|
|


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|


à is a process of coordinating
~
 and allocating
resources to achieve
organizational goals.
|
|
 

 volved from earlier theorist

 heorist of management were
introduced in the 1800 during
the industrial age as factories
developed
|
  


^ antroduced by |~ 



^ ºresence of proper relationship
between manager and
members.
^ he individual worker as the
source of control, motivation
and productivity in organization.
~
~~


~ ~
à 1930 Ȃ labor unions became
stronger and were
instrumental in advocating for
the human needs of employee
 


à r the phenomena of being

observed or studied,
resulting in changes in
behaviour.

à , was an merican mechanical
engineer who sought to improve
industrial efficiency. He is
regarded as the father of scientific
management, and was one of the
first management consultants.[1]
Y
Y
Y
YY

à £  a
 W.    r acknowledge as

the father of scientific management for his
use of scientific method.
à He was focusing his attention on the
operation within an organization by
exploring production at the worker level.
à º
was the area of focus
m~ 


~ ~


 



  

à eplace ruleofthumb work

methods with methods based on
a scientific study of the tasks.
à xcientifically select, train, and
develop each employee rather
than passively leaving them to
train themselves.
à ºrovide "etailed instruction
and supervision of each worker
in the performance of that
worker's discrete task"
à ivide work nearly equally
between managers and workers,
so that the managers apply
scientific management principles
to planning the work and the
workers actually perform the
tasks.

à was a £rench mining engineer, director of
mines, and management theorist, who
developed independent of the theory of
xcientific |anagement, a general theory of
business administration[1] also known as
£ayolism. He was one of the most influential
contributors to modern concepts of
management.


known as the Dzfather of the

management
process schooldz described this as:
^ ºlanning
^ rganizing
^ assuing orders/ commanding
^
oordinating
^
ontrolling
à ecommended centralization
through the use of a  ~
~
~, responsibility
accompanied by authority and

 ~~


à He advocated M~
~ 

~



~ 
à 

~
r
the positive act of one is the
benefit of the team. ikewise,
fault of one is fault of all.
à ~
~
r the master shall
always be accountable.
à ~
~



~


r good of
majority before yourself.
à ~


~
 

~
 
 ~ 
 ~ 

à focused on inefficiency and waste

 not only the waste of time and
motion but also the waste of
potential human satisfaction and
fulfillment that Ú
 be derived
from work.
à ne of her studies is motion, which
could "make visible the invisible.dz
à xhe believed that satisfaction comes
from using oneǯs skills, that
standardized work could also be
skilled work.
à xhe believed that poorly planned
jobs made work tiresome and
destroyed enjoyment of the task.
Her theory was that managers
and owners needed to structure
authority in the workplace and
that each employee deserved
basic human dignity

à he advocated a scientific
approach to industrial
efficiency. he processes and
tools he created remain
essential to our modern
business world.
à ?~

 ~
is a type of bar
chart that illustrates a project
schedule. antt charts
illustrate the start and finish
dates of the terminal elements
and summary elements of a
project
| !
à erman lawyer, politician,
historian, sociologist and
political economist, who
profoundly influenced social
theory and the remit of
sociology itself.[1
 ]
à Weber's major works dealt
with the rationalization and so
called "disenchantment"
à Y

 ›or 

sociology)
is the view in social science that academics
must necessarily reject empiricism and the
scientific method in the conduct of social
theory and research
à   is a theory of knowledge which
asserts that knowledge arises from sense
experience. mpiricism is one of several
competing views about how we know
"things,"
|"
à was an merican social worker,
management consultant and
pioneer in the fields of
organizational theory and
organizational behavior.
à |ary ºarker £ollett pioneered
the understanding of lateral
processes within hierarchical
organizations ›which
recognition led directly to the
formation of matrixstyle
organizations,

Y
Y
YY
|

à was an ustralian
psychologist, sociologist and
organization theorist.
à £ormulate job satisfaction and
hawthorne effect
#$

à was an merican business

executive, public administrator,
and the author of pioneering work
in management theory and
organizational studies.
à {arnard looked at organizations as
systems of cooperation of human
activity, and noted that they are
typically shortlived. at is rare for a
firm to last more than a century, and
the only organization that can claim a
substantial age is the oman
atholic

hurch
 

à was an merican educator and

organizational psychologist best
known for his research on
management styles. He
developed his eponymous ikert
xcale and the linking pin model.
 

à is a psychometric scale commonly used in

questionnaires, and is the most widely used
scale in survey research. When responding to
a ikert questionnaire item, respondents
specify their level of agreement to a
statement. he scale is named after its
inventor, psychologist ensis ikert.[2]
à he format of a typical fivelevel ikert item
is:
à xtrongly disagree
à isagree
à
either agree nor disagree
à gree
à xtrongly agree
%&'

à he

is an idea
developed by ensis ikert. at
presents an organisation as a
number of overlapping ½ 


in which a member of a unit is the

leader of another unit
Î%|%

à iscuss about the theory x and

theory 
m 


à |cregor argued that the

conventional approach to
managing was based on three
major propositions, which he
called heory X:
1. |anagement is responsible for
organizing the elements of
productive enterprisemoney,
materials, equipment, and
peoplein the interests of
economic ends.
à 2. With respect to people, this is a
process of directing their efforts,
motivating them, controlling their
actions, and modifying their
behavior to fit the needs of the
organization.
à 3. Without this active intervention by
management, people would be passive
even resistantto organizational needs.
hey must therefore be persuaded,
rewarded, punished, and controlled. heir
activities must be directed. |anagement's
task was thus simply getting things done
through other people.
m 


à |anagement is responsible for

organizing the elements of
productive enterprisemoney,
materials, equipment, and
people in the interests of
economic ends.
2. ºeople are not by nature
passive or resistant to
organizational needs. hey
have become so as a result of
experience in organizations.
à 3. he motivation, potential for
development, capacity for
assuming responsibility, and
readiness to direct behavior
toward organizational goals are
all present in people
management does not put them
there
à . at is a responsibility of
management to make it
possible for people to
recognize and develop these
human characteristics for
themselves.
X. he essential task of
management is to arrange
organizational conditions and
methods of operation so that
people can achieve their own
goals by directing their efforts
toward organizational objectives.
|(!%
à £ormulate organizational
structure


~ ~ 
~  


à ºroposed the manegerial grid

Y 



à Y ~  is a type of organization being

antonymous to bureaucracy. he term was
first popularized in 1970 by lvin offler[1],
and has since become often used in the
theory of management of organizations
›particularly online organizations), further
developed by academics such as Henry
|intzberg.
à he word is a portmanteau of the atin ~
 Ú, meaning 'for purpose', and the suffix 
cracy, from the ancient reek ~ 
› ), meaning 'to govern'[1], and is thus a

!~ ~

 

~ ~
!
'
à was an merican political scientist,
economist, and psychologist, and professorȄ
most notably at
arnegie |ellon UniversityȄ
whose research ranged across the fields of
cognitive psychology, computer science,
public administration, economics,
management, philosophy of science,
sociology, and political scienceof the 20th
century
à . With almost a thousand very
highly cited publications, he is one
of the most influential social
scientists
à 
~
 ›reek • ~ 
, ɎɍɉɓɊȽɅɛɑ,
"having learned much")[1] is a person, with
superior intelligence, whose expertise spans a
significant number of subject areas. an less
formal terms, a polymath ›or polymathic
person) may simply refer to someone who is
very knowledgeable. |ost ancient scientists
were polymaths by today's standards.[2]
 ~ 
~   

~ 
~
~
" ~~ 

!~ "
~ 

 






 #~
~

m 
$

à is a name applied to two distinctly

different psychological theories. ne
was developed by braham H.
|aslow in his paper m  and the
other is r. William uchi's socalled
"Japanese |anagement" style
popularized during the sian
economic boom of the 1980s.
à |~
 ½
m  Ú  ~

m ½Ú
~  ~ ½ 

 
~~
½ ~



  ~m 
½Ú
~  ~ ½ 
~
~~
Ú~~

Ú 
~ 
~Ú  ½
~~  
~
•
Ú  Ú~

à £or uchi, heory Z focused on
increasing employee loyalty to
the company by providing a job
for life with a strong focus on the
wellbeing of the employee, both
on and off the job
à . ccording to uchi, heory Z
management tends to promote
stable employment, high
productivity, and high employee
morale and satisfaction.
  

~ ~

à Unity of command
à Hierarchical organization principle
that no subordinate should report
to more than one boss; or, 'wo
bosses are not better than one.'
à they should be responsible to
only one superiordz
 


 

à solidarity, rapport, team spirit,

camaraderie, mutual support,
common bond, fellow feeling,
community of interests, group
spirit He enjoyed the friendship,
comradeship and esprit de corps
of the army.
Î)*! 

'&(
is the specialization of cooperative
labor in specific, circumscribed
tasks and roles, intended to
increase the productivity of labor.

&*

à is a term originating in military

organization theory, but now used
more commonly in business
management, particularly human
resource management. xpan of
control refers to the number of
subordinates a supervisor has.