Development

Development of
of Management
Management
Thought
Thought
Pamela
Pamela S.
S. Lewis
Lewis
Stephen
Stephen H.
H. Goodman
Goodman
Patricia
Patricia M.
M. Fandt
Fandt
Slides
Slides Prepared
Prepared by
by
Bruce
Bruce R.
R. Barringer
Barringer
University
University of
of Central
Central Florida
Florida
2001 South-Western
South-Western College
College Publishing
Publishing

2001

2001
2001 South-Western
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Schools
Schools of
of Management
Management Thought
Thought
Scientific Management
Classical Administration
Bureaucracy
Human Relations Approach
Systems Approach
Contingency Approach

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Classical
Classical Perspective
Perspective
The oldest formal viewpoints of management, it
includes the following approaches:
Scientific
Management

Administrative
Management

Bureaucratic
Management

Focuses on the
productivity of
the individual
worker

Focuses on the
functions of
management

Focuses on the
overall
organizational
system

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Scientific
Scientific Management
Management
Focuses on the productivity of the
individual worker
Frederick W. Taylor
Frank & Lillian Gilbreth

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Scientific
Scientific Management
Management
Frederick W. Taylor (1865-1915)
Father of Scientific Management.
Taylor was convinced that there was one best
way to perform every task.
Taylor attempted to define the one best way
to perform every task through systematic study
and other scientific methods.

2001
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Scientific
Scientific Management
Management
Frank Gilbreth
Specialized in time and motion studies to
determine the most efficient way to perform
tasks.
Used the new medium of motion pictures to
examine the work of bricklayers.
Identified 17 work elements (such as lifting and
grasping) .

2001
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Scientific
Scientific Management
Management
Lillian Gilbreth
Was a strong proponent of better working
conditions as a means of improving efficiency
and productivity.

2001
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Classical
Classical Administration
Administration
Focuses on the managers and the functions
they perform
This approach to management is most closely
identified with Henri Fayol (1841-1925).
Fayol was the first to recognize that successful
managers had to understand the basic
managerial functions.

2001
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Classical
Classical Administration
Administration
Henri Fayol
Developed a set of 14 general principles of
management.
His managerial functions of planning, leading,
organizing, and controlling are routinely used
in modern organizations.

2001
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Bureaucratic
Bureaucratic Management
Management
Focuses on the overall organizational
system and is based upon firm rules,
policies, and procedures; a fixed hierarchy;
and a clear division of labor
Max Weber (1864-1920), a German sociologist
and historian, is most closely associated with
bureaucratic management.

2001
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Bureaucratic
Bureaucratic Management
Management
Max Weber
Envisioned a system of management that would
be based upon impersonal and rational
behavior.
Conceptualized the approach to management
referred to as bureaucracy.

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

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Bureaucratic
Bureaucratic Management
Management
Webers Forms of Authority
Traditional authority
Is based upon custom or tradition.

Charismatic authority
Subordinates voluntarily comply with a leader
because of his or her special personal qualities or
abilities.

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Bureaucratic
Bureaucratic Management
Management
Webers Forms of Authority
Rational-legal authority
Subordinates comply with a leader because of a set
of impersonal rules and regulations that apply to all
employees.

2001
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Classical
Classical vs.
vs. Behavioral
Behavioral
Perspective
Perspective
Classical Perspective

Focused on rational
behavior

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Behavioral Perspective

vs.

Acknowledged the
importance of
human behavior

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Behavioral
Behavioral Perspective
Perspective
Behavioral Perspective
Followed the classical perspective
Acknowledged the importance of human
behavior in shaping management style
Associated with the following scholars:

Mary Parker Follett

Elton Mayo
Douglas McGregor
Chester Barnard

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Behavioral
Behavioral Perspective
Perspective
Mary Parker Follett
Concluded that a key to effective management
was coordination.
Felt that managers needed to coordinate and
harmonize group effort rather than force
people.
Believed that management is a continuous,
dynamic process.
Felt that the best decisions would be made by
people who were closest to the situation.

2001
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Behavioral
Behavioral Perspective
Perspective
Elton Mayo
Conducted the famous Hawthorne Experiments.
Concluded that productivity increased because
someone was paying attention to the workers.
Mayos work represents the transition from
scientific management to the early human
relations movement.

2001
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Behavioral
Behavioral Perspective
Perspective
Elton Mayos Hawthorne Effect
Phenomenon whereby individual or
group performance is influenced by
human behavior factors.

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Behavioral
Behavioral Perspective
Perspective
Douglas McGregor
Proposed the Theory X and Theory Y styles of
management.
Theory X managers perceive that their
subordinates have an inherent dislike of work
and will avoid it if at all possible.
Theory Y managers perceive that their
subordinates enjoy work and that they will gain
satisfaction from performing their jobs.

2001
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Behavioral
Behavioral Perspective
Perspective
Chester Barnard
Felt that executives serve two primary
functions:
Must establish and maintain a communications
system among employees.
Must establish the objectives of the organization and
motivate employees.

Developed a theory on authority:

Believed that authority flows from the ability of
subordinates to accept or reject an order.

2001
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Systems
Systems Perspective
Perspective
An approach to problem solving that is based on an
understanding of the basic structure of systems:
Basic Structure of Systems

Inputs

Transformation
process

Outputs

Feedback

2001
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Contingency
Contingency Perspective
Perspective
A view that proposes that there is no one
best approach to management for all
situations.
Asserts that managers are responsible for
determining which managerial approach is
likely to be most effective in a given
situation.
This requires managers to identify the key
contingencies in a given situation.

2001
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Future
Future Issues
Issues Influencing
Influencing
Management
Management Thought
Thought

Future Issues
Influencing
Management
Thought

Diversity
Globalization
Quality

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Future
Future Managers
Managers Must
Must Be:
Be:
Thoroughly schooled in the different
management perspectives that have evolved
over the years.
Able to understand the various economic,
political, social, technological, and global
influences that have affected management
thinking over the years, and will continue to
shape future evolutionary changes in
management thought.

2001
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Future
Future Managers
Managers Must
Must Be:
Be:
Capable of identifying and understanding
such key variables as environment,
production technology, organizational
culture, organization size, and international
culture as they relate to the organization.
Prepared to select elements from the various
management perspectives that are
appropriate for his or her situation.

2001
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Future
Future Managers
Managers Must
Must Be:
Be:
Adaptable to change, because future
conditions and developments can quickly
render the chosen approaches obsolete.

2001
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