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Evolution of Management

Thought
The emergence of Management
Thought
Early Approaches to Management
Classical Approach
Behavioral Approach
Quantitative Approach
Modern Approaches to
Management
Emerging Approaches in
The emergence of
Management Thought
Frederick W. Taylor
 Acknowledged as “the father of Scientfic
management”.

 His primary concern was to increase productivity


through greater efficiency in production and
increased pay for workers, through the
application of the scientific method.
 Taylor’s famous work entitled “The principles of
Scientific Management was published in 1911”.

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The emergence of
Management Thought
Henry L.
Gantt(1901):-
 called for Scientific
selection of workers
and “harmonious
cooperation: between
labour and
management.
 Stressed the need
for training.

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The emergence of
Management Thought
Frank and Lillian Gilberth (1900)
Frank is known primarily for his
time and motion studies. Lillian an
industrial psychologist, focused on
the human aspects of work and the
understanding of worker’s
personalities and needs.

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The emergence of
Management Thought
Henri Fayol
 Refferred to as “ the father of modern
management theory” .
 Divided industrial activities into six
groups:
Technical , Commercial, Financial,
Security, Accounting and Managerial.
 Formulated Fourteen Principles of
Management.

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The emergence of
Management Thought
Hugo Munsterberg (1912):-
Application of psychology to industry
and management.
Walter Dill Scott :-
Application of psychology to advertising,
Marketing and personnel.
Max Weber:-
Theory of Bureaucracy
Vilfredo Pareto:-
Reffered to as “the father of the social
systems approach” to organisation and
management. sonali dhawan
The emergence of
Management Thought
Elton Mayo:-
Famous studies at the Hawthrone
plant of the western Electric
Company.
F.J.Roethlisberger:-
Influence of social attitudes and
relationships of work-group
performance.

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The emergence of
Management Thought
Chester Barnard :-
 The task of managers
is to maintain a system of
cooperative effort in a
formal organisation.
 He suggested a
comprehensive social
systems approach to
management.

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Classical Approach
Approach Rationale Focus
Scientific One best way Job level
Management to do each job
Administrative One best way Organisational
Principles to put an Level
organisation
together
Bureaucratic Rational and Organisational
organisation impersonal Level
organisational
arrangements
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Behavioral Approach
Name Perio Contribution
d
Mary 1868- Emphasized group
Parker 1933 influence and advocated
the concept of ‘power
sharing’ and integration.
Elton Mayo1880- Laid the foundation for the
1949 Human Relations
movement; recognised the
influence of group and
workplace culture on job
performance.
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Behavioral Approach
Name Period Contribution
Abraham 1908- Advocated that humans are
Maslow 1970 essentially motivated by a
hierarchy of needs.
Douglas 1906- Differentiated employees
McGregor 1964 and manages into Theory X
and Theory Y personalities.

Chris - Classified organisations


Argyris based on the employees set
ofsonali
values.
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Approaches to Management
(1) Empirical or Case
Approach
Studies experience
through cases.
Case
Identifies successes situation
& Failures.
Failure Success

Why?

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(2) Managerial Roles
Approach

Interpersonal
Roles

Decision Roles

Informational
Roles

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(3) Contingency Or Situational
Approach
Managerial Practice
depends on
circumstances. Cause Effect
Contingency Theory
recognizes the
influence of given
solutions on Situation
organizational
behaviour patterns. Contingency

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(4) Mathematical or
“Management Science”
Approach
Managing is seen as
mathematical
processes, concepts,
symbols, and models.
Looks at management
as puerly logical
process, expressed in
mathematical symbols
and relationship.

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(5) Decision Theory
Approach
Focus on the making of
decisions, persons or
group making decisions,
and the decision-making
process.
Some theorists use
decision-making as a
springboard to study all
enterprise activities.
The boundaries of study
are no longer clearly
defined.

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(6) Reengineering Approach

Operations

Input Transformation OutPut

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(7) Systems Approach
Systems concepts have broad
applicability. Systems have
boundaries, but they also
interact with the external
environment.
Organizations are open systems
(open to external environment)

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(8) Socio-Technical Systems
Approach
Technical system has great effect on
social system (personal
attitudes,group behaviour).
Focus on production, office
operations and other areas with close
relationships between the technical
system and people.

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(9) Group Behaviour
Approach
Emphasis on
behaviour of people
in groups.
Based on sociology
and social
psychology.
The study of large
groups is often called
“organization
behaviour”.

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10) Interpersonal Behaviour
Approach
Focus on
interpersonal
behaviour,
human relations,
leadership, and
motivation.
Based on
individual
psychology.

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11)McKinsey’s 7-S frame
work :-
STRUCTURE

SYSTEMS

STRATEGY

SHARED
VALUES

STYLE
SKILLS

STAFF
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12) Total Quality Management
Approach.

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13) Management process or
operational Approach

Draws Knowledge from approaches


Above

OPERATIONAL
APPROACH

Integrates the approahes with science


And theory that is practical.

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Theory X (Douglas
McGreor)
• Management's only responsibility is to improve
the company's "bottom line."
• The employees of an organization are tools to
be used to meet this goal.
• People are basically unwilling to work in the
best interests of the company, cannot handle
responsibility, and must be tightly controlled,
prodded, and punished to get their work done.

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Theory Y (Douglas
McGregor)
• Management should create conditions that
enable and encourage employees to attain
their own goals by working toward the
goals of the organization.
• Employees are inherently ready to accept
responsibility, do a good job, and work in
the best interests of the company.
• It is management's responsibility to create
the conditions that will allow employees to
develop their fullest potential.
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Theory Z (Dr. William
Ouchi’s)
Based on Japanese management practices
and motivational pattern.Ouchi has
suggested five broad features of Theory z.
Trust
Strong Bond between organisation &
Employees.
Employee Involvement.
No formal structure.
Coordination of Human Beings.

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