The document discusses the evolution of management thought from early contributions up until the 1970s. It covers several approaches in 3 sentences:
The early approaches included scientific management from 1900-1930 which emphasized productivity through scientific study of work, and administrative/operational management from 1916-1940 which viewed management from a higher level. Neoclassical approaches from the 1930s-1950s focused on human relations, social systems, and decision theory. Modern approaches from the 1960s onward included systems approaches which viewed the organization holistically and contingency approaches which emphasized there is no universal way to manage.
The document discusses key concepts in organizational behavior and management thought. It defines organizational behavior as the study of human behavior in organizational settings and the interface between human behavior and organizations. It discusses approaches to management such as classical, behavioral, and quantitative. Classical theorists discussed include Taylor, Fayol, and Weber. The Hawthorne studies are summarized along with fields contributing to organizational behavior like psychology and sociology. Managers' roles and functions are outlined. The document also covers topics like organizational behavior in the context of globalization and managing workforce diversity.
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.
MGT 201 Historical Foundations Of Management Sabih Kamran
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 historical development of management theories from ancient times to modern approaches. It discusses early theories like scientific management from Taylor and Fayol's administrative theory. Later developments included the quantitative approach, organizational behavior studies, systems theory, and contingency theory. Current trends addressed include globalization, ethics, diversity, entrepreneurship, e-business, knowledge management, and quality initiatives.
The document provides a historical overview of management theories beginning with ancient civilizations like Egypt and China. It then discusses Adam Smith's contributions in the 1700s and the development of management during the Industrial Revolution. Major management approaches that developed include scientific management by Taylor, Fayol's administrative theory, quantitative management, and organizational behavior studies. Systems theory views organizations as open systems, while contingency theory states there is no universal set of management principles and the approach depends on each situation.
This document provides an overview of different schools of management thought, beginning with the Classical perspective which emerged in the 19th-20th centuries. It discusses Scientific Management pioneered by Frederick Taylor which focused on operational efficiency. Henri Fayol contributed principles of administration including division of labor and unity of command. The Hawthorne Studies showed the importance of social factors in workplaces. Later, behavioral science looked at individual/group behaviors and needs hierarchies. Theories X and Y examined beliefs about employee motivation. Barnard viewed organizations as cooperative systems requiring effectiveness and efficiency to survive through communication and incentives.
Organizational behavior is the study of what people think, feel and do in organizations. It has its foundations in philosophy from the 1940s and sociological and management studies from the 1800s and early 1900s. Organizational effectiveness, the ultimate goal of OB theories, can be measured using four perspectives: the open system perspective which examines the organization's environment fit and internal effectiveness; the organizational learning perspective which focuses on knowledge management; high-performance work practices; and stakeholders. Contemporary challenges for organizations include globalization, increasing workforce diversity, and emerging flexible employment relationships. Organizational behavior research aims to apply the scientific method, draw from multiple disciplines, consider contingencies, and examine multiple levels of analysis including the individual, team
This document provides an overview of organizational behaviour. It begins with definitions of organizational behaviour from various scholars, emphasizing the study of human behavior in organizational settings. It then discusses the nature and characteristics of organizational behaviour, including that it takes a multi-disciplinary approach and aims to achieve both organizational and individual objectives. The document also outlines the history and evolution of organizational behaviour, from the industrial revolution to developments like scientific management and the human relations movement influenced by studies like the Hawthorne Experiments.
The document discusses key concepts in organizational behavior and management thought. It defines organizational behavior as the study of human behavior in organizational settings and the interface between human behavior and organizations. It discusses approaches to management such as classical, behavioral, and quantitative. Classical theorists discussed include Taylor, Fayol, and Weber. The Hawthorne studies are summarized along with fields contributing to organizational behavior like psychology and sociology. Managers' roles and functions are outlined. The document also covers topics like organizational behavior in the context of globalization and managing workforce diversity.
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.
MGT 201 Historical Foundations Of Management Sabih Kamran
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 historical development of management theories from ancient times to modern approaches. It discusses early theories like scientific management from Taylor and Fayol's administrative theory. Later developments included the quantitative approach, organizational behavior studies, systems theory, and contingency theory. Current trends addressed include globalization, ethics, diversity, entrepreneurship, e-business, knowledge management, and quality initiatives.
The document provides a historical overview of management theories beginning with ancient civilizations like Egypt and China. It then discusses Adam Smith's contributions in the 1700s and the development of management during the Industrial Revolution. Major management approaches that developed include scientific management by Taylor, Fayol's administrative theory, quantitative management, and organizational behavior studies. Systems theory views organizations as open systems, while contingency theory states there is no universal set of management principles and the approach depends on each situation.
This document provides an overview of different schools of management thought, beginning with the Classical perspective which emerged in the 19th-20th centuries. It discusses Scientific Management pioneered by Frederick Taylor which focused on operational efficiency. Henri Fayol contributed principles of administration including division of labor and unity of command. The Hawthorne Studies showed the importance of social factors in workplaces. Later, behavioral science looked at individual/group behaviors and needs hierarchies. Theories X and Y examined beliefs about employee motivation. Barnard viewed organizations as cooperative systems requiring effectiveness and efficiency to survive through communication and incentives.
Organizational behavior is the study of what people think, feel and do in organizations. It has its foundations in philosophy from the 1940s and sociological and management studies from the 1800s and early 1900s. Organizational effectiveness, the ultimate goal of OB theories, can be measured using four perspectives: the open system perspective which examines the organization's environment fit and internal effectiveness; the organizational learning perspective which focuses on knowledge management; high-performance work practices; and stakeholders. Contemporary challenges for organizations include globalization, increasing workforce diversity, and emerging flexible employment relationships. Organizational behavior research aims to apply the scientific method, draw from multiple disciplines, consider contingencies, and examine multiple levels of analysis including the individual, team
This document provides an overview of organizational behaviour. It begins with definitions of organizational behaviour from various scholars, emphasizing the study of human behavior in organizational settings. It then discusses the nature and characteristics of organizational behaviour, including that it takes a multi-disciplinary approach and aims to achieve both organizational and individual objectives. The document also outlines the history and evolution of organizational behaviour, from the industrial revolution to developments like scientific management and the human relations movement influenced by studies like the Hawthorne Experiments.
This document summarizes the major schools of management thought including classical, behavioral, and modern. The classical school focused on scientific management, bureaucracy, and administrative principles. Scientific management aimed to maximize efficiency through matching tasks to workers. Bureaucracy structured organizations hierarchically. Administrative management identified general management principles. The behavioral school emphasized the human element and how relationships impact productivity. The modern school integrates multiple theories and recognizes there is no universal approach, favoring contingency based on situational factors. Systems and contingency theories view organizations holistically and advocate different structures depending on the environment.
MGT 201 Helpful Slides For Management Students Of Different Universities In Karachi And All Over Pakistan And World Historical Foundation Of Management
Management thought developed from practical experience and was later influenced by other fields of study. Early theories included pre-scientific approaches, classical theories from Taylor, Fayol and Weber, and behavioral theories focusing on human and social factors. Modern theories view organizations dynamically and respond to environmental changes. They include quantitative analysis, systems thinking, contingency approaches accounting for different situations, and operational theories examining organizational processes.
Early Contribution, Scientific Management, Administrative Theory, Bureaucracy Theory, Human Relation Management, Social System Approach, Decision Theory Approach.
The document traces the evolution of organization theory from the late 19th century to present. Early theories focused on efficiency and treated organizations as closed systems. Contributors included Taylor's scientific management and Weber's bureaucracy. Later, human relations and behavioral approaches emphasized social aspects and informal relations. Contemporary approaches view organizations as open systems contingent on factors like technology, size, and environment. Theories are classified along two dimensions: rational/social and closed/open system perspectives. Current organization theory integrates multiple influences on organizational design and effectiveness.
The document discusses the historical evolution of management approaches from classical to contemporary perspectives. It begins with classical approaches including scientific, administrative, and bureaucratic management. Next, it covers behavioral management theories like human relations and human resources. Finally, it discusses contemporary viewpoints including systems theory, contingency theory, quantitative approaches, and total quality management. The systems approach views organizations as systems of interrelated parts, while contingency theory stresses there is no single best way to manage and the approach must fit the situation.
By the end of the class, students will have gained an understanding of the evolution of management theories from scientific management to modern approaches. The document examines the major historical schools of thought in management theory including classical, human relations, systems, and behavioral approaches. It emphasizes that management ideas have changed over time in response to organizational needs and contexts, and that current approaches may need to evolve further to address 21st century challenges.
The document outlines the key theories and approaches in the development of management, including:
- Scientific management pioneered by Taylor focused on efficiency and incentives.
- General administrative theorists like Fayol and Weber developed principles of bureaucracy and management.
- Quantitative, systems, and contingency approaches analyzed organizations scientifically.
- Current issues include globalization, ethics, diversity, e-business, and knowledge/quality management.
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.
This document provides an overview of different theories of organization, including classical, neo-classical, modern, and contingency theories. Classical theories focused on structure and universal principles, viewing the organization like a machine. Neo-classical theories emphasized the importance of individuals and informal social systems within organizations. Modern system theories view organizations as goal-oriented systems transforming inputs to outputs through interconnected subsystems. Contingency theory posits that the most effective organizational design depends on external environmental factors and situations.
This document provides an introduction to organizational behavior, including its definition, importance, scope, and fundamental concepts. It discusses different models of organizational behavior such as autocratic, custodial, supportive, and collegial. It also summarizes key findings from seminal experiments in organizational behavior research, including the Hawthorne Experiments, which demonstrated the importance of social and psychological factors in work environments. The document outlines the evolution and major contributing disciplines to the field of organizational behavior.
This document summarizes humanistic theories of organizations, including human relations theory based on the Hawthorne Studies and the work of Chester Barnard and Douglas McGregor. It also discusses human resources theory, including Likert's four systems of management and Blake and Mouton's managerial grid model, which aim to integrate concern for both production and workers.
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.
This document discusses the principles and evolution of human resource management (HRM). It outlines 10 principles of HRM including individual development, scientific selection, and fair remuneration. It also lists examples of HR policies in areas such as hiring, compensation, and training. Additionally, it describes the evolution of HRM from early trade union and scientific management eras to more modern approaches like the behavioral science, systems, and contingency eras which emphasize social and psychological factors.
This document summarizes key concepts from an introduction to organizational behavior course. It defines organizational behavior as the study of human behavior in organizational settings and how it interfaces with the organization. It discusses different models of OB and the major contributing disciplines. It also summarizes several seminal studies including the Hawthorne experiments which highlighted the importance of social and psychological factors in organizations.
This document discusses the evolution of management theories from the 18th century to present day. It covers early concepts like Adam Smith's division of labor and scientific management. Later theories emphasized human relations like Hawthorne Studies. Administrative and bureaucratic structures were proposed. Current approaches include systems thinking, contingency management and virtual organizations. The environment and flexibility are now key considerations in management.
Introduction to Organisational BehaviourISAAC Jayant
Organisational behavior is a field of study that investigates the impact that Individuals, Groups and Structure have on behavior within organization for the purpose of applying such knowledge towards improving an organisations effectiveness. (Stephen. P. Robbins).
This document provides an overview of key management concepts and theories including: Taylor's scientific management theory, Fayol's principles of management, Mayo's Hawthorne experiments, Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, Herzberg's two-factor theory, systems approach to management, leadership styles, and the social responsibilities of management. It defines management, discusses its nature and importance, and outlines common management functions proposed by various theorists.
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 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.
This document summarizes the major schools of management thought including classical, behavioral, and modern. The classical school focused on scientific management, bureaucracy, and administrative principles. Scientific management aimed to maximize efficiency through matching tasks to workers. Bureaucracy structured organizations hierarchically. Administrative management identified general management principles. The behavioral school emphasized the human element and how relationships impact productivity. The modern school integrates multiple theories and recognizes there is no universal approach, favoring contingency based on situational factors. Systems and contingency theories view organizations holistically and advocate different structures depending on the environment.
MGT 201 Helpful Slides For Management Students Of Different Universities In Karachi And All Over Pakistan And World Historical Foundation Of Management
Management thought developed from practical experience and was later influenced by other fields of study. Early theories included pre-scientific approaches, classical theories from Taylor, Fayol and Weber, and behavioral theories focusing on human and social factors. Modern theories view organizations dynamically and respond to environmental changes. They include quantitative analysis, systems thinking, contingency approaches accounting for different situations, and operational theories examining organizational processes.
Early Contribution, Scientific Management, Administrative Theory, Bureaucracy Theory, Human Relation Management, Social System Approach, Decision Theory Approach.
The document traces the evolution of organization theory from the late 19th century to present. Early theories focused on efficiency and treated organizations as closed systems. Contributors included Taylor's scientific management and Weber's bureaucracy. Later, human relations and behavioral approaches emphasized social aspects and informal relations. Contemporary approaches view organizations as open systems contingent on factors like technology, size, and environment. Theories are classified along two dimensions: rational/social and closed/open system perspectives. Current organization theory integrates multiple influences on organizational design and effectiveness.
The document discusses the historical evolution of management approaches from classical to contemporary perspectives. It begins with classical approaches including scientific, administrative, and bureaucratic management. Next, it covers behavioral management theories like human relations and human resources. Finally, it discusses contemporary viewpoints including systems theory, contingency theory, quantitative approaches, and total quality management. The systems approach views organizations as systems of interrelated parts, while contingency theory stresses there is no single best way to manage and the approach must fit the situation.
By the end of the class, students will have gained an understanding of the evolution of management theories from scientific management to modern approaches. The document examines the major historical schools of thought in management theory including classical, human relations, systems, and behavioral approaches. It emphasizes that management ideas have changed over time in response to organizational needs and contexts, and that current approaches may need to evolve further to address 21st century challenges.
The document outlines the key theories and approaches in the development of management, including:
- Scientific management pioneered by Taylor focused on efficiency and incentives.
- General administrative theorists like Fayol and Weber developed principles of bureaucracy and management.
- Quantitative, systems, and contingency approaches analyzed organizations scientifically.
- Current issues include globalization, ethics, diversity, e-business, and knowledge/quality management.
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.
This document provides an overview of different theories of organization, including classical, neo-classical, modern, and contingency theories. Classical theories focused on structure and universal principles, viewing the organization like a machine. Neo-classical theories emphasized the importance of individuals and informal social systems within organizations. Modern system theories view organizations as goal-oriented systems transforming inputs to outputs through interconnected subsystems. Contingency theory posits that the most effective organizational design depends on external environmental factors and situations.
This document provides an introduction to organizational behavior, including its definition, importance, scope, and fundamental concepts. It discusses different models of organizational behavior such as autocratic, custodial, supportive, and collegial. It also summarizes key findings from seminal experiments in organizational behavior research, including the Hawthorne Experiments, which demonstrated the importance of social and psychological factors in work environments. The document outlines the evolution and major contributing disciplines to the field of organizational behavior.
This document summarizes humanistic theories of organizations, including human relations theory based on the Hawthorne Studies and the work of Chester Barnard and Douglas McGregor. It also discusses human resources theory, including Likert's four systems of management and Blake and Mouton's managerial grid model, which aim to integrate concern for both production and workers.
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.
This document discusses the principles and evolution of human resource management (HRM). It outlines 10 principles of HRM including individual development, scientific selection, and fair remuneration. It also lists examples of HR policies in areas such as hiring, compensation, and training. Additionally, it describes the evolution of HRM from early trade union and scientific management eras to more modern approaches like the behavioral science, systems, and contingency eras which emphasize social and psychological factors.
This document summarizes key concepts from an introduction to organizational behavior course. It defines organizational behavior as the study of human behavior in organizational settings and how it interfaces with the organization. It discusses different models of OB and the major contributing disciplines. It also summarizes several seminal studies including the Hawthorne experiments which highlighted the importance of social and psychological factors in organizations.
This document discusses the evolution of management theories from the 18th century to present day. It covers early concepts like Adam Smith's division of labor and scientific management. Later theories emphasized human relations like Hawthorne Studies. Administrative and bureaucratic structures were proposed. Current approaches include systems thinking, contingency management and virtual organizations. The environment and flexibility are now key considerations in management.
Introduction to Organisational BehaviourISAAC Jayant
Organisational behavior is a field of study that investigates the impact that Individuals, Groups and Structure have on behavior within organization for the purpose of applying such knowledge towards improving an organisations effectiveness. (Stephen. P. Robbins).
This document provides an overview of key management concepts and theories including: Taylor's scientific management theory, Fayol's principles of management, Mayo's Hawthorne experiments, Maslow's hierarchy of needs, McGregor's Theory X and Theory Y, Herzberg's two-factor theory, systems approach to management, leadership styles, and the social responsibilities of management. It defines management, discusses its nature and importance, and outlines common management functions proposed by various theorists.
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 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.
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1. Evolution of management
thoughts: early
contributions
Management thought Period
Early contributions Upto 19th century
Scientific management 1900-1930
Administrative/operation
al management
1916-1940
Human relations
approach
1930-1950
Social systems approach 1940-1950
Decision theory approach 1945-1965
Management science
approach
1950-1960
Human behaviour
approach
1950-1970
Systems approach 1960s onwards
Contingency approach 1970s onwards
The increasingly severe
competition has come form
such factors
Increasing size of business
organisations
High degree of division of labour
and specialisation
Technological innovations
Pressure of various conflicting
interest groups to meet their
demands from the organisation
etc.
.
2. • Classical approach (scientific management and administrative/operational
management
• Neoclassical approach (human relations approach, social systems approach, decision
theory approach)
• Modern approach (system approach, contingency approach)
3. Scientific Management
• Scientific Management: emphasized the scientific
study of work methods to improve the productivity of
individual workers.
• Scientific Management is concerned with
knowing exactly what you want to do and then
see in that they do it in the best & cheapest way.
.
4. • Defined by Frederick Winslow Taylor in
USA in the beginning of the 20th century
to replace informal rule of thumb
knowledge.
• Father of scientific management
• Joined Midvale Steel Company in USA as a
worker and later become an supervisor
then joined Bethlehem Steel Company.
• Published Book, ‘ Scientific Management’.
.
5. Elements and Tools of Scientific
Management
1. Separation of planning and doing (gang boss)
2. Functional foremanship(8 persons, 4 person –planning
incharge (route clerk, instruction card clerk, time and cost
clerk, disciplinarian), 4 persons- doing aspect of the work
(production incharge)(speed boss, inspector, maintenance
foreman, gang boss) (against the unit of command)
3. Job analysis (Time study, Motion study, fatigue study)
4. Standardization (instruments and tools, period of work,
amount of work).
5. Scientific selection & training of workers (education
experience etc)
6. Financial incentives (concept of differential piece rate system,
individual performance (knowledge) and not on the position)
7. Economy (eliminating the wastages)
8. Mental revolution (mutual cooperation between management
and workers)
.
6. Principles of Scientific Management
1. Replacing the rule of thumb
with science (organised
knowledge should be applied)
2. Harmony in group action
(mutual give and take situation)
3. Co-operation (mutual
confidence, cooperation,
goodwill)
4. Maximum output (larger size of
the cake)
5. Development of workers
(training)
Followers of scientific
management
• Carl George Berth, Henry
Gantt, Frank and Lillian
Gilbreth
Critical Analysis of Scientific
Management
• Father of industrial
engineering rather than the
father of scientific
management
• Mehanisation and
automation
• Problems at operating levels
• Opposed by trade unions
.
7. Fayol’s Administrative Management
•Real father of modern operational management theory is the
French industrialist Henry Fayol.
•Administration Industrielle at Generale-French language, in
1916, English version was published in 1949 in USA
•From top management point of view.
•The study of how to create an organizational structure that
leads to high efficiency and effectiveness.
•Developed 14 principles of management (flexible in
nature) that applied to all organizational situations
.
8. Fayol found that activities of an
industrial organization could be
divided into six groups:
1. Technical (relating to
production)
2. Commercial (buying, selling)
3. Financial (capital, use of
resources)
4. Security (protection of property
and person)
5. Accounting (statistics),and
6. Managerial (planning,
organizing, command,
coordination and control)
Fayol has divided his approach
(managerial activity) of studying
management into three parts:
Managerial qualities and
training
General principles of
management
Elements of management
.
9. Managerial Qualities and
training
1. Physical (health)
2. Mental (ability to
understand and learn)
3. Moral (energy, loyalty)
4. Educational
5. Technical
6. Experience
Elements of Management
(functions of
management)
1. Planning
2. Organisation
3. Commanding
4. Coordination
5. Controlling
.
10. Henry Fayol’s 14 Principles of Management (truth, cause-effect
relationship, flexible)
1. Division of Work
2. Authority and responsibility(official and personal authority, responsibility-assignment of
activity)
3. Discipline (self imposed discipline and command discipline)
4. Unity of command (instructions from only one superior, reporting relationship)
5. Unity of direction (activities with same objective must have one head and one plan,
functioning of organisation)
6. Subordination of individual interest
7. Remuneration (satisfaction)
8. Centralization
9. Scalar chain (gang plank)
10. Order (place for everything and everything should be in its place)
11. Equity (justice and kindness)
12. Stability of tenure (security of jobs)
13. Initiative (thinking out and execution of plan)
14. Esprit de corps (union is strength)
.
11. Similarity (Taylor Vs Fayol)
– Solve managerial
problems in a systematic
way
– Sound principles
– Managerial quality are
acquirable
– Harmonious relationship
– Management actions can
be effective if these are
based on sound principles
Taylor Vs Fayol (Dissimilarity
GLA
Basis Taylor Fayol
Perspective Shop-floor level Higher management
level
Focus Efficiency through
work simplification &
standardization
Overall efficiency
Orientation Production &
engineering
Managerial functions
Results Scientific observation
& management
Personal experiences
translated into
universal truths
Overall contributions Basis for
accomplishment on
the production line
Systematic theory of
management
.
12. Bureaucracy
Bureaucracy
•Bureaucracy is an administrative
system designed to accomplish large
scale administrative tasks by
systematically coordinating the work
of many individuals.
•Max Weber
GLA
Features of Bureaucracy
1. Administrative class (paid,
tenure, rules & regulations)
2. Hierarchy
3. Division of work-
Specialisation
4. Official rules
5. Impersonal relationships
6. Official record
7. Trained personnel
.
13. .
Problems in Bureaucracy??
1. Invalidity of Bureaucratic assumptions
2. Goal Displacement
3. Unintended consequences
4. Inhuman Organisation
5. Closed system perspectives
14. Hawthorne Experiments and Human Relations
• Human relations approach of management
• For the first time, an intensive and systematic analysis of human
factor in organisation was made in the form of Hawthorne
experiments.
• The Hawthorne plant of the General Electric company, Chicago,
was manufacturing telephone system bell. It employed about
30,000 employees at the time of experiments.
• With pension and sickness and other benefits but here was
dissatisfaction
• In 1924, assistance from the National Academy of Sciences, Elton
Mayo (psychologist), Whitehead and Roethlisberger (socialist), and
company representative William Dickson.
• To study the relationship between productivity and physical
working conditions
.
15. 4-Phases of Hawthorne
experiments
1. Experiment to determine the effects of changes in
illumination on productivity, illumination experiment,
1924-27 (two separate groups, physical factor affects
productivity)
2. Experiment to determine the effects of changes in hours
and other working conditions on productivity, relay
assembly test room experiment, 1927-28 (two girls choose
four girls as co-workers, duration 4 to 12 weeks, output
depends on speed and continuity, changes were consulted
and express their views (incentive system, rest intervals,
rest period frequency was increased, coffee or soup with
sandwich, changes in working hours), revert back to
original position, (feeling of stability, girl’s attitude change,
sense of belongingness)
.
16. 3. Conducting plant wide interviews to determine worker
attitudes and sentiments, mass interviewing programme,
1928-30 (about 20, 000 interviews to determine employees
attitude towards company, supervision, plans etc, workers
behaviour influenced by group behaviour)
Determination and analysis of social organization at work,
bank wiring observation room experiments, 1931-32.( 14
male workers,-9 wiremen, 3 soldermen, and two inspectors,
(hourly wage rate-average output of each worker, bonus-
average group output), produce target lower than company’s
target- fear of unemployment, fear of raising standards,
protection of slower workers, satisfaction on the part of
management
.
18. Chester Barnard and Social
System Approach
• This approach of management has extended the
implications of human relations approach.
• Introduced by Vifredo Pareto, later developed
Chester Barnard
• According to this approach “an organization is
essentially a cultural system composed of people
who work in cooperation, for achieving
organizational goals, a cooperative system can be
developed by understanding the behavior of
.
19. Contributions of Barnard
1. Concept of Organization
• There are persons able to communicate with each other
• They are willing to contribute to the action
• They attempt to accomplish a common purpose
2. Formal & Informal Organization
3. Elements of Organization
– Departmentalization
– Effective & efficient incentives
– System of power
– System of logical decision making
4. Authority
– Acceptance theory of authority or bottom up authority
5. Functions of the executive
– Maintenance of organizational communication
through a system of organization
– Securing of essential services
– Formulation and definition of organizational
purpose
6. Motivation
• Nonfinancial techniques for motivating people
• Pleasant organization, participation
7. Executive effectiveness
• Requires a high order of responsible leadership
• Executive leadership demands high calibre,
technological competence, and technical and
social skills
8. Organizational equilibrium
• Matching of individual efforts and organizational
efforts to satisfy individuals
.
20. Decision theory approach
Major contributor- Herbert Simon
Decision- the selection of a suitable course of action out of
the given alternatives.
The major emphasis of this approach is that decision
making is the job of every manager.
The manager is the decision maker & organization is
decision-making unit
The basic problem in managing is to take rational decision
Quality of decision affects the organisational effectiveness
Management is essentially decision making
Organization can be treated as a combination of various
decision making centers
.
21. Contributions of Herbert Simon (Nobel prizewinner in Economics)
• Concept of organization
Simon has described an organisation as a complex network of
decisional processes
• Decision making
Intelligent activity, Design activity , Choice activity
• Bounded rationality
Simon is of view that man is not completely rational
• Administrative man
Simon has given the concept of administrative man as the model
of decision-making.
• Organizational communication
Three stage : initiation, transmittal, and receipt of information
.
22. Contributions of Peter Drucker
• Nature of Management (creative and innovative characteristics)
• Management Functions (specific purpose, work productive and social impacts)
• Organisation Structure (enterprise should be organised for performance, least
possible number of managerial levels, training and testing of tomorrow’s top
manager: activity analysis, decision analysis, and relation analysis
• Federalism (centralised control in decentralised structure)
• Management by Objectives (1954, method of planning, setting standards,
performance appraisal, and motivation
• Organizational Changes (rapid changes in the society because of rapid technological
development)
.