evolution of management theory 4
TRANSCRIPT
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CBMS
FIRST YEAR
STUDENTS
PRINCIPLES OF
MANAGEMENT
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EVOLUTION OF
MANAGEMENT
THEORY
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MEMBERS:
Sr NO. Roll No. Name
1. 107 Ashwini
2. 108 Jonathan Fernandes
3. 150 Rohan Vaidya
4. 149 Kritika
5. 160 Jash
6. 159 Shraddha
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INTRODUCTION:
Management has developed from the timeworld came into existence.
In olden days whenever group activity was
required 2 or more people did the work.They were controlled by an individual.
It can be seen that Management is as old as
the human civilization.It is obvious that a single man cannotperform any task.
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EXAMPLES OF MANAGEMENT IN
ANCIENT TIME
Kautiliyas Arthashastra
Taj Mahal
Great Wall of China
Pyramids of Egypt
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SOME EARLYCONTRIBUTORS
OF
MANAGEMENTTHOUGHT
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ROBERT OWEN
Constructed NEW VIEW OF SOCIETY (1816)
a rallying call for widespread social change.
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CHARLES BABBAGE
He was also a mathematician who gave the DIFFERENCE
MACHINE and the ANALYTICAL MACHINE.
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HENRY ROBINSONTOWNE
Developer of Yale lock. President of Yale and Towne
Manufacturing company. President of the American Society of
Mechanical Engineers
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JAMES WATT JR.MATHEW BOULTON
Boulton established Soho Manufactory. Boulton, needing toimprove the power supply for his machinery, made the
acquaintance of James Watt, who on his side appreciated the
advantages offered by the Soho works for the development of
his steam-engine.
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CHARLES DUPIN
He was a French Catholic mathematician. In 1819 he
was appointed professor at the Conservatoire des Arts
et Mtiers; he kept this post until 1854. In 1826 he
published a thematic map.
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F. W. TAYLOR
He wrote the book PRINCIPLES OF SCIENTIFIC
MANAGEMENT in which he has quoted, In the
past the man has been first; in the future the system
must be first.
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WORK OF FREDERICK W.
TAYLOR [FATHER OF
SCIENTIFIC MANAGEMENT]
(1856-1915)
He observed the work performance ofmanagers and workers.
Greater outputs can be achieved by:
Systematization and
Standardization
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F. W. Taylor says that ScientificManagement consists of philosophy of:
(a) Scientific selection and training ofright workers for the right job.
(b) Providing adequate working
conditions.(c) Providing system of monetary
incentives to efficient workers.
(d) Assumption of responsibilities bymanagers and supervisors and placingworkers according to their experienceand qualification.
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MEANING OF SCIENTIFIC
MANAGEMENT:
It is application of scientific methods of
study and analysis to the problems of
management.It is systematic and thoughtful approach
to the job of management not like rule
of thumb or trial and error approaches.
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DEFINITION OF SCIENTIFIC
MANAGEMENT:
F. W. Taylor says, scientificmanagement means knowing exactly
what do you want your men to do and
seeing that they do it in the best andcheapest way.
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PRINCIPLES OF SCIENTIFIC
MANAGEMENT GIVEN BY TAYLOR:
(a) Science and not rule of thumb
(b) Scientific selection training and
development of workers.
(c) Co-operation between workers and
management.
(d) Equal division of work and
responsibility.(e) Maximum prosperity for both employers
and employees.
(f) Mental revolution.
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TECHNIQUES ORELEMENTS OR
FEATURES OF
SCIENTIFICMANAGEMENT
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Scientific work study
Methodstudy
Motion
studyTime study
Fatiguestudy
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SCIENTIFIC WORKSTUDY
It means, Systematic objective and
critical examination of all factorsinfluencing the efficiency and
operations and to improve upon it.
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METHOD STUDY:
PURPOSE: Is to maximise
efficiency in use of materials,
machinery, manpower and
capital by improving work
methods.
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MOTION STUDY:
PURPOSE: Eliminating
wastefulness from
unnecessary movement or
motions.
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TIME STUDY:
PURPOSE: Recording,
analysing and synthesising
the time for any operation.
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FATIGUE STUDY:
Fatigue may be mental or
physical. It is the study of
capacity of a worker to do
work without effect on his
health and efficiency.
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(II)SCIENTIFIC TASK SETTING:
It is, technique of forecasting
and viewing before hand every step
in a series of operations.
The steps required for scientific taskplanning/setting are:
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STEPS REQUIRED FOR SCIENTIFIC
TASK SETTING:
Routing
Scheduling
Dispatching
Follow-up
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(III) STANDARDISATION:
It includes size, design, shape, weight,
quality etc. should be according to the
requirement of customers
ADVANTAGE: It eliminates needless
variety and simplifies the productionprocess.
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(IV) SELECTION AND TRAINING:
After the employees are selected they
should be placed on right jobs.
ADVANTAGE: It is a tool to match the
job and job seeker.
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(V) DIFFERENTIAL PIECE RATE
SYSTEM:
It motivates the workers to produce
maximum quantity.
Two rates are used, higher rate for
workers who produce standard output or
more. Lower rate for those workers whoproduce less then standard output.
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(VI) FUNCTIONAL FOREMANSHIP:
According to this concept instead of having
one foreman as an incharge for production
department all activities should be grouped
in two groups i.e. planning forum and
workshop.
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LIMITATIONS/CRITICISM ONSCIENTIFIC MANAGEMENT:Scientific management is criticized as:It is production oriented and concentrates
on technical aspects of work and does notconsider human factor.
It treats humans as extension of machinesdevoid of feelings or emotions. It is morea theory of industrial engineering than ageneral theory of management.
It is more dogmatic than scientific.Managers criticized it on the ground that it
was difficult and expensive to introduce.
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WORK OF
HENRI FAYOL
(1841-1925)
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HENRI FAYOL
He was a French management theorist. His theories
are available in the book General and Industrial
management.
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F AYOLS CLASSIFICATION OF
BUSINESS ACTIVITIES:
Technical activities.
Commercial activities.
Financial activities.Security activities.
Accounting activities.
Managerial activities.
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MANAGEMENTPROCESS
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Manage
Plan
Organise
Command
Co-ordinateControl
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QUALITIES OF
GOOD
MANAGER
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Physical
MentalMoral
EducationSpecialised/ technical
knowledgeExperience
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CRITICISM OF HENRI FAYOLS
THEORY:
The theory is unclear and not deep
about the terms- structure and process
organisation. The terms organisationalauthority and organisation are stressed
too much.
The theory says that management
should be taught but it does not state the
nature and content of management
education.
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FURTHER CRITICISM ON FAYOLS
THEORY:Not even one classification of
management functions is acceptable for
functional theories. There is lack of
agreement about various terms used.The principles which are universal do
not stand the test of observation in all
situations.Functional approach over static
conditions but managers have to
function in dynamic environment.
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TAYLORV. FAYOLSr
No.
Topic Taylor Fayol
1. Perspective Shop floor
level
Top level
2. Focus Work method
and machines
General
Administration
3. Own Profile Scientist Administrator
4. Technique Scientificmethod
Principles ofmanagement
5. Theory Science and
industrial
management
Administrative
theory
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BEHAVIOURAL SCIENCES
APPROACH
IT BRINGS OUT EXISTING ANDNEWLY DEVELOPEDTHEORIES,METHODS AND
TECHNIQUES OF SOCIAL SCIENCEUPONTHE STUDY OF HUMANBEHAVIOUR.
E.G. PSYCHOLOGY, SOCIOLOGY, SOCIAL
PSYCHOLOGY AND ANTHROPOLOGY(STUDYOF PHYSICAL, BIOLOGICALAND CULTURALVARIABLES AFFECTING BEHAVIOUR OF
INDIVIDUALS AS A MEMBER OF GROUP).
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Contributor Details
Gantt and
Munsterberg
Managing involves getting things done with
and through people.
Hugo Munsterberg Application of psychology to industry and
management.
Walter Dill Scott Application of psychology to advertising,
marketing and personnel.
Max Weber Theory of bureaucracy
Vilfredo Pareto Called as the father of social system
approach to organization and management.
Elton Mayo and E.J
Roethlisberger
Studies on influence of social attitudes and
relationships of work group on performance.
2 3 54 6
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BEHAVIOURAL SCIENCES APPROACH
In this approach human factor is
the central focus and has pedestal
in organisation.
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HUMAN RELATION MOVEMENT:
This movement covers unionism,
Hawthrone studies and
philosophy of individualhumanism.
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MAIN FINDINGS OF
HAWTHRONE STUDIES:
Informal group
Social factors in output
First line supervisionCommunication and consultation
Leadership
Employee behavior and conflict
Integrating pay with social needs
New conception of personnelmanagement.
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BEHAVIOURAL SCIENCE
APPROACH ORORGANISATIONAL
BEHAVIOUR APPROACH:
Due to short comings in the
human relation approach, efforts
were made by behavioralscientists for analysing human
behaviour methodically.
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DEFINITION:
Definition:- Behavioral scienceapproach may be defined as systematicand scientific analyses of humanbehaviour with a view to determinecause of working behaviour of anindividual.
This approach is also called
organizational behaviour approach.This is an inter disciplinary approach ofstudying human behaviour.
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This behavioural approachconsists of:
Psychology
Sociology
Anthropology
Importance: It explains why doemployees behave alike.
BASIS OF THIS APPROACH IS AS
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BASIS OF THIS APPROACH IS AS
FOLLOWS:
Organisation Is socio-technique systemIndividual goals and interest of
employees can be integrated with
organisational goals
Conflict and co-operation co-exist in
organization
Individual differences and motivationPeople are key to productivity.
Different aspects of the approach were
developed by behavioural scientists.
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CONTINGENCY APPROACH
OR SITUATIONAL APPROACH:
Line of thinking
Universal application
Dependence
Systematic attempt
Approach says that
The study should be in relation to
Dependence of effectivenessApproach emphasis on situational
variables
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FEATURES OF CONTINGENCY
APPROACH:
This approach is situation oriented
After the analysis of situation
ExaminePrepare
Match requirements of the situation
Success depends upon
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CRITICISM OF
CONTINGENCYAPPROACH
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CONCLUSION FORCONTINGENCY
APPROACH
Managerial practice depends on
circumstances/ situation.
This theory recognises influence ofgiven solutions on organisational
behaviour.
Managers have realised that there is nosingle best way in which things can be
done.
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DIFFERE
NCE
BETWEEN SYSTEM
APPROACH AND
CONTINGENCY
APPROACH
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System approach Contingency approach
Says all organisation are
alike.
Each organisation is unique.
One has to study similarities& diffrences
It gives importance to
interaction & interdependence
between systems & sub
systems
It identifies the exact nature
of interdependence and their
impact on organisations
Gives importance to
synergetic effect of
organisations & external
inputs
Relates organisation structure
& design to the environment
Vague & complex. Pragmatic & action oriented.
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THANK YOU