Post on 17-Nov-2014
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Evolution of Management Thought
The emergence of Management Thought
Early Approaches to ManagementClassical Approach
Behavioral ApproachQuantitative ApproachModern Approaches to
ManagementEmerging Approaches in
Management Thought.
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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 ThoughtHenri 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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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 BureaucracyVilfredo Pareto:-
Reffered to as “the father of the social systems approach” to organisation and management.
The emergence of Management Thought
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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 Management
One best way to do each job
Job level
Administrative Principles
One best way to put an organisation together
Organisational Level
Bureaucratic organisation
Rational and impersonal organisational arrangements
Organisational Level
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Behavioral ApproachName Perio
d Contribution
Mary Parker
1868-1933
Emphasized group influence and advocated the concept of ‘power sharing’ and integration.
Elton Mayo
1880-1949
Laid the foundation for the Human Relations movement; recognised the influence of group and workplace culture on job performance.
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Behavioral Approach
Name Period Contribution
Abraham Maslow
1908-1970
Advocated that humans are essentially motivated by a hierarchy of needs.
Douglas McGregor
1906-1964
Differentiated employees and manages into Theory X and Theory Y personalities.
Chris Argyris
- Classified organisations based on the employees set of values.
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Approaches to Management (1) Empirical or Case Approach
Studies experience through cases.
Identifies successes & Failures.
Casesituation
Why?
Failure Success
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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.Contingency Theory recognizes the influence of given solutions on organizational behaviour patterns.
Cause Effect
Contingency
Situation
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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
STYLE
STAFF
SKILLS
STRATEGY
SHAREDVALUES
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12) Total Quality Management Approach.
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13) Management process or operational Approach
Draws Knowledge from approachesAbove
Integrates the approahes with scienceAnd theory that is practical.
OPERATIONALAPPROACH
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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.
TrustStrong Bond between organisation &
Employees.Employee Involvement.No formal structure.Coordination of Human Beings.