Evolution of Management - By shahid ELIMS

8/8/2019 Evolution of Management - By shahid ELIMS

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EVOLUTION OF MANAGEMENT


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Management's Connection toother field

The practice of management has alwaysreflected the times and social conditions.

Information can be shared and exchangedinstantaneously anywhere on the planet

Organizations respond to technology andweb based operations


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History of management refers to theevolution and revolution of implementing new ideas.


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Courses that directly affectingmanagement are

1. Anthropology study of Society

2. Economics allocation & distribution ofscares resources

3. 3. Political Science studies thebehavior of individuals and groups withinthe political environment


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4. Psychology Science that measure,explain and sometimes change behaviourof humans and other animals the

5. Sociology study the people in relationwith other fellow human beings

6. Philosophy examines the nature ofthings (values and ethics)


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Evolution Of Management Thought

1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000

Systematic

management

Administrative

managementQuantitative

management

Systems

theory Current and

future revolutionsScientific

management Human

relationsOrganizational

behaviorBureaucracy

Classical Approaches Contemporary Approaches

Contingency

theory


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Early Management Concepts And

Influences

Growth of companies

minor improvements in management tactics

produced impressive increases in production

quantity and quality


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Economies of scale - reductions in the averagecost of a unit production as the total volume

produced increases

Opportunities for mass production created by theindustrial revolution spawned intense andsystematic thought about management problemsand issues


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Systematic Management

Key concepts

systematised manufacturing operations

coordination of procedures andprocesses built into internal operations

emphasis on economical operations,

and cost control


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Scientific Management

Contributions

improved factory productivity and

efficiency

piece-rate system equated worker rewards

and performance


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Scientific Management

Limitations

simplistic motivational assumptions workers viewed as parts of a machine

potential for exploitation of labour


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Administrative Management

Key concepts

Fayols five functions and 14 principles of

management

executives formulate the organizations

purpose, secure employees, and maintain

communications managers must respond to changing

developments


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Administrative Management

Contributions

viewed management as a profession that

can be trained and developed

emphasized the broad policy aspects of

top-level managers

offered universal managerial prescriptions Limitations

universal prescriptions need qualifications

for contingencies


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Human Relations

Key concepts

productivity and employee behaviour are

influenced by the informal work group should stress - employee welfare,

motivation, and communication

social needs have precedence over

economic needs


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Human Relations

Contributions

psychological and social processes

influence performance

Maslows hierarchy of need Limitations

ignored workers rational side and the

formal organizations contributions toproductivity

research overturned the simplistic belief

that happy workers are more productive


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Bureaucracy

Key Concepts

structured network of relationships among

specialised positions

rules and regulations standardise

behaviour

jobs staffed by trained specialists whofollow rules


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Quantitative Management

Key concepts application of quantitative analysis to

management

Contributions developed specific mathematical methods of

problem analysis

helped managers select the best alternative among

a set


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Quantitative Management(Con't)

Limitations

models neglect non-quantitative factors managers not trained in these techniques

may not trust or understand thetechnique's outcomes

not suited for non-routine orunpredictable management decisions


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Organizational Behaviour

Key concepts

promotes employee effectiveness through

understanding of individual, group, andorganisational processes

stresses relationships among

employees/managers

assumes employees want to work and can

control themselves


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Organizational Behavior

Contributions

increased participation, greater autonomy,

individual challenge and initiative, and

enriched jobs may increase participation

recognised the importance of developing

human resources

Limitations some approaches ignored situational

factors, such as the environment and

technology


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Systems Theory

Key concepts

organization is viewed as a managed

system

management must interact with the

environment


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Systems Theory (Con't)Limitations

synergies enable the whole to be more than thesum of the parts

Organisational goals must addresseffectiveness and efficiency

organizations contain a series of subsystems

there are many avenues to the same outcome


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Systems Theory (Con't)

Contributions

recognised the importance of therelationship between the organisation and

the environment


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Contingency perspective

Key concepts

situational contingencies influence thestrategies, structures, and processes that

result in high performance

there is more than one way to reach a goal managers may adapt their organizations to

the situation


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ont ngency perspect ve

(Con't)

Contributions

identified major contingencies

argued against universal principles of management

Limitations

not all important contingencies have beenidentified

theory may not be applicable to all

managerial issues

Evolution of Management - By shahid ELIMS

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