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