The managerial

Philosophers

Dola Rani Dhar

ID- 1417

Introduction
We will review the concepts of some new
wave managers and see what each
contributed to the continuum of management
thought.

Oliver Sheldon

Born

13th July 1894

Occupation

CEO of Rowntree Company

Died

7th August 1951

Early
life
Oliver Sheldon was educated from Kings
College School and Merton college, Oxford.

In world war one he served as an officer in

the East Surrey Regiment .
He joined Rowntree Company in 1919 as a
personal assistant to Benjamin Seebohm
Rowntree.

 He became one of the board of directors of

Rowntree company in 1919.
Hes the author of Philosophy of Management
He advocated for Human Relations style of
management.
Brought the modern concept of Corporate Social
Responsibilty.

Human Relations style

He gave emphasis on emotional
and psychological needs
He stated that personal and
community demands are equally
important to economic needs.
Also stated that good management
was more than a technique and
concerned with behavioral
understanding.

Contributions
The evolution of management as a
separate profession.
The need for a set of rules as a guide.
The importance of building a strong
leadership.
The formalized management training.
The unity of command

Writings

The Philosophy of Management, London in

1923
The art of management: from a British point of
view; Bulletin of the Taylor Society.
Policy and policy making, Harvard Business
Review; October 1925
The significance of rationalization, Harvard
Business Review; April 1928

Maisha Ibnat Islam

ID- 1418

Elton Mayo

Born

26 December 1880

Occupation

Harvard Professor, Psychologist,

industrial researcher, organizational
theorist

Died

7 September 1949

Researches

Between 1927 to 1947 Mayo conducted experiments

at the department of Industrial research at Harvard.

This 20 years research study is the most

comprehensive study ever undertaken to evaluate the
attitudes and reactions of a group of workers.

Mayo helped to lay the foundation for the human

relations movement, and was known for his industrial
research including the Hawthorne Studies and his
book The Human Problems of an Industrialized
Civilization (1933)

Hawthorne Study
This study is base on the result of an
investigation at western electronics hawthorne
works.
It is the study of attitudes and reactions of
groups under varying conditions.
Not only the illumination study.
maintaining clean work stations, clearing floors
of obstacles, and even relocating workstations
resulted in increased productivity for short
periods

 Changing a variable usually increased

productivity, even if the variable was just a
change back to the original condition.
However it is said that this is the natural
process of the human being adapting to the
environment, without knowing the objective of
the experiment occurring.

Findings by Mayo
Workers constituted a culture of their own.
Management must recognize the work
performed by the individuals.
Management must assume a new role to deal
with employees.
Management must develop a new concept of
authority.
Management should be based on sociological
concepts.

James D. Mooney

Born

18 February 1884

Occupation

Engineer, corporate
executive

died

21 September 1957

Findings by Mooney
Co author of onward Industry
Principles of organization by all great
leaders must be the same.
He searched all such as Alexander,
Caesar, Aristotle.
Found organization structure,
subordinate relationships.
No mention of its psychological
aspects.

Shahebani Noor Saima

ID- 1421

Mary Parker Follett

(3rd September, 1868- 18 December, 1933)

 Mary Parker Follett was an American

social worker and a management
consultant.
She was a pioneer in the fields of
Organizational theory and Organizational
behavior.
Follett was born in Boston and spent
much of her early life there.
She was one of the great women
management gurus.

Principles of coordination
Principle of Early Stage
Principle of Continuity
Principle of Direct Contact
Principle of Reciprocal Relations

Chester Irving
Barnard
The Functions of the Executive (1938)

About Barnard
Education
Studies economics at Harvard University
Harvard denied him a BA because of a technicality
Career
40 years in American Telephone & Telegraph Company
(1909- )
Statistical department Technical expertness in the
economics of rates Administrative experience
Commercial operations
President of New Jersey Bell Telephone Company (1927)
Close association with Elton Mayo (Hawthorne
experiment) and Harvard colleagues

 President of the United Services

Organization (the USO of World War II)
Head of the General Education Board
President of the Rockefeller Foundation
Chairman of the National Science
Foundation
Assistant to the Secretary of the Treasury
Consultant to the American representative in
the United Nations Atomic Energy
Committee
Unparalleled career in public service

Executive functions

Executive's work is not that of the organization, but the

specialized work of maintaining the organization in
operation.
Establishing and maintaining a system of communication
Person (loyalty and submission) Position (scheme of
the organization)
Offering incentives
Maintenance of informal executive organization
Promote the securing of essential efforts
Propaganda to attract people to organization
Persuasion through inducements and incentives
Formulate and define purpose.
Assignment of responsibility (delegation of objective
authority)
Specification of work to be done
Up and down the line coordination essential functions

MD. Nazmul Hossain

ID- 1457

James Burnham

Born

22th Nov 1905

Occupation

Philosopher and Political

theorist.

Die

28th July 1987

Early Life
Born in Chicago, Illinois.
Was the son of Claude George Burnham,
an English immigrant and executive with
the Burlington Railroad.
He graduated at the top of his class at
Princeton University.
In 1929, he became a professor of
philosophy at New York University.

Ideas:
The Managerial Revolution
Burnham's seminal work, The Managerial
Revolution, attempted to theorize about the
future of world capitalism based upon
observations of its development in the
interwar period.

Argued three possible futures

for capitalism:
that capitalism was a permanent form of social and
economic organization and that it would be continued
for a protracted period of time.
that capitalism was a temporary form of organization
destined by its nature to collapse and be replaced by
socialism.
that capitalism was a temporary form of organization
currently being transformed into some non-socialist
future form of society.

Work

Introduction to philosophical analysis (with Philip

Wheelwright) New York, Henry Holt and Company
1932.
War and the workers. New York: Workers Party of the
United States, 1935 (as John West)
Why did they "confess"? a study of the Radek-Piatakov
trial. New York: Pioneer Publishers, 1937.
The People's Front: The New Betrayal. New York:
Pioneer Publishers, 1937

 How to Fight War: Isolation, Collective Security,

Relentless Class Struggle? New York: Socialist Workers
Party and Young Peoples Socialist League (4th
Internationalists), 1938.
Let the people vote on war! New York: Pioneer
Publishers, 1939?
The Managerial Revolution: What is Happening in the
World. New York: John Day Co., 1941.

MD. Saddam Hossain

ID- 2345

Lyndall Fownes
Urwick

Born

March 3, 1891,
Malvern, United
Kingdom

Education

New College, Oxford,

University of Oxford,
Repton School

publications

The elements of
administration,
Management of Tomorrow

Management contribution

10 principles

Died

December 5, 1983,
Australia

10 principle for management

Principle of objective: Every organization must
have a mission,vision and objective
Principle of specilization: The activities of every
member of any organizationgrouped should be
confineda sfar as possible to the performance of
a single function.

 Principle of co-ordination: The integration of

activities, responsibilities, and command and
control structures to ensure that the resources
of an organization are used most efficiently in
pursuit of the specified objectives
Principle of authority: In every organization
group,the supreme authoritymust rest
somewhere.there should be a clear line of
authority freom the supreme auhtority to every
individual in the group.

 Principle of Responsibility: The responsibility

of the superior for the act of his subordinate is
absolute.
Principle of Defiinition: The content of each
positino,the duties involved,the authority and
responsibility contemplatedand the
relationships with others positions should be
clear defined in writing and published to all
concered.

 Principle of correspondance: In every positon

the responsibility and the authority should
correspond.
Span of Control: Lyndall urwick is the first
person who used the term span of control.span
of control refers to the number of subordinates
a supervisor has.

 Principle of balance: The various unit of an

organization should be kept in balance.
Principle of continuity: Reorganization is a
continuous process in every undertaking
specific provision should be made for it.

Function of management