Evolution of Management

Evolution of Management/Perspective of Management 

A. Classical Perspective 

- Economic rationality of employees. 

- Motivated by economic incentives. 

i. Scientific Management :- 

                                             Taylor (1856-1915).

                                             Gliberth (1878-1972).

                                             Henry L Gantt (1861-1991).

• Did not appreciate social contact of workers              and higher need of workers. 

• Did not acknowledge various among                             individuals. 

• Tended to regard workers as uniformed and               ignore their ideas.

• Rules and regulations. 

• No need of creativity. 

ii. Bureaucratic Organisation :- 

                                    Max Weber (1864-1920).

                                    Mary Parker Follett (1868-1933).

• Division of labour and work.

• Position organised in a hierarchy of authority. 

• Rules and regulations. 

• Separation of personal life to organisation.

• Writing Recorded. 

• Technical Qualification. 

• Systematic approach. 

• Rigid formal.

iii. Administrative Principles :- 

• Contributor : Mary Parker Follett.

• Focus : Organisation rather than the individual.

• Delineated the management functions of                    planning, organizing, commanding,                              co-ordinating, and controlling. 

Principles of Management 

1. Division of Work – When employees are specialized, output can increase because they become increasingly skilled and efficient.

2. Authority – Managers must have the authority to give orders, but they must also keep in mind that with authority comes responsibility.

3. Discipline – Discipline must be upheld in organizations, but methods for doing so can vary.

4. Unity of Command – Employees should have only one direct supervisor.

5. Unity of Direction – Teams with the same objective should be working under the direction of one manager, using one plan. This will ensure that action is properly coordinated.

6. Subordination of Individual Interests to the General Interest – The interests of one employee should not be allowed to become more important than those of the group. This includes managers.

7. Remuneration – Employee satisfaction depends on fair remuneration for everyone. This includes financial and non-financial compensation.

8. Centralization – This principle refers to how close employees are to the decision-making process. It is important to aim for an appropriate balance.

9. Scalar Chain – Employees should be aware of where they stand in the organization's hierarchy, or chain of command.

10. Order – The workplace facilities must be clean, tidy and safe for employees. Everything should have its place.

11. Equity – Managers should be fair to staff at all times, both maintaining discipline as necessary and acting with kindness where appropriate.

12. Stability of Tenure of Personnel – Managers should strive to minimize employee turnover. Personnel planning should be a priority.

13. Initiative – Employees should be given the necessary level of freedom to create and carry out plans.

14. Esprit de Corps – Organizations should strive to promote team spirit and unity.

B. Behavioural Management 

- The study of now managers should behave to            motivate employees and encourage them to                perform at high level and be committed to the          achievement of organizational goals. 

- How to behave to motivate employee.

- Focuses on the way a manager should                          personally manage to motivate employees. 

Mary Parker Follet's Study

- Instead of preparing and training managers to          give orders. 

- They should trained to work with employees. 

Hawthorne Study 

- Money is not the only cause to increase output.

- The only factor that increase output is “Human          Relations.”

Theory X and Y

Douglas Mac Gregor proposed two different sets about workers. 

Theory X : assume the average workers are lazy, dislike work, and will do as little as possible.

Managers should closely supervise and control through reward and punishment.

Theory Y : assume the workers are not lazy, and likes their work and the job itself will determine if the workers like the work.

Managers should allow workers great latitude or freedom and create an organization to stimulate the workers.

C. Contingency Theory 

- The idea that the organisational structures and          control systems managers choose that depends          on are contingent.

- On characteristics of the external environment          in which the organization operates. 

- Assumes that there is no one best way to                      manage. 

- A contingent leader effectively applies their                own style of leadership to the right situation. 

Humanistic Perspective :- 

Emphasized understanding human behaviour, needs, and attitudes in the workplace. 

i. Human Relation Movement : Emphasized satisfaction of employees basic needs as the key to increased worker productivity. 

ii. Human Resource Perspective : Suggests jobs should be designed to meet higher level needs by allowing workers to use their full potential. 

iii. Behavioural Science : Understand employee behaviour and interaction in an organizational setting. Draws from economic, physiology, sociology, anthropology and other disciplines.