1. EVOLUTION OF MANAGEMENT THOUGHTSBySreerupa Rath
2. DIFFERENT SCHOOL OFTHOUGHTS CLASSICAL APPROACHNEO- CLASSICAL
THEORIES BEHAVIORAL APPROACH QUANTITATIVE APPROACH MODERN THEORY 3.
CLASSICAL APPROACHClassical management thought is divided into
three separate school of thoughts Scientific Management
Administrative Theory Bureaucratic Management 4. SCIENTIFIC
MANAGEMENT One best way to do each job Earliest advocates of
scientific managementFrederick W.TaylorFrank GilbrethLillian
GilbrethHenry Gantt 5. Frederick Winslow Taylor Father of
scientific managementSTEPS IN SCIENTIFIC MANAGEMENT: Replaced old
rule of thumb methods to eliminatesoldiering
Selecting,training,teaching and developingworkers Supervise
employees to make sure they followthe prescribed methods for
performing their jobs Continue to plan the work but use workers
toactually get the work done 6. Major managerial practices that
emerged from Taylors approach Piece-rate incentive system Time and
motion study 7. FRANK and LILLIAN GILBRETH Frank Gilbreth is
considered as the father of motion study Lillian Gilbreth was
associated with the research pertaining to motion study Motion
study involves finding out the best sequence and minimum number of
motions needed to complete a task 8. HENRY LAURENCE GANTT Was a
close associate of Taylor Developed the Gantt chart 9. LIMITATIONS
OF SCIENTIFICMANAGEMENT It revolves round problems at the
operational level The proponents were of the opinion that people
were motivated primarily by the desire for material gain Scientific
management theorists ignored the human desire for job satisfaction
10. ADMINISTRATIVE THEORY Focused on principles that could be used
by managers to coordinate the internal activities of organizations
Most prominent administrative theorist was Henri Fayol 11. HENRI
FAYOL Prominent European management theorist Wrote General and
Industrial Management Business operations of an organization could
bedivided into six
activitiesTechnicalCommercialFinancialSecurityAccountingManagerial
12. FOURTEEN PRINCIPLES OFMANAGEMENT Division of work Authority and
Responsibility Discipline Unity of Command Unity of Direction
Subordination of the individual interest to the generalinterest
Remuneration Centralization Scalar Chain Order Equity 13. Stability
of tenure of personnel Initiative Espirit de corps 14.
BUREAUCRATICMANAGEMENT Max Weber Father of BureaucraticManagement
theory Theory of bureaucracy is based on a rational setof
guidelines for structuring organizations Major characteristics of
Webers idealbureaucracy Work specialization and division of
labourAbstract rules and regulations Impersonality of managers
Hierarchy of organization structure Selection of employees was made
on thebasis of technical expertise 15. LIMITATIONS OF
BUREAUCRATICMANAGEMENT AND ADMINISTRATIVETHEORY Classical theorists
ignored important aspects of organizationalbehaviour.Theystressed
productivity above other aspects of management Webers concept of
bureaucracy destroys individual creativity and the flexibility to
respond to complex changes in the global environment 16. NEO-
CLASSICAL THEORIES 17. BEHAVIORAL APPROACH It emphasized on the
human element Behavioral thinkersMary Parker FolletElton
MayoAbraham MaslowDouglas McGregorChris Argyris 18. MARY PARKER
FOLLET: Focusingon Group Influences Importance of human element in
organizations Employees were influenced by the group in which they
worked Organizations function on the principle of power with rather
than power over Advocated the concept of integration 19. ABRAHAM
MASLOW:FOCUSINGON HUMAN NEEDS His theory rested on three
asumptions1. All of us have needs which are never completely
fulfilled2. Through our actions we try to fulfill our unsatisfied
needs3. Human needs occur in the following hierarchical manner
Physiological needs Safety or security needs Social needs Esteem or
status needs Self-actualization or self-fulfillment needs 20.
LIMITATIONS TO MASLOWSTHEORY Human needs do not always emerge in a
hierarchical manner Does not explain how a person prioritizes the
needs at a particular level of hierarchy. 21. DOUGLAS McGregor:
CHALLENGINGTRADITIONAL ASSUMPTIONS ABOUTEMPLOYEES Developed two
assumptions about human behaviorTheory X and Theory YTHEORY X Most
people dislike work and they avoid it whenthey can Most people must
be coerced and threatenedwith punishment before they work Most
people prefer to be directed. They avoidresponsibility and have
little ambition 22. THEORY Y Work is a natural activity like play
or rest People are capable of self direction and self control
ifthey are committed to objectives People become committed to
organizationalobjectives if they are rewarded in doing so Under
proper conditions people learn to acceptresponsibility and also try
to seek responsibility Most people are capable of being innovative
insolving organizational problem 23. CHRIS ARGYRIS:MATCHING
HUMANAND ORGANIZATIONALDEVELOPMENT Major contributions of this
behavioral scientistare the maturity-immaturity theory, the
integrationof individual and organizational goals, Model Iand Model
II organization analysisModel I Employees are manipulative Not
willing to take riskModel II Employees are open to learning and
lessmanipulative Willing to take risk 24. ELTON MAYO:FOCUSING ON
HUMANRELATIONS Father of Human Relations Approach Led the team
which conducted a study atWestern Electrics Hawthorne Plant To
examine the impact of illumination levels onworker productivity The
experiments were conducted in four phase:Illumination
experimentsRelay assembly test room experimentsInterview phaseBank
wiring observation room experiments 25. ILLUMINATION EXPERIMENTS
Took place between 1924 and 1927 Two group of workers (experimental
or test group)and the control group Experiment involved
manipulating the illuminationRelay Assembly Test Room Experiments
Took place between 1927 and 1933 It included the introduction of a
series of HRpolicy measures for the test group to study theirimpact
on overall productivity 26. INTERVIEW PHASE 21000 people were
interviewed between 1928-1930 To determine employee attitude
towards thecompany and their jobs. 27. Bank Wiring Observation Room
Experiments Conducted during 1931- 1932 It was undertaken by
researchers to test some of the ideas they had gathered during the
interviews 28. Criticism of Hawthorne studies The procedures,
findings and conclusionsreached were questionable Researchers
considered themselves as socialengineers The relationship made
between the satisfaction orhappiness of workers and their
productivity wastoo simplistic 29. Limitations of Human Relations
Approach The human relations theorists are of the opinionthat by
removing fear, people would performeffectively It does not provide
enough focus on theory It does not understand the economic
implicationsof organizational problems. Human relationstheory also
tends to be very vague
