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Introduction:
Modern managers use many of the practices, principal, and techniques developed
from earlier concepts and experience.
In 1975, Raymond E. Miles wrote Theories of Management: Implications
for organizational behavior and development. In it, he evaluated management
includes classical, human relations, and human resources management.
__The development of management thought has been evaluated in nature under the
following four parts:
1. Pre-Scientific Management Era (before 1880)
2. Classical management Era (1880-1930)
3. Neo-classical Management Era (1930-1950)
4. Modern Management era(1950-on word)
Bureaucracy Management:
Max Weber known as father of modern Sociology analyzed bureaucracy as the
most logical & structure for large organization.
Features of Bureaucracy
Rational authority:
This is based on law, procedures, rules, and so on.
Positional authority:
Positional authority of superior over a subordinate stems from legal authority.
Charismatic authority:
Charismatic authority stems from the personal qualities of an individual.
Principal of Bureaucracy
Scientific Management
Administrative Management
Behavioral or human relations management emerged in the 1920s and dealt with
the human aspects of organizations. It has been referred to as the neo-classical
school because it was initially a reaction to the shortcoming of the classical
approaches to management. The human relations movement began with the
Hawthorne studies.
The Hawthorne studies are significant because they demonstrated the important
influence of human factors on worker productivity.
Chester Barnard
Record his insights about Management in his book function of Executive.
It outlined the legitimacy of the supervisors directive and the extend of the
subordinates acceptance.
Barnard taught that the three top functions of the executive were to –
1. establish and maintain an effective communication system,
2. Hire and retain effective personnel
3. Motivate those personnel.
His Acceptance Theory of authority state that managers only have as much
authority as employees. The acceptance of authority depends on four conditions.
1. Employees must understand what the manager wants them to do.
2. Employees must be able to comply with the directive.
3. Employees must think that the directive is in keeping with organizational
objectives.
4. Employees must think that the directives are not contrary to their personal
goal.
The behavioral approach did not always increase productivity. Thus, motivates and
leadership techniques became a topic of great interest. The human resources school
understands that employees are very creative and competent, and that much of their
talent is largely untapped by their employers. Employee want meaningful work;
they want to contribute; they want to participate in decision making and leadership
functions.
Meaning of principles:
Principle is the tested guide lines for a certain course of action .In another way a
principle can be defined as a fundamental statement of truth providing a guide to
thought and action. We can also say that it is a statement which reflects the
fundamental truth about some phenomenon. A fundamental statement tells us what
results are expected when the principle is applied.
Herbert Simon, Glurk and lyndall urwick the major contributors to this school of
thought.
The main features of this theory are as follow:--
1. Decision is central to the study of organization.
2. The organization effectiveness depends on the quality of decision.
3. All factors affecting decision making are the subject matter of the study of
Management.
4. The member of the organization is decision makers and problem solvers.