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EVOLUTION OF MANAGEMENTTHOUGHT
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MODERN MANAGEMENT
THEORY
a. Quantitative Approach
b. Systems Approach
c. Contingency Approach
BEHAVIORAL APPROACH
a. Hawthorne Experiments &Human Relation Approach
b. Behavioral ScienceApproach
Elton Mayo
Douglas McGregor,Maslow, Lewin,
Operation research specialists of USA,UK
Organizational system theories,codering,Kenneth etc.
Tom Burns, Stalker, Woodward,
Paul Lawrence
CLASSICAL APPROACHa. Scientific Management
b. Administrative Theory ofManagement
c. Bureaucratic Organization
F.W.Taylor, Grantt, Gilberth Emerson
Henri Fayol, Sheldon Mooney, ParkerFoolet
Max Weber
, ,
DEVELOPMENT OF MANAGEMENT
THOUGHTS
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BEHAVIORAL APPROACH
HUMAN RELATION MOVEMENT
BEHAVIORAL SCIENCE APPROACH
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Hawthorne Studies A SERIES OF STUDIES DONE DURING THE 1920S AND
1930S THAT PROVIDED NEW INSIGHTS INTO GROUP
NORMS AND BEHAVIORS
HAWTHORNE EFFECT
SOCIAL NORMS OR STANDARDS OF THE GROUP
WORK BEHAVIOR.
CHANGED THE PREVALENT VIEW OF THE TIMETHAT PEOPLE WERE NO DIFFERENT THAN
MACHINES.
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HAWTHORNE STUDIES
ILLUMINATION EXPERIMENT
RELAY ASSEMBLY TEST ROOM EXPERIMENT
MASS INTERVIEW PROGRAMME
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ILLUMINATION EXPERIMENT
EXPERIMENT TO FIND OPTIMAL LEVEL OF
LIGHTINGWORK GROUPS OF 6, IN SEPARATE ROOMS
EXPERIMENTAL GROUP & CONTROL GROUP
FINDINGS: INCREASING BRIGHTNESS RAISES
PRODUCTIVITY
REDUCING BRIGHTNESS RAISES PRODUCTIVITY MEMBERS OF THE CONTROL GROUP ALSO
INCREASED PRODUCTIVITY
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RELAY ASSEMBLY TEST ROOM
EXPERIMENT
DESIGNED TO DETERMINETHE EFFECT OF CHANGESIN VARIOUS JOBCONDITIONS ON GROUP
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BANK WIRING OBSERVATION
ROOM STUDY
FEAR OF UNEMPLOYMENT
FEAR OF RAISING STANDARDS
PROTECTION OF SLOWER WORKERS
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FINDINGS OF HAWTHORNE
EXPERIMENTS
SOCIAL FACTORS IN OUTPUT
INFORMAL GROUP
COMMUNICATION & CONSULTATION
EMPLOYEE BEHAVIOR AND CONFLICT
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HAWTHORNE EXPERIMENTS
LESSONS
For managers, the importance of Teams, not just individuals
Workers arent machines, they make choices, and theirchoices are affected b how others treat them
These findings contributed to the development of thehuman relationsapproach to management
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CONCLUSIONS OF HAWTHORNE STUDIESCONCLUSIONS OF HAWTHORNE STUDIES
ENVIRONMENTAL FACTORS NOT THE SOLE FACTORSENVIRONMENTAL FACTORS NOT THE SOLE FACTORSAFFECTING PRODUCTIVITYAFFECTING PRODUCTIVITY
WORKER IS NOT AN ECONOMIC MAN (NOT PURELYWORKER IS NOT AN ECONOMIC MAN (NOT PURELYMOTIVATED BY MONEY ALONE)MOTIVATED BY MONEY ALONE)IMPORTANCE OF RECOGNITION, SECURITY AND MORALEIMPORTANCE OF RECOGNITION, SECURITY AND MORALEIMPORTANCE OF INFORMAL GROUPIMPORTANCE OF INFORMAL GROUP
COMPLAINTS AS SYMPTOMSCOMPLAINTS AS SYMPTOMS
Mayo with his studies made a great impact on theMayo with his studies made a great impact on thedevelopment of management thoughtdevelopment of management thought
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Human Resources Approach
MARY PARKER FOLLETT BELIEVED THAT ORGANISATIONS SHOULD BE BASED
ON GROUP RATHER THAN INDIVIDUALISM
MANAGERS JOB TO HARMONISE AND COORDINATEGROUP EFFORTS
NOTION OF POWER WITH RATHER THAN POWER
COMBINING DIVERSE TALENT INTO SOMETHINGBIGGER
MANAGERS AND WORKERS SHOULD VIEWTHEMSELVES AS PARTNERS- AS A PART OF COMMONGROUP.
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Human Resources Approach
CHESTER BARNARD SAW ORGANIZATIONS AS SOCIAL SYSTEMS THAT
REQUIRE HUMAN COOPERATION
BELIEVED THAT ORGANISATIONS ARE MADE UP OFPEOPLE WITH INTERACTING SOCIAL RELATIONSHIPS
EXPRESSED HIS VIEWS IN HIS BOOK THEFUNCTIONS OF THE EXECUTIVE(1938)
MANAGERS MAJOR FUNCTION IS TO COMMUNICATEAND STIMULATE SUBORDINATES TO HIGHER LEVELSOF EFFORTS
ORGANISATIONS SUCCESS DEPENDED ON PEOPLEAND INSTITUTIONS WITH WHOM ORGANISATION
INTERACTS REGULARLY. INTRODUCED THE IDEA TO EXAMINE THE EXTERNAL
ENVIRONMENTAND ADJUST THE ORGANISATION TOMAINTAIN A STATE OF EQUILIBRIUM.
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The Human Relations Movement
Pyramid
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CRITICAL EVALUATION OF HUMAN
RELATION MOVEMENT
UNSCIENTIFIC
DOUBTFUL VALIDITY
OVERCONCERN WITH HAPPINESS
ANTI INDIVIDUALISTIC
NEGATIVE VIEW OF CONFLICT
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BEHAVIOURAL APPRAOCH
SYSTEMATIC AND SCIENTIFIC ANALYSIS OF
HUMAN BEHAVIOUR WITH A VIEW TO DETERMINE CAUSES OF WORKING
BEHAVIOUR OF INDIVIDUALS
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PSYCHOLOGY (INDIVIDUAL HUMAN BEHAVIOUR)
SOCIOLOGY (HUMAN BEHAVIOUR IN GROUPS)
ANTHROPOLOGY (PHYSICAL,CULTURAL.
BEHAVIOURAL SCIENCE
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BEHAVIOURAL APPRAOCH
ORGANISATION A SOCIAL-TECHNICAL SYSTEM
INDIVIDUAL DIFFERENCES IN TERMS OF PERSONALITY ,ATTITUDE, BELIEFS, VALUES AND PERCEPTIONS
INTEGRATION OF INDIVIDUAL GOALS WITH
ORGANISATION GOALS
CONFLICT AND COOPERATION CO-EXIST
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HUMAN RELATION
APPROACH1. Confined to humanisation andsocialisation of organisation byrecognizing human side
2. Believes that organisation is a social psychological system
3. Mainly concerned with human aspectand considers all individuals ashuman beings
BEHAVIOURALAPPROACH
1.1. AimsAims atat studyingstudying andand analysinganalysing humanhuman
behaiourbehaiour systematicallysystematically
2.2. AssumesAssumes thatthat organisationorganisation isis aa socialsocial
technicaltechnical systemsystem
3.3. RecognisesRecognises individualindividual differencesdifferences inintermsterms ofof background,background, personality,personality, valuesvalues
goalsgoals ,, aspirationsaspirations pavingpaving wayway forfor
devisingdevising differentdifferent motivationalmotivational processprocess
forfor themthem4. us ra es a sa s ac on
provided to employees by givingeconomic incentives and improvingthe working conditions will lead tohigher productivity
5. Based on the assumption that conflictsshould be totally removed as they
appear6. Limited in scope,deals only with a set
of economic, social and psychologicalneeds and physical workingconditions which contribute to higherefficiency
4.4. BelievesBelieves thatthat widewide rangerange ofof variablesvariablesthatthat affectaffect workingworking behaviourbehaviour ofof
employeesemployees
5.5. RealisesRealises thatthat conflictsconflicts areare boundbound toto cropcrop
andand toto somesome extendextend produceproduce constructiveconstructive
effecteffect
6.6. broadbroad inin scope,concernedscope,concerned withwith technicaltechnicalaspectaspect ofof jobjob designdesign ,, groupgroup dynamicsdynamics ,,leadership,leadership, communication,communication, motivationmotivation
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THE QUANTITATIVE
APPROACH
OPERATIONS RESEARCH (MANAGEMENT
SCIENCE) EVOLVED OUT OF THE DEVELOPMENT OF
MATHEMATICAL AND STATISTICAL SOLUTIONS TO
MILITARY PROBLEMS DURING WORLD WAR II.
INVOLVES THE USE OF STATISTICS, OPTIMIZATIONMODELS, INFORMATION MODELS, AND COMPUTER
SIMULATIONS TO IMPROVE MANAGEMENT DECISION
MAKING FOR PLANNING AND CONTROL.
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PLANS
Objectives
Policies
INPUTS
Information
Energy
PROCESS
Conversionof inputs intooutputs
OUTPUTS
Goods
and
Programmes
Schedules
Methods
machinesystems
Goals & Plans Resource Production Saleable
Products
SYSTEMS MANAGEMENT
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THE SYSTEMS APPROACH
ORGANISATION AS A UNIFIED AND PURPOSEFULSYSTEM
PARTS AND COMPONENTS ARE CALLEDSUBSYSTEMS
SYNERGY
EACH SYSTEM HAD A BOUNDARY OPEN AND CLOSED SYSTEMS
BUSINESS ENTERPRISE AS OPEN AND DYNAMICSYSTEM
ORGANISATIONAL SURVIVAL DEPENDS ONSUCCESSFUL INTERACTIONS WITH EXTERNALENVIRONMENT
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THE SYSTEMS APPROACH
CLOSED SYSTEM : A SYSTEM THAT ISNOT INFLUENCED BY AND DOES NOT
INTERACT WITH ITS ENVIRONMENT
OPEN SYSTEM: A SYSTEM THAT
DYNAMICALLY INTERACTS WITH
ITS ENVIRONMENT
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CONTINGENCY APPROACH
MANAGEMENT ACTIONS ARE CONTINGENT ON
CERTAIN ACTIONS OUTSIDE THE SYSTEM OR
SUBSYSTEM
BECAUSE OF THE SPECIFIC ORGANISATION-
ENVIRONMENT RELATIONSHIP,NO ACTION CAN BE
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MODERN MANAGEMENT
THOUGHT
THE SYSTEMS APPROACH
DYNAMIC
MULTI-DIMENSIONAL
MULTI-MOTIVATED
MULTI-DISCIPLINARY
MULTI-VARIABLE
ADAPTIVE
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MENTVARIABLES
CONTINGENCY APPROACH
ENVIRONMENTAL VARIABLES
MANAG
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CONTINGENCY VARIABLES
ORGANISATIONAL SIZE
TASK TECHNOLOGY
ENVIRONMENTAL UNCERTAINTY
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SYSTEMS APPROACH
1. Treats all organization alikeirrespective of their size,cultural setting and analysisof organizations dynamics
2. An organisation is a goaloriented system consisting of
interdependent & interactingsubsystems
3. Appears to be neutral and
CONTINGENCY APPROACH
1. Treats each organization asunique entity.
2. Oranisations & environmentare complex.Applicability &
effectiveness of anytechnique depends on thenature and behaviour ofspecific situation
3. It rejects blind application of
universality of classicalprinciples of management
4. Stresses upon the synergeticeffect of organization andthe external inputs
5. Vague and complex
principles without regards to
situational realities
4. Relates organizationstructure and design to theenvironment
5. Pragmatic and actionoriented