5. MAJOR CLASSIFICATION OF MANAGEMENT APPROACHESCLASSICAL SCIENTIFIC BUREAUCRATIC ADMINISTRATIAPPROACH MANAGEMENT MANAGEMENT VE MANAGEMENTBEHAVIORAL HAWTHORNE MASLOW’S THEORY X ANDAPPROACH STUDIES NEED THEORY Y HIERARCHYQUANTITATIVE MANAGEMENT OPERATIONS MANAGEMENTAPPROACH SCIENCE MANAGEMENT INFORMATION SYSTEMMODERN THE SYSTEMS CONTINGENCY EMERGINGAPPROACH THEORY THEORY APPROACHES
  6. 6. Classical ApproachForms the foundation for the field ofmanagementThe schools for managementthoughts are: Scientific Management Administrative Theory Bureaucratic Management
  7. 7. CLASSICAL APPROACH1. SCIENTIFIC MANAGEMENT-F.W. TAYLOR• Piece rate incentive system• Time and motion study• Gantt scheduling chart-Henry Laurence Gantt2. ADMINISTRATIVE THEORY- HENRY FAYOL• Technical• Commercial• Financial• Security• Accounting• managerial
  8. 8. CLASSICAL APPROACH3. BUREAUCRATIC MANAGEMENT- MAX WEBER• Work specialization and division of labor• Abstract rules and regulations• Impersonality of managers• Hierarchy of organization structure
  9. 9. Scientific ManagementEarly 1900s It is defined as “that kind of management which conducts a business or affairs by standards established, by facts or truths gained through systematic observation, experiment, or reasoning.” Major contributors: Frederick Winslow Taylor Frank and Lillian Gillbreth Henry L.Gantt
  10. 10. Frederick Winslow Taylor“Father of scientificmanagement”(1878)Two major managerial practices:Piece-rate incentive systemTime-and-motion study
  11. 11. Frank and Lillian Gillbreth 1868-1924 Motion study involves finding out the best sequence and minimum number of motions needed to complete a task. Explore new ways for eliminating unnecessary motions and reducing work fatigue.
  12. 12. HENRY L.GANTT(1861-1919) Well known for Task – and - bonus system -The Gantt chart If the worker completed the work fast, i.e., in less than the standard time, he received a bonus. It is a Simple chart that compares actual and planned performances.
  13. 13. Limitations of Scientific ManagementDo not focus on the management ofan organization from a manager’spoint of view. people were “rational” and weremotivated primarily by the desire formaterial gain.It also ignored the human desire forjob satisfaction.
  14. 14. Administrative Theory:It focused on principles that could beused by managers to coordinate theinternal activities of organizations.Henri Fayol (1841-1925)
  15. 15. Henri Fayol (1841-1925)Fourteen principles: Division of work Remuneration Authority and responsibility Centralization: Discipline Scalar chain Unity of command Order Equity Unity of direction Stability Subordination of the Initiative individual interest to the general interest Espirit de corps (team spirit)
  16. 16. Bureaucratic ManagementWeber (1864-1920)Characteristics of Weber’s ideal Bureaucracy: Work specification and division of labor Abstract rules and regulations: Impersonality of managers: Hierarchy of organization structure:
  17. 17. Limitations of BureaucraticManagement and Administrative Theory Not universally applicable to today’s complex organizations. Fayol’s principles like that of specialization were frequently in conflict with the principle of unity of command. Principle characteristic of bureaucracy changes in the global environment. Classical theorists ignored the problems of leadership, motivation, power or information relations.
  18. 18. Behavioral ApproachThe behavioral approach tomanagement emphasized individualattitudes and behaviors and groupprocesses, and recognized thesignificance of behavioral process inthe workplace.
  19. 19. HAWTHORNE STUDIES• Illumination studies• Relay assembly room study• Bank wiring room study
  20. 20. Contributions of Behavioral Thinkers to Management ThoughtName Period ContributionMary Parker 1868- Advocated the concept of ‘powerFollet 1933 sharing’ and integrationElton Mayo 1868- foundation for the Human Relations 1933 Movement;Abraham 1908 – motivated by a hierarchy of needsMaslow 1970Douglas 1906- Theory X and Theory YMcGregor 1964 personalitiesChris Argyris - Classified organizations based on the employees’ set of values
  21. 21. Mary Parker Follet (1868-1933) Power, according to Follet, was the ability to influence and bring about a change. Concept of integration, which involves finding a solution acceptable to all group members
  22. 22. Elton Mayo (1868-1933)Pre-judgment FindingsJob performance The group is the key factorsdepends on the in job performanceindividual workerFatigue is the main Perceived meaning andfactor affecting importance of the workoutput. determining output.Management sets Workplace culture sets itsproduction standards own production standards.
  23. 23. Abraham MaslowHis theory rested on these assumptions. Physiological needs; Safety or security needs Belongingness or social needs; Esteem or status needs Self actualization or self-fulfillment needs.
  24. 24. Maslow’s Need Hierarchy Self actualization needs Esteem needs Social needs Safety needs Physiological needs
  25. 25. Douglas McgregorTheory X Theory YMost People dislike Work is a natural activitywork like play.Most People must be People are capable of selfcoerced and threatened direction and self controlbefore they work.Most people prefer to People become committedbe directed. They avoid to organizationalresponsibility and have objectives if they arelittle ambition. rewarded in doing so.
  26. 26. Chris Argyris Maturity – immaturity theory• People progress from a stage of immaturity and dependence to a state of maturity and independence.• Model I and Model II organization analysis.1. Model I organization are manipulative2. Model II organization are open to learning
  27. 27. Quantitative ApproachIt includes the application of statistics, optimization models,information models and computer simulations. Morespecifically, this approach focuses on achieving organizationaleffectiveness.Three main branches: Management Science Operations Management and Management Information Systems.
  28. 28. Management ScienceIt stresses the use of mathematicalmodels and statistical methods fordecision-making.Another name is the OperationsResearch.
  29. 29. Operations ManagementIt deals with the effectivemanagement of the productionprocess and the timely delivery of anorganization’s products andservices.
  30. 30. Management Information SystemsManagement information systemsfocuses on designing andimplementing computer-basedinformation systems for businessorganizations.
  31. 31. Modern Approaches to ManagementSystems TheoryContingency Theory
  32. 32. Systems Theory Inputs Transformation process OutputsResources Managerial and Technological Goods Labor Services Abilities Materials Profits and Planning Capital losses Organizing Machinery Employee Staffing Information satisfaction Leading Controlling Technology Feedback
  33. 33. Contingency Theory Systems Viewpoint Contingency How the parts fits Viewpoint together •Individual Managers’ •Group use of other Traditional view points to •Organization viewpoint solve •environment What managers problems do Behavioral Viewpoint •Plan •ExternalHow managers influence •Organize environment others •Lead •Technology •Interpersonal Roles • Control •Informational Roles •Individuals •Decisional Roles
  34. 34. Emerging Approaches In Management ThoughtWilliam Ouchi, outlined new theory calledTheory Z.It is the blend of positive aspects of bothAmerican and Japanese managementstyles.Quality Management is a managementapproach that directs the efforts ofmanagement towards bringing aboutcontinuous improvement in product andservice quality to achieve higher levels ofcustomer satisfaction and build customerloyalty.
  35. 35. Now you are familiar with• Different classification of management approaches• A few theorists and theories• Early Approaches to Management• Classical Approach• Behavioral Approach• Quantitative Approach• Modern Approaches to management• Emerging approaches in management thought.
  36. 36. Thank you!!!

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