THE MANAGERIAL PHILOSOPHERS

c


c
Àc Taylor, Gilbreth, Gantt brought newinsights± used science and scientific methodsof motion study ,time study ,wage payment and scientific measurements
of control to sort the problems of technology and production; Their managerial reasoning changed from athis-is-the-way-we-have-always-done-
itapproach to awhat-is-best-way approachthereby broke away the tradition;
Àc Œollowing them was another breed ofmanagerial thinkers who brought with themanother set of concepts calledphilosophical approach to
managerialactivities. This new approach represented another shiftfrom the past mechanistic thinking to therealm of values and value judgment. It posed
new concepts of organizations andemphasized group dynamics. These new managers not only viewed theproblems but also management¶s entirerange of
opportunity and obligations.
„
c
 
c

1.c Oliver Sheldon 5.c Chester I ·arnard

2.c Elton Mayo 6.c James ·urnham
3.c James D Mooney 7.c Lyndallrwick
4.c Mary Parker Œollett

 c
c
Oliver Sheldon Was Graduated from Oxford, served in themilitary, and then joined Rowntree&Company Limited for lifetime and turned in to a member of board of
directors. During his tenure at Rowntree Sheldondeveloped the concepts that made himfamous. His book µThe Philosophy of Management¶ wasPublished where
sheldon was concerned with the totality ofmanagement and its logical position in thecommunity. His managerial contributions are:
Àc Direction of industry broadly termed, as Management is only a matter of primary principles. He suggested secondary principles in his book.
Àc Profit, growth, unions, scientificmanagement and an awakening interest for a social responsibility.
Àc He conceptualized management and promote it to higher theoretical level like emphasis and balance between human and material elements, emphasis and
balance between social awareness and scientific inquiry,
Àc ·ased on this dual approach of humanityand things, Sheldon developed thefundamentals of his managerial philosophy. Œundamentals of Sheldon¶s
Managerial Philosophy :
1.c Industry exists to provide the commodities and services that are necessary for the good life of community in the volume required.
2.c Industrial management must be governed by principles based on the concept of service to the community.
3.c Management as a part of industry is separate from capital and labor and is broken into 3 parts ±Administration, Management and Organization.
4.c Management must achieve the communal objectives by the development of efficiency in both human and material elements in the industry.
5.c This efficiency is to be developed by management using science in management and human resources.
6.c Efficiency depends upon the structure of the organization with detailed analysis of works to be done and the facilities needed to do it.
7.c The activities of management are divided into 4 functions: Y The inception of manufacture (design and equipment),
The actual operation of
manufacture,  Œacilitate the manufacture (transport, planning, comparison and labor),  cThe distribution of the products (sales planning and execution).
8.c The use of scientific methods such as use of research and measurement, definitions of makeup, workings standards most economical methods of
production and management.
9.c The policy of responsibility to the community, which emphasized human elements of production.
c
c

c„ c
Mayo was born in Australia, trained inpsychology, & taught at Harvard as a professor. Mayo is known as the founder of the Human Relations Movement, and is
regarded as one of the pioneer of theµHuman relations school¶, He published a book ?


 
  

 (1933), about the research
he conducted under the Hawthorne Studies in Western Electric¶s Hawthorne plant of the 1930s showed the importance of groups in affecting the behavior of
individuals at work.
Àc He carried out a number of investigations to look at ways of improving productivity, for example changing lighting conditions in the workplace.
Àc He found that work satisfaction depended to a large extent on the informal social pattern of the work group.
Àc Where norms of cooperation and higher output were established physical conditions or financial incentives had little motivational value. People will form
work groups and this can be used by management to benefit the organization.
Àc These experimentations led Mayo to conclude that logical factors were far less important than emotional factors in determining productive efficiency
Àc He suggested a tension between workers' 'logic of sentiment' and managers' 'logic of cost and efficiency' which could lead to conflict within organizations
Àc Summary of Mayo's ·eliefs:
1.c Individual workers cannot be treated in isolation, but must be seen as members of a group.
2.c Monetary incentives and good working condition are less important to the individual than the need to belong to a group.
3.c Informal or unofficial groups formed at work have a strong influence on the behavior of those workers in a group.
4.c Managers must be aware of these 'social needs' and cater for them to ensure that employees collaborate with the official organization rather than
work against it.
c
 
c c„
c
 
cD. moony coauthored the 1931 classic on the nature and development of organization entitled u   
Àc Principles of organization employed by all great leaders are same
Àc All sound organization structures are based on system superior-subordinate relationships arrange in a hierarchical fashion, which is called scalar
principle.
Àc Traditional managerial organization based on scalar processes, functional definition of jobs and fundamental coordination.
Àc He have not mentioned any sociological aspects.
Àc Strictly tight engineering approach to the age-old problem harnessing human effort to achieve an objective.
Many writers uses his concept as a framework of a holistic approach to the managerial problems of the organizations .

„ c cc

·orn in ·oston in 1968 .Œollett studied philosophy, law and politicalscience at Thayer Academy ,RadcliffeCollege ,Cambridge and Paris. She established a
management philosophy based on enduring society, productive society, by recognizing the motivation factor of the individual and social the group.
Àc niversality of motivation both on and off the job
Àc The basic problem of any organization, business and others was harmonizing andcoordinating group effort efficiently toward completing a task.
Àc she proposed an authority of functions rather than Authority of act .·ecause subordination was offensive to man¶s emotion, and could not be appropriate
forCooperativeorganization

c
c
 Àc Concepts such as power authority andleadership became dynamic through her. Where Leadership is not a matter of a dominatingpersonality, rather an
ability to secure anunderstanding between the leader and the led
Àc Emphasized the effectiveness of physical forcediminishes beyond certain point, but theeffectiveness of the consent of the governed islong lasting.
Àc 4 facets of the central coordination:
1.c Coordination was the core ofmanagement and called for attention tothe following facets
2.c Coordination by direct contact
3.c Coordination as a continuous process
4.c Coordination as a reciprocal relation in allaspects of a situation
Àc She recognized that a new principle ofassociation was needed was called group concept .Which will be the basis for the futureindustrial system, new
approach to politicsand new international order
Àc Œollett emphasized for µtogetherness¶ and µgroupthinking¶
Œollett was a philosopher who sought to bridge the gap between the mechanistic approach of Taylor and the subsequent approach of emphasizing human
relations.
c

c c 
c
Chester I ·arnard one of the most influentialwriters on organization theory in the historyof management thought.He was a man of diverse talents. He began his work
in the telephone industryas translator and ended up being thepresident of Jersey ·ell in 1927.
Àc All his career he was deeply involved inanalyzing the nature of contemporarymanagement
Àc ·arnard was inspired by the work of Sheldon,Mayo and Œollett·arnard¶s studied organization structureemploying a frame of logical analysis.He also
employed sociological concepts toManagement
Àc µHe is best known for his work r?





, published in 1938, a classicin the field
Àc In his books ·arnard sought two goals
yc To set forth a theory of cooperation andorganization
yc To present a description of the executive process
Àc According to ·arnard a formalorganization is ³that kind of cooperationamong men that is conscious, deliberate andpurposeful´.He
further elaborate thatorganization is a system of consciouslycoordinated activities, in which the executive isthe most strategic factor
Àc According to him executive¶s importance isdue to his three functions
1.c To provide a system of communication forcooperative system
2.c To promote the acquisition of the efforts neededfor the operation of the system
3.c To formulate and define the objectives orpurposes of the system
Àc ·arnard repeatedly emphasized theimportance of inducing individuals tocooperate
Àc The inducement could take the form of anOrder.·ut order would be accepted asauthoritative only if the individual
yc nderstood it
yc ·elieved it to be consistent with the purposes ofthe organization
yc ·elieved it to be compatible with his ownpersonal interests
yc Was able to comply with it
Àc ·arnard viewed the organization from thevantage point of a social scientist
Àc He also used the meticulous approach of aphysical scientist in his study oforganization analysis
Àc He introduced social concepts into theanalysis of managerial functions andprocesses
Àc He adopted a painstaking scientific explorationto study organization and formulated a logical network of definitionsand concepts, with heavy application
ofsociology to the management of organization

 
c
 c
He is a son of an executive vice president of the ·urlington Railroad was educated at Oxford niversity in England and joined Washington Square College of New
York niversity as a professor of department of Philosophy. He is best known for his book µ?




 (1941).
Àc Capitalist society would be replaced by managerial society ±with managers taking over every important position and the major instruments of production
is state ownership.
Àc The revolution would eliminate the need for money, reduce unemployment, increase production smooth out economic cycle.
Àc This book was placed by a tremendous confidence upon managerial function from shop boss concept to considerable segment of national wealth.
·urnham recognizes the new mutuality of management thought.

Ô
 c
The last Philosopher Lyndallrwick is an Englishman majored in history atOxford. He had authored, coauthored and editedmuch significant books. His published
book in 1943, ³The Elements OfAdministration´ is of major importance.
Àc rwickdemonstrated that body of knowledge about management is sufficiently large to make it more scientific and to prove that he undertook the study
on works ofmanagement proponents such as Œayol,Taylor Œollett and Mooney. He systematically analyzed their thoughtsconcepts and principles.
Àc sing Œayol as a framework he tabulatedpoints of identity and similarity
Àc rwick reasoned that a highly useful and reliablebody of management knowledge already existedand needed correlation. His major contribution was to
point out theexistence of these similarities and to correlatethem.
Àc In the process, he interpreted them and put theconcepts in their proper perspectives for subsequent readers.
Lyndallrwick is not an innovator in the field of Management but he expressed right theories in right times and made greater contributions in the field of
system of managerial thought.

c

c