EVOLUTION

OF
MANAGEMENT THOUGHT
By Abdel Rahman Morsi
201310035

INTRODUCTION
The term management encompasses an array of different functions
undertaken to accomplish a task successfully.
It is the process of designing and maintaining an environment in which
individuals, working to gather in groups, efficiently accomplish selected aims.
There are many approaches for the management varying from a problem to
problem solving style to the change.
Each approach has its own limitations and advantages.
Management is all about getting things done.

ENVIRONMENT FACTORS
The aspects of culture that influence norms
SOCIAL
INFLUENCE and values
The concept to availability, production, and
ECONOMIC
INFLUENCE distribution of resources within a society
The impact of political institutions on
POLITICAL
INFLUENCE individuals and organisations

EVOLUTION OF MANAGEMENT THOUGHT

DIFFERENT APPROACHES
CLASSICAL

BEHAVIOURAL

MODERN

SCIENTIFIC
ADMINISTRATIVE
BUREAUCRATIC

GROUP INFLUENCES
MASLOWS NEED THEORY
THEORY X AND THEORY Y
HAWTHORNE STUDIES

SYSTEM
CONTINGENCY
THEORY Z AND QUALITY MANAGEMENT

CLASSICAL APPROACH
Focuses on the
individual workers
productivity

Focuses on the
functions of
management

Focuses on the
overall
organizational
system

SCIENTIFIC MANAGEMENT: Taylor

FOUR
PRINCIPLES

develop a scientific approach for each element of ones work

scientifically select, train, teach and develop each worker
cooperate with workers to ensure that jobs match plans and
principles
ensure appropriate division of labor

THREE AREAS OF
FOCUS:

TWO MANAGERIAL
PRACTICES:

Task Performance
Supervision
Motivation

Piece-rate-incentive system
Time and motion study

SCIENTIFIC MANAGEMENT:
Henry Gantt and The Gilberths
HENRY
GANTT

Most famous for developing the Gantt chart in the 1910s.

Implemented a wage incentive programme

Specialized in time and motion studies to determine the most efficient way
to perform tasks.
FRANK Used motion pictures of bricklayers to identified work elements (therbligs)
GILBERTH such as lifting and grasping

A strong proponent of better working conditions as a means of improving

efficiency and productivity.
LILLIAN
GILBERTH

BUREAUCRATIC MANAGEMENT
Focuses on the overall organizational system.
Need for organization's to function on a rational basis
Bureaucratic management is based upon:

Firm rules
Policies and procedures
A fixed hierarchy
A clear division of labor

BUREAUCRATIC MANAGEMENT: Weber

MAX WEBER

A German sociologist and historian who

envisioned a system of management
a bureaucracy is a highly structured, formalized
and impersonal organization.

FIVE
PRINCIPLES

Division of labor
Hierarchy of authority
Rules and procedures
Impersonality
Employee selection and promotion

ADMINISTRATIVE MANAGEMENT

Focused on principles
that could be used by
managers to coordinate
the internal activities of
organizations

Five management functions

planning
organizing
commanding
coordinating
controlling

FAYOLs PRINCIPLE OF MANAGEMENT

1. Division of work

8. Centralization

2. Authority and responsibility

9. Scalar chain

3. Discipline

10. Order

4. Unity of command

11. Equity

5. Unity of direction

12. Stability

6. Subordination of individual interest to

the common good

13. Initiative

7. Remuneration of personnel

14. Esprit de corps

BEHAVIOURAL APPROACH
The behavioural school of management
emphasized what the classical theorists
ignored.

Acknowledged the importance of human

behavior in shaping management style.

Personalities

Mary Parker Follett

Douglas McGregor
Chester Barnard
Elton Mayo

HIERARCHYs HUMAN NEEDS

SELF
ACTUA
LIZATI
ON
NEED FOR SELF ESTEEM
NEED FOR SOCIAL RELATIONS
NEED FOR SECURITY
PHYSIOLOGICAL NEEDS

FOLLETT ON EFFECTIVE WORK GROUPS

FOUR PRINCIPLES OF COORDINATION

Coordination requires that people be in direct contact
with one another.
Coordination is essential during the initial stages of any
endeavor.
Coordination must address all factors and phases of
any endeavor.
Coordination is a continuous, ongoing process.

McGregor's PROPOSED STYLES

THEORY X

THEORY Y

Most people dislike work and they avoid it

when they can.
Coerced and threatened with punishment
before they work.
Avoid responsibility and have little ambition.

Work is a natural activity like play or

rest.
Capable of self direction and self
control.
Committed to organizational
objectives.

ELTON MAYOs VIEW

Aimed to understand how psychological and social
processes interact with the work situation to influence
performance
Work represents the transition from scientific
management to the early human relations movement.
Emphasized on workers themselves and needs to
belong to a group

HAWTHORNE EXPERIMENTS
(1924 1932)
HAWTHORNE EFFECT
Workers perform and react differently when
researchers observe them.
Productivity increased because attention was
paid to the workers in the experiment.
Phenomenon whereby individual or group
performance is influenced by human behavior
factors

CONTINGENCY THEORY
There is no One Best Way to manage all the
situations.

Also known as Situational Theory.

Developed by managers, consultants, and
researchers who tried to apply the concepts
depending on various Internal and External factors

MERGER COMPONENTS INTO CONTINGENCY

PERSPECTIVE

AN EXAMPLE OF CONTINGENCY
JOAN WOODWARDs RESEARCH
Discovered that a particular management style
is affected by the organizations technology.
Identified and described three different types of
technology:
Small-batch technology
Mass-production technology
Continuous-process technology