Chapter-9The Managerial Philosophers

Dola Rani DharID -1417

IntroductionWe 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.

• He’s 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

seperate 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 IslamID- 1418

Elton Mayo

Born 26 December 1880

Occupation Harvard Professor, Psychologist, industrial researcher, organizational theorist

Died 7 September 1949

Research• 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 electronic’s 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 of 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.

Introduction

•Principle of Early Stage

•Principle of Continuity

•Principle of Direct Contact

•Principle of Reciprocal Relations

Principles of Coordination

Chester Irving BarnardThe Functions of the Executive (1938)

1886- 1961

Citations: 10,771

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

• Unparalleled career in public service • 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

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.[4]

Ideas: The Managerial RevolutionBurnham'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:

(1) that capitalism was a permanent form of social and economic organization and that it would be continued for a protracted period of time.(2) that capitalism was a temporary form of organization destined by its nature to collapse and be replaced by socialism. (3) that capitalism was a temporary form of organization currently being transformed into some non-socialist future form of society.

Works• 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

Works• 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 HossainID- 2345

Personal profile Name 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