Evolution Of Management Over the past hundred years management has continuously been evolving.

There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager's face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences. The evolution of management though the decades can be divided into two major sections. One of the sections is the classical approach. Under the classical approach efficiency and productivity became a critical concern of the managers at the turn of the 20th century. One of the approaches from the classical time period were systematic management which placed more emphasis on internal operations because managers were concerned with meeting the growth in demand brought on by the Industrial revolution. As a result managers became more concerned with physical things than towards the people therefore systematic management failed to lead to production efficiency. This became apparent to an engineer named Frederick Taylor who was the father of Scientific Management. Scientific Management was identified by four principles for which management should develop the best way to do a job, determine the optimum work pace, train people to do the job properly, and reward successful performance by using an incentive pay system. Scientific management was widely accepted with productivity and efficiency improving dramatically however not everyone was convinced that this approach was the best solution to all problems. Administrative management evolved from Henry Fayol who published a book summarizing his management experiences. Fayol identified five functions and 14 principles in management. Typically all the writings in the administrative area strongly emphasize management in large corporations. Thus this...

The Evolution of Management Thought

Early Management Thought Classical Perspective Contemporary Management Perspectives Behavioral Perspective

Early Management Thought

Early ideas about management strategy Sun Tzu, The Art of War Early ideas about leadership Nicol Machiavelli, The Prince Early ideas about the design and organization of work Adam Smith, The Wealth of Nations

division of labor

The Operational Perspective

Scientific Management Frederick W. Taylor Quantitative Management Ford W. Harris Quality Management Walter A. Shewhart Bureaucratic Management Max Weber Administrative Management Henri Fayol

Taylors Four Principles of Scientific Management

Scientifically study each part of a task and develop the best method of performing the task.

 Carefully select workers and train them to perform the task by using the scientifically developed method. Cooperate fully with workers to ensure that they use the proper method.
Divide work and responsibility so that management is responsible for planning

work methods using scientific principles and workers are responsible for executing the work accordingly.

Key Characteristics of Webers Ideal Bureaucracy

Specialization of labor Formal rules and procedures Impersonality Well-defined hierarchy Career advancement based on merit

Fayols 14 Principles of Management

Division of work Authority Discipline Unity of command Unity of direction Subordination of individual interest to the general interest Remuneration Centralization Scalar chain Order Equity Stability and tenure

 Initiative Esprit de corps

Behavioral Perspective
The behavioral perspective acknowledges that psychological and social processes of human behavior can result in improvements in productivity and work satisfaction. The Hawthorne effect - when a manager shows concern for employees, their motivation and productivity levels are likely to improve. Human Relations Approach - the relationship between employees and a supervisor is a vital aspect of management. Employee motivation Leadership style

Maslows Hierarchy of Needs

Self-Actualization

Need for Self Esteem Need for Social Relation Need for Security Physical Needs

McGregors Theory X and Theory Y

Leaders and managers who hold Theory X assumptions believe that employees

are inherently lazy and lack ambition. A negative perspective on human behavior.
Leaders and managers who hold Theory Y assumptions believe that most

employees do not dislike work and want to make useful contributions to the organization. A positive perspective on human behavior.

Contemporary Management Perspectives

Systems Theory Contingency Theory The Learning Organization Perspective

Systems Theory
Views the organization as a system of interrelated parts that function in a

holistic way to achieve a common purpose. Systems theory concepts that affect management thinking: Open and closed systems Subsystems Synergy Equifinality

Contingency Theory
Because what works for one organization may not work for another
Situational characteristics (contingencies) differ

Managers need to understand the key contingencies that determine the most effective management practices in a given situation