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HISTORY OF MANAGEMENT Presented By : Qamar Ul Zaman Huzail Jameel IUB-Programmers The Islamia University Of Bahawalpur (Bahawalnagar Campus)

History of management(by qamar)

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Page 1: History of management(by qamar)

HISTORY OF MANAGEMENTPresented By : Qamar Ul Zaman

Huzail Jameel

IUB-Programmers

The Islamia University Of Bahawalpur(Bahawalnagar Campus)

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HISTORY Of MANAGEME

NTWhat We Will Discuss:

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Historical Background

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Historical Background

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Historical Background

Industrial Revolution

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History Of Management

“Using the scientific method to determine the one best way for job to be done”

Frederick W. Taylor (1856-1915)Father of Scientific Management

Taylor’s Four Principles :Frederick W. Taylor Four Principles of Scientific Management

1- Develop a Science for each element of an individual work which will replace the old rule Of thumb method.

2- Scientifically select and then train , teach and develop the worker.

3- Heartily cooperate with the worker so as to ensure that all work is doneIn Accordance with the principles of the science that has been developed.

4- Divide work and responsibility almost equal between management andWork. Management takes over all work for which it is better, fitted than theWorker.

Scientific Management

Classical Approach

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Scientific Management

History Of Management

“Using the scientific method to determine the one best way for job to be done”

Frank And Lillian GilbrethParents of 12 children , ran their household usingScientific management principles and techniques,Two of their children wrote a book,Cheaper by the Dozen,Which describe the life with two master of efficiency.

The Gilbreths invented a device called a microchrono-meter that recorded a worker’s hand-and-body motions and the amount of time spent doing each motion. Wasted motions missed by the naked eye could be iden-tified and eliminated.

The Gilbreths also devised a classification scheme to label 17 basic hand motions which they called therbligs. This scheme gave the Gilbreths a more precise way of analyzinga worker’s exact hand movements.

Classical Approach

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General Administrative Theory

History Of Management

Def. “A Theory Of Management That Focused on describing what managers do and whatConstitute good manager practice”.

Principles Of ManagementDef. “ Fundamental Rules Of Management that could be taught in schools and applied inIn all organizational Situations”.

Important Contributions

Henri Fayol

Max Weber

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Fayol’s 14 Principles:

History Of Management

1. Division Of Work2. Authority3. Discipline4. Unity of Command5. Unity Of Direction6. Subordination of Individual interests to the general Interests.7. Remuneration8. Centralization9. Scalar Chain10.Order11. Equity12.Stability13. Initiative14.Esprit de crops

Henri Fayol, a French businessman, first proposed in the early part of the twentiethcentury that all managers perform five functions: planning, organizing, commanding,coordinating, and controlling.

General Administrative

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BureaucracyHistory Of Management

“A Form of organization characterized by division of labor, a clearly defined hierarchy, detailedRules and regulations and impersonal relationship.”

(Weber’s Ideal Bureaucracy)

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Quantitative ApproachHistory Of Management

Def. “Involves The Approach Of Quantitative Techniques To Improve Decision Making”

The quantitative approach contributes directly to management decision making inthe areas of planning and control. For instance, when managers make budgeting, queuing,scheduling, quality control, and similar decisions, they typically rely on quantitativetechniques. Specialized software has made the use of these techniques less intimidatingfor managers, although many still feel anxious about using them.

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Behavioral ApproachHistory Of Management

Organizational Behavior

Def.”The field of study concerned with the action(behavior) of people at work”.

As we know, managers get things done by working with people.This explains why some writershave chosen to look at management by focusing on the organization’s people.

The field of study that researches the actions (behavior) of people at work is called organizational behavior (OB).

Much of what managers do today when managing people—motivating,leading, building trust, working with a team, managing conflict, and so forth—has come outof OB research.

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Behavioral ApproachEarly Advocates

A number of individuals in the early twentieth century recognized the importance of people to an organization’s success, four stand out as early advocates of the OB approach: Robert Owen, Hugo Munsterberg, Mary Parker Follett, and Chester Barnard.

History Of Management

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Behavioral ApproachHawthorne Studies

History Of Management

“A series of study during the 1920s and 1930s that provided new insights into individual andGroup behavior .”

This was initially designed by Western Electric industrial engineers as a scientific Management experiment. They wanted to examine the effect of various lighting levels on worker productivity. Like any good scientific experiment, control andexperimental Groups were set up with the experimental group being exposed toVarious lighting intensities, and the control group working under a constant intensity.

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Contemporary ApproachSystem Approach

History Of Management

Def. “A system is a set of interrelated and interdependent parts arranged in a mannerthat produces a unified whole.”

Types Of System Approach:1- Open System:“Systems that interact With their environment”.

2- Closed System: “Systems that are not influenced by and do not interact With their environment”.

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Contemporary ApproachContingency Approach

History Of Management

Popular contingency variables :

Organization size: As size increases, do the problems of coordination .

Routines of task technology: To Achieve its our pose, an organization uses technology.

Environmental uncertainty: the degree of un certainty caused by environmental changes influences the management process

Individual differences: individuals differ in terms of their desire for growth, autonomy tolerance of ambiguity and expectations. These and other individuals differences are particularly important when managers select motivation techniques, leadership styles and job designs

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THE END…..

Presented By:QAMAR-UL-ZAMANHUZAIL JAMIL

The Islamia University Of Bahawalpur (Bahawalnagar Campus)