Historical Evolution

8/3/2019 Historical Evolution

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MANAGEMENTMANAGEMENT

Is understanding management important

A process designed to achieve an

organizations objectives by using its

resources effectively and efficientlyin a changing environment.

Process of getting things done, efficiently

and effectively, through and with otherpeople.


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Functions of management& importance to each level

Is Understanding Management

Important?

Management affects everyone in an

organization.

Poorly managed organizations will not be

successful.A good manager is a combination of many

factors.


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The Functions ofThe Functions of

ManagementManagement

Managers

Planning

activities toachieve the

organization's

objectives

Organizing

resources andactivities toachieve theorganizationsobjectives

Staffing

theorganization

with qualified

people

Directing

employeesactivitiestowardachievementof objectives

Controlling

theorganizations

activities

to keep it

on course


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Importance of Management FunctionsImportance of Management Functions

to Managers in Each Levelto Managers in Each Level

Plannin

g

Plannin

g

Plannin

g

Organizing

Organi

zing

Organi

zing

Staffing

Staffing

Staffing

Directi

ng

Contro

lling

Directing

Directing

Contro

lling

Contro

lling

Top

Managers

Middle

Managers

First-Line

Managers

Least

Important

Most

Important


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Historical Evolution Of ManagementHistorical Evolution Of Management

Provides a conceptual framework for

organizing knowledge and providing a

blueprint for action.

Management theories, used to build organizations, aregrounded in reality.

Most managers develop their own theories about how they

should run their organizations.

An awareness and understanding of historicaldevelopments in management are important.

Furthers the development of management practices.

Avoiding the mistakes of others in the past.


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Early Management PioneersEarly Management Pioneers

Robert Owen (17711858)British industrialist who was one of the first managers to

recognize the importance of human resources and the

welfare of workers.

Charles Babbage (17921871)English mathematician who focused on creating

efficiencies of production through the division of labor,

and the application of mathematics

to management problems.


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Classical Management PerspectiveClassical Management Perspective

Scientific ManagementConcerned with improving the performance of individual

workers (i.e., efficiency).

Grew out of the industrial revolutions labor shortage at

the beginning of the twentieth century.Administrative Management

A theory that focuses on

managing the total organization

rather than individuals.


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Scientific ManagementScientific Management

Frederick Taylor (18561915)Replaced old methods of how to do work with

scientifically-based work methods.

Believed in selecting, training, teaching, and developing

workers.Used time studies of jobs, standards

planning,instruction cards, and piece-work pay systems

to control and motivate employees.


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Steps in Scientific ManagementSteps in Scientific Management


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Administrative Management TheoryAdministrative Management Theory

Henry Fayol (France 1841- 1925)

Being a top manager, Henry Fayol developed his Management theory soto be taught to individuals who have administrative responsibilities. Fayolisolated the main activity types in the industry or business.

With in Managerial Activities, Fayol identify five following activities:

Planning

Organizing

Commanding

Coordinating

Controlling


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Fayols 14 Principles of ManagementFayols 14 Principles of Management

1. Division of work.2. Authority.

3. Discipline.

4. Unity of command.

5. Unity of direction.

6. Subordination of

individual interestto the interests of

the organization.

7. Remuneration.8. Centralization.

9. Scalar chain.

10. Order.

11. Equity.

12. Stability of tenure

of personnel.13. Initiative.

14. Esprit de corps.


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Management TheoriesManagement Theories

1. Division of work. Specialization increases output by making

employees more efficient.

2. Authority. Managers must be able to give orders. Authority gives

them this right. Along with authority, however goes responsibility.

3. Discipline. Employee must obey and respect the rule that govern

the organization.

4. Unity of command. Every employee should receive orders fromonly one superior.


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5. Unity of direction. The organization should have single plan of

action to guide Managers and Workers.

6. Subordination of individual interest to the general interest. The

interest of any one employee or group of employees should not

take procedure over the interest of the organization as a whole.

7. Remuneration. Workers must be paid a fair wage for their

services.8. Centralization. This term refers to the degree to which the

subordinates are involved in decision making.


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9. Scalar chain. The line of authority from top management to the

lowest ranks in the scalar chain.

10. Order. People and material should be in the right place at the

right time.

11. Equity. Managers should be kind and fair to their subordinates.

12. Stability of tenure of personnel. Management should provide

orderly personal planning and ensure that replacements are

available to fill vacancies.

13. Initiative. Employees who are allowed to originate cary out plans

will exert high level of effort.

14. 14.Esprit de corps. Promoting team spirit will build harmony and

unity in the organization


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Behavioral Management PerspectiveBehavioral Management Perspective

Behavioral ManagementEmphasized individual attitudes and behaviors, and

group processes, and recognized the importance of

behavioral processes in the workplace.

Assumed that the managers concern for workers would

lead to increased worker satisfaction and

improved worker performance.


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Organizational BehaviourOrganizational Behaviour

A contemporary field focusing on behavioralperspectives on management.

Important topics in organizational behaviorresearch:

Job satisfaction and job stressMotivation and leadership

Group dynamics and organizational politics

Interpersonal conflict

The structure and design of organizations


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Behavioral Management PerspectiveBehavioral Management Perspective

TodayToday

Provided important insights into motivation, group

dynamics, and other interpersonal processes.

Focused managerial attention on these criticalprocesses.

Challenged the view that employees are tools and

furthered the belief that employees are valuable

resources.


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The Systems Perspective of OrganizationsThe Systems Perspective of Organizations

Historical Evolution

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