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EVOLUTION OF MANAGEMENT
THOUGHTS
A OLD AS HUMAN CIVILIZATION.MANAGEMENT AND HISTORY OF HUMANS DEVELOPMENT IN ORGANISED MANNER.
DEFINITION:
MANAGEMENT THOUGHTS
CLASSICAL THEORIES
NEO- CLASSICAL THEORIES
MODERN THEORIES
EARLY CONTRIBU
TIONS
CLASSICAL THEORIES
SCIENTIFIC MANAGEMENT
ADMINISTRATIVE MANAGEMENT
NEO CLASSICAL THEORIES
HUMAN RELATIONS APPROACH
HUMAN BEHAVIOU
R APPROACH
SOCIAL SYSTEM
APPROACH
DECISION THEORY
APPROACH
MANAGEMENT
SCIENCE APPROACH
MODERN THEORIE
S
•SYSTEMS APPROACH•CONTINGENCY APPROACH
SCIENTIFIC MANAGEMENT
FREDRICK WILSON TAYLOR
BEGINNING OF 20 CENTURY.IMPROVING OPERATIONAL EFFICIENCY.
“concerned with knowing exactly what you want men to do & then see that they do it in the best and cheapest way.”EMPHASISED IN SOLVING MANAGERIAL
PROBLEMS IN SCIENTIFIC WAY.
TAYLORS CONTRIBUTIONSTOOL AND ELEMENTS PRINCIPLES
SEPERATING PLANNING AND EXECUTION
FUNCTIONAL FOREMANSHIP
JOB ANALYSIS STANARDIZATION SELECTION TRAINING INCENTIVES ECONOMY MENTAL REVOLUTION.
REPLACING THUMB RULE
HARMONY IN GROUPSCOOPERATIONMAXIMUM OUTPUTDEVELOPMENT OF
WORKERS.
ADMINISTRATIVE MANAGEMENT
HENRY FAYOLS
BOOK:~administration industrielle at generale” in french
TRANSLATED IN 1929ALSO CALLED AS OPERATIONAL MANAGEMENT.
Divided approach to 3 parts: manager qualities and training general principles of mngt. elements of mngt.
PhysicalMentalMoralEducationTechnicalexperience
Qualities of
mngt
PlanningOrganizingCommandingCoordinatingcontrolling
Elements of
mngt
PRINCIPLES OF MANAGEMENT• Division of work• Authority & responsibility• Discipline• Unity in command• Unity in direction• Fair remmuneration• Centralization• Order• Equity• Stability of tenure• Initiative• Scalar chain
HUMAN RELATIONS APPROACH
HAWTHRONE
Focus on mechanical barriers to increase efficiency in organisation.
30000 employees of General elecric co.were involved in experiment.
Inspite of material benefits there was great dissatisfaction.
Could not awoke positive results.
Hawthrone experimentPhases of experiment Inplication of experiments
To determine effect of change in productivity.
Determine effect of change in hours.
Conducting planned wise interviews
Determine and analyse social org. at work.
Social factors in output
Group influencesConflictsLeadershipSupervisionCommunication{not
shared equally}
HUMAN BEHAVIOURIAL APPROACH
MASLOW; HERZ BERG; MC.GREGOR;MOUNT;SAYLES;TANNENBAUN
Known as behavioural science & human resources approach.
Focus on human resourcesDivided to 2 groupsInterpersonal behavioral approachGroup behavioral approach
Social system approach wilfred pareto&chester bernard
Features contributions
Extension to human relations approach.
Social systemExternal &internal
environmentCoperation among
groupsEffectiveness of
management
Concept of org.Formal and informal
org.Elements of orgAuthorityFunctions of
executivesMotivationEffectivenessOrg. equilibrium
DECISION THEORYHERBET SIMON
FEATURES CONTRIBUTIONS
Focus on decision making of manger
Members o mngt are decision makers and problem solvers
Org totally should be a decision center
Quality of decision effects the org. effectiveness.
Concept of org.Bounded rationalityDecision makingAdministrative manOrg. communication
MANAGEMENT SCIENCE APPROACH.
Visualizes mngt as logical entity.Actions of org is expressed in
terms of mathematical symbols; measurement data.
Focus on mathematical model.Improves mngt discipline and
oderly thinking.
SYSTEMS APPROACH
Mr.church man west
It is an integrity approach.Involves variations of mutually dependent
variables.Combination of parts { system as universe&
sub systems as stars}.Based on working system divided in 2 groups open system closed system
Closed system: doesn’t interact with environment, less complex, mechanical in nature, works continuously.
Open system SUB SYSTEMSContinuously interacts
with environment Imports energyOutputCycle of eventsNegative entropyfeedbackDifferentiationStudy state
TECHNICAL SUB SYSTEM
SOCIAL SUB SYSTEMPOWER SUB SYSTEMMANAGERIAL SUB
SYSTEM.
CONTINGENCY APPROACHALSO CALLED SITUATIONAL APPROACHEXTENSION OF SYSTEM APPROACH
Improves relationship between org. and environment
Mngt act is contingent on actions outside the environment
Org action based on behaviourial actions
Actions vary from situation to situation
THANK YOUAISHWARYA RATHOD JAIN
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