1. Henri FayolHenri Fayol (Istanbul, 29 July 1841–Paris, 19 November 1925) was a French mining engineer, director of mines, and management theorist, who developed independent of the theory of Scientific Management, a general theory of business administration [1] also known as Fayolism. He was one of the most influential contributors to modern concepts of management.

Biography

Fayol was born in 1841 in a suburb of Istanbul, Turkey, where his father, an engineer, was appointed superintendent of works to build a bridge over the Golden Horn [1] (Galata Bridge). They returned to France in 1847. Fayol studied at the mining school "École Nationale Supérieure des Mines" in Saint-Étienne.

When 19 years old he started as an engineer at a mining company "Compagnie de Commentry-Fourchambeau-Decazeville" in Commentry. He became director in 1888, when the mine company employed over 1,000 people, and held that position over 30 years until 1918. By 1900 the company was one of the largest producers of iron and steel in France and was regarded as a vital industry.[1]

In 1916 he published his experience in the book "Administration Industrielle et Générale", only a few years after Frederick Winslow Taylor had published his theory of Scientific Management.

Work

[edit] Fayolism

Fayolism is one of the first comprehensive statements of a general theory of management,[2] developed by Fayol. He has proposed that there are six primary functions of management and 14 principles of management[3]

1. forecasting2. planning

3. organizing

4. commanding

5. coordinating

6. controlling

Controlling is described in the sense that a manager must receive feedback about a process in order to make necessary adjustments. Principles of Management

1. Division of work. This principle is the same as Adam Smith's 'division of labour'. Specialisation increases output by making employees more efficient.

2. Authority. Managers must be able to give orders. Authority gives them this right. Note that responsibility arises wherever authority is exercised.

3. Discipline. Employees must obey and respect the rules that govern the organisation. Good discipline is the result of effective leadership, a clear understanding between management and workers regarding the organisation's rules, and the judicious use of penalties for infractions of the rules.

4. Unity of command. Every employee should receive orders from only one superior.

5. Unity of direction. Each group of organisational activities that have the same objective should be directed by one manager using one plan.

6. Subordination of individual interests to the general interest. The interests of any one employee or group of employees should not take precedence over the interests of the organisation as a whole.

7. Remuneration. Workers must be paid a fair wage for their services.

8. Centralisation. Centralisation refers to the degree to which subordinates are involved in decision making. Whether decision making is centralised (to management) or decentralised (to subordinates) is a question of proper proportion. The task is to find the optimum degree of centralisation for each situation.

9. Scalar chain. The line of authority from top management to the lowest ranks represents the scalar chain. Communications should follow this chain. However, if following the chain creates delays, cross-communications can be allowed if agreed to by all parties and superiors are kept informed.

10. Order. People and materials should be in the right place at the right time.

11. Equity. Managers should be kind and fair to their subordinates.

12. Stability of tenure of personnel. High employee turnover is inefficient. Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies.

13. Initiative. Employees who are allowed to originate and carry out plans will exert high levels of effort.

14. Esprit de corps. Promoting team spirit will build harmony and unity within the organisation.

Fayol's work has stood the test of time and has been shown to be relevant and appropriate to contemporary management. Many of today’s management texts including Daft[4] have reduced the six functions to four: (1) planning; (2) organizing; (3) leading; and (4) controlling. Daft's text is organized around Fayol's four functions.

2. Scientific Management and Frederick Winslow Taylor

By far the most influential person of the time and someone who has had an impact on management service practice as well as on management thought up to the present day, was F. W. Taylor. Taylor formalized the principles of scientific management, and the fact-finding approach put forward and largely adopted was a replacement for what had been the old rule of thumb.

He also developed a theory of organizations which altered the personalized autocracy which had only been tempered by varying degrees of benevolence, such as in the Quaker family businesses of Cadbury's and Clark's.

Taylor was not the originator of many of his ideas, but was a pragmatist with the ability to synthesize the work of others and promote them effectively to a ready and eager audience of industrial managers who were striving to find new or improved ways to increase performance.

At the time of Taylor's work, a typical manager would have very little contact with the activities of the factory. Generally, a foreman would be given the total responsibility for producing goods demanded by the salesman. Under these conditions, workmen used what tools they had or could get and adopted methods that suited their own style of work.

F.W. Taylor's contributions to scientific management

By 1881 Taylor had published a paper that turned the cutting of metal into a science. Later he turned his attention to shoveling coal. By experimenting with different designs of shovel for use with different material, (from 'rice' coal to ore,) he was able to design shovels that would permit the worker to shovel for the whole day.

In so doing, he reduced the number of people shoveling at the Bethlehem Steel Works from 500 to 140. This work, and his studies on the handling of pig iron, greatly contributed to the analysis of work design and gave rise to method study.

To follow, in 1895, were papers on incentive schemes. A piece rate system on production management in shop management, and later, in 1909, he published the book for which he is best known, Principles of Scientific Management.

A feature of Taylor's work was stop-watch timing as the basis of observations. However, unlike the early activities of Perronet and others, he started to break the timings down into elements and it was he who coined the term 'time study'.

Taylor's uncompromising attitude in developing and installing his ideas caused him much criticism. Scientific method, he advocated, could be applied to all problems and applied just as much to managers as workers. In his own words he explained:

"The old fashioned dictator does not exist under Scientific Management. The man at the head of the business under Scientific Management is governed by rules and laws which

have been developed through hundreds of experiments just as much as the workman is, and the standards developed are equitable."

Objectives of Scientific Management

The four objectives of management under scientific management were as follows:

The development of a science for each element of a man's work to replace the old rule-of-thumb methods.

The scientific selection, training and development of workers instead of allowing them to choose their own tasks and train themselves as best they could.

The development of a spirit of hearty cooperation between workers and management to ensure that work would be carried out in accordance with scientifically devised procedures.

The division of work between workers and the management in almost equal shares, each group taking over the work for which it is best fitted instead of the former condition in which responsibility largely rested with the workers. Self-evident in this philosophy are organizations arranged in a hierarchy, systems of abstract rules and impersonal relationships between staff.

F.W. Taylor's contribution to organizational theory

This required an organization theory similar for all practical purposes to that advocated by those organizational theorists who followed. These theorists developed principles of management, which included much of Taylor's philosophy

His framework for organization was:

clear delineation of authority responsibility

separation of planning from operations

incentive schemes for workers

management by exception

task specialization

3. Introduction The model of the Five Competitive Forces was developed by Michael E. Porter in his

book „Competitive Strategy: Techniques for Analysing Industries and Competitors“ in 1980. Since that time the 'five forces tool' has become an important method for analysing an organizations industry structure in strategic processes.

Porters model is based on the insight that a corporate strategy should meet the

opportunities and threats in the organizations external environment. Especially, competitive strategy should based on an understanding of industry structures and the way they change.

Porter has identified five competitive forces that shape every industry and every market. These forces determine the intensity of competition and hence the profitability and attractiveness of an industry. The objective of corporate strategy should be to modify these competitive forces in a way that improves the position of the organization. Porters model supports analysis of the driving forces in an industry. Based on the information derived from the Five Forces Analysis, management can decide how to influence or to exploit particular characteristics of their industry.

4. Abraham Maslow's Hierarchy of Needs motivational model

Abraham Maslow developed the Hierarchy of Needs model in 1940-50s USA, and the Hierarchy of Needs theory remains valid today for understanding human motivation, management training, and personal development. Indeed, Maslow's ideas surrounding the Hierarchy of Needs concerning the responsibility of employers to provide a workplace environment that encourages and enables employees to fulfil their own unique potential (self-actualization) are today more relevant than ever. Abraham Maslow's book Motivation and Personality, published in 1954 (second edition 1970) introduced the Hierarchy of Needs, and Maslow extended his ideas in other work, notably his later book Toward A Psychology Of Being, a significant and relevant commentary, which has been revised in recent times by Richard Lowry, who is in his own right a leading academic in the field of motivational psychology.

Abraham Maslow was born in New York in 1908 and died in 1970, although various publications appear in Maslow's name in later years. Maslow's PhD in psychology in 1934 at the University of Wisconsin formed the basis of his motivational research, initially studying rhesus monkeys. Maslow later moved to New York's Brooklyn College.

The Maslow's Hierarchy of Needs five-stage model below (structure and terminology - not the precise pyramid diagram itself) is clearly and directly attributable to Maslow; later versions of the theory with added motivational stages are not so clearly attributable to Maslow. These extended models have instead been inferred by others from Maslow's work. Specifically Maslow refers to the needs Cognitive, Aesthetic and Transcendence (subsequently shown as distinct needs levels in some interpretations of his theory) as additional aspects of motivation, but not as distinct levels in the Hierarchy of Needs.

maslow's hierarchy of needs - free pdf diagram and free doc diagram

1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc.

2. Safety needs - protection from elements, security, order, law, limits, stability, etc.

3. Belongingness and Love needs - work group, family, affection, relationships, etc.

4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc.

5. Self-Actualization needs - realising personal potential, self-fulfillment, seeking personal growth and peak experiences.

5. James WattJames Watt, FRS, FRSE (19 January 1736 – 25 August 1819)[1] was a Scottish inventor and mechanical engineer whose improvements to the Newcomen steam engine were fundamental to the changes brought by the Industrial Revolution in both the Kingdom of Great Britain and the world.

While working as an instrument maker at the University of Glasgow, Watt became interested in the technology of steam engines. He realised that contemporary engine designs wasted a great deal of energy by repeatedly cooling and re-heating the cylinder. Watt introduced a design enhancement, the separate condenser, which avoided this waste of energy and radically improved the power, efficiency, and cost-effectiveness of steam engines. He developed the concept of horsepower.[2] The SI unit of energy, the watt was named after him.

Watt attempted to commercialise his invention, but experienced great financial difficulties until in 1775 he entered a partnership with Matthew Boulton. The new firm of Boulton and Watt was eventually highly successful and Watt became a wealthy man. In retirement, Watt continued to develop new inventions though none were as significant as his steam engine work. He died in 1819 at the age of 83.

James Watt (1736 - 1819), and Matthew Boulton (1728 - 1809) developed elements of technical production such as standardization, quality-control procedures, cost-accounting, interchangeability of parts, and work-planning. Many of these aspects of management existed in the pre-1861 slave-based sector of the US economy. That environment saw 4 million people, as the contemporary usages had it, "managed" in profitable quasi-mass production.

6.ROBERT OWEN: HUMAN RESOURCES MANAGEMENT PIONEER

He was a successful British entrepreneur in the early 19th century. He was the one of the earliest management thinkers to realize the significance of human resources. He believed that workers performance was influenced by the environment in which they worked. He proposed the legislative reform that would limit the number of working hours and restrict the use of child labor.  He recommended the use of a ‘silent monitor' to openly rate employee's work on a daily basis. Blocks of wood were painted in 4 different colors, with each color signifying a certain level of accomplishment.Owen wanted other manufacturers to share his concern for improving workers' working and living conditions. He argued that a manager's best investment was in his workers. Though Owen's ideas were not accepted by his contemporaries, they laid the groundwork for the human relations movement. Owen is also considered a forerunner of the behavioral school because of his concern for human welfare.

Name Period Contribution Robert Owen 1771- 1858 Proposed legislative reforms to improve working conditions of labor Charles Babbage 1792-1871 Advocated the concept of ‘division of labor'; devised a profit-sharing plan which led to the modern-day Scanlon Plan Andrew Ure 1778-1857 Advocated the study of management Charles Dupin 1784-1873 Henry R. Towne 1844-1924 Emphasized the need to consider management as a separate field of study and the importance of business skills for running a business.

7. Charles Babbage

In a much later period a professor of mathematics at Cambridge University, Charles Babbage (1792-1871), discovered that science and mathematics could be applied to the operation of factories. He proposed to make much more detailed cost measurements in factories. He also developed a calculating machine, but lack of suitable materials made it difficult for him to make many refinements to it.

All these early influences can be considered to be less scientific because they did not generate what is nowadays called the universal principles of management. These principles were formulated much later, at the end of the nineteenth century.

8. Henry Varnum PoorHenry Varnum Poor (December 8, 1812 – January 4, 1905) was a financial analyst and founder of H.V. and H.W. Poor Co, which later evolved into the financial research and analysis bellwether Standard & Poor's.

Born in Andover, Maine to Silvanus and Mary Poor, he was the first of his family to attend college, graduating from Bowdoin in 1835. He joined his uncle's law firm, being called to the bar in 1838. Later Henry and his brother John established a law practice in Bangor, Maine. By investing money in Maine's growing timber industry, the Poor brothers made a fortune. John Poor became a minor railway magnate in association with the European and North American Railway, and was heavily involved in the building of the Maine rail network.

In 1849, John purchased the American Railroad Journal, of which Henry became manager and editor. In 1860, Henry Poor published History of Railroads and Canals in the United States, an attempt to compile comprehensive information about the financial and operational state of U.S. railroad companies. He later established H.V. and H.W. Poor Co. with his son, Henry William, and published annual updated versions of his book. Standard & Poor's traces its history back to this publication.

Poor was a resident of Tuxedo Park, New York, which was founded by his good friend Pierre Lorillard in 1886.

He died in Brookline, Massachusetts, at the age of 92.[1]

9. Chester Barnard,

who was president of New Jersey Bell Telephone Company, introduced the idea of the informal organization — cliques (exclusive groups of people) that naturally form within a company. He felt that these informal organizations provided necessary and vital communication functions for the overall organization and that they could help the organization accomplish its goals.

Barnard felt that it was particularly important for managers to develop a sense of common purpose where a willingness to cooperate is strongly encouraged. He is credited with developing the acceptance theory of management, which emphasizes the willingness of employees to accept that managers have legitimate authority to act. Barnard felt that four factors affected the willingness of employees to accept authority:

The employees must understand the communication. The employees accept the communication as being consistent with the organization's

purposes.

The employees feel that their actions will be consistent with the needs and desires of the other employees.

The employees feel that they are mentally and physically able to carry out the order.

Barnard's sympathy for and understanding of employee needs positioned him as a bridge to the behavioral school of management, the next school of thought to emerge.

Read more: http://www.cliffsnotes.com/study_guide/Classical-Schools-of-Management.topicArticleId-8944,articleId-8851.html#ixzz0t47RegmI

10. Oliver Sheldon

Oliver Sheldon (1894-1951) was a director of the Rowntree Company in York, in the UK, in the 1920s.

He was closely involved in restructuring the management and organisation of the growing confectionery company at a stage where its growth meant by necessity it had to move away from the personal, family-centred management of its founder, Joseph Rowntree, towards a more professional culture. Under the chairmanship of Joseph's son, Seebohm, the company adopted Sheldon's proposals for a more functional style of organisation, but he tempered this with a belief, shared by the Rowntree firm's senior managers, that industry existed for more than the profit of shareholders. Sheldon held that good management was about more than technique - it should be concerned with human understanding. "The leadership of men calls for patience, courage, and, above all, sympathy." Service to the community was the primary motive and fundamental basis of industry.

Consequently, Sheldon advocated a human relations style of management which placed the individual in a human context involving a range of emotional and psychological needs. In this, he disagreed fundamentally with contemporaries such as Taylor, who saw economic need as being the primary motivator of workers. Anticipating later writers such as Mayo and Herzberg by some years, Sheldon argued that, while basic economic needs must be met, wider personal and community needs were equally important. Industry was key to shaping society and the leaders and managers of industry consequently had to work to ethical considerations which were greater than purely financial. While stressing the need for efficiency, he saw service and democracy as complementary to this - reflecting long established Rowntree practices, introduced by Joseph and extended by Seebohm Rowntree and Oliver Sheldon, such as ensuring their workers were paid a "living wage", had decent working conditions and were consulted on and involved in decision making in the workplace. Both the firm and individual directors were closely involved in a range of community work, often motivated by their Quaker religious beliefs and/or their Liberal politics. In 1904, Joseph Rowntree gave away half his personal fortune and almost two-thirds of the shares in the company to three Trusts to pursue a range of charitable, social and political work. All three continue today in the forms of the Joseph Rowntree Charitable Trust, the Joseph Rowntree Foundation (which includes the Joseph Rowntree Housing Trust) and the Joseph Rowntree Reform Trust. All are still based in York.

Although with the passage of time, the Rowntree company was to change and develop in new ways (particularly with new brands and marketing from the 1930s on), and in 1988 was bought by Nestlé, it retained a tradition of good management throughout, in keeping with the philosophy of its founder and those around him. Sheldon explored this in his 1924 book, "The Philosophy of Management", which demonstrated his twin concerns for sound business and ethical practice when he stated: "The cost of building the Kingdom of Heaven will not be found in the profit and loss accounts of industry, but in the record of every man's conscientious service."

11. George Elton Mayo (26 December 1880 - 7 September 1949) was an Australian psychologist, sociologist and organization theorist.

He lectured at the University of Queensland from 1911 to 1923 before moving to the University of Pennsylvania, but spent most of his career at Harvard Business School (1926 - 1947), where he was professor of industrial research. On 18 April 1913 he married Dorothea McConnel in Brisbane, Australia. They had two daughters, Patricia and Gael.

Mayo is known as the founder of the Human Relations Movement, and is known for his research including the Hawthorne Studies and his book The Human Problems of an Industrialized Civilization (1933). The research he conducted under the Hawthorne Studies of the 1930s showed the importance of groups in affecting the behavior of individuals at work. Mayo's employees, Roethlisberger and Dickinson, conducted the practical experiments. This enabled him to make certain deductions about how managers should behave. He carried out a number of investigations to look at ways of improving productivity, for example changing lighting conditions in the workplace. What he found however was that work satisfaction depended to a large extent on the informal social pattern of the work group. Where norms of cooperation and higher output were established because of a feeling of importance, physical conditions or financial incentives had little motivational value. People will form work groups and this can be used by management to benefit the organization.

He concluded that people's work performance is dependent on both social issues and job content. He suggested a tension between workers' 'logic of sentiment' and managers' 'logic of cost and efficiency' which could lead to conflict within organizations.

Disagreement regarding his employees' procedure while conducting the studies:

The members of the groups whose behavior has been studied were allowed to choose themselves.

Two women have been replaced since they were chatting during their work. They were later identified as members of a leftist movement.

One Italian member was working above average since she had to care for her family alone. Thus she affected the group's performance in an above average way.

Summary of Mayo's Beliefs:

Individual workers cannot be treated in isolation, but must be seen as members of a group. Monetary incentives and good working conditions are less important to the individual than the

need to belong to a group.

Informal or unofficial groups formed at work have a strong influence on the behavior of those workers in a group.

Managers must be aware of these 'social needs' and cater for them to ensure that employees collaborate with the official organization rather than work against it.

Mayo's simple instructions to industrial interviewers set a template and remain influential to this day i.e. A. The simple rules of interviewing:- 1. Give your full attention to the person interviewed, and make it evident that you are doing so. 2. Listen - don't talk. 3. Never argue; never give advice. 4. Listen to: what he wants to say; what he does not want to say; what he can not say without help. 5. As you listen, plot out tentatively and for subsequent correction the pattern that is being set before you. To test, summarize what has been said and present for comment. Always do this with caution - that is, clarify but don't add or twist. [SOURCE: papers held by Mayo's grand-daughter.]

[edit] Criticisms and Behaviour

Mayo's contributions to management thought have come increasingly under fire. The celebrated sociologist Daniel Bell criticized Mayo and other industrial sociologists for "adjusting men to machines," rather than with enlarging human capacity or freedom. James Hoopes criticized Mayo in 2003 for "substituting therapy for democracy."

12. Henry S. Dennison, Elton Mayo, and Human Relations historiography

1. Kyle Bruce

1. Aston Business School

Abstract

The conventional wisdom in management thought is that Human Relations was the intellectual progeny of Elton Mayo and his associates, arising out of the fabled Hawthorne ‘experiments’ and marked a distinct intellectual break from Scientific Management.This article questions these sentiments and explores the contribution to Human Relations thinking made by Boston businessman and Taylorist Henry S. Dennison.The article will demonstrate that Dennison preceded Mayo in proffering the view that humans are not merely the egoistic, utilitarian animals of mainstream economics and Scientific Management, but that they have other (high-level) psychosocial needs, and their social relationships at work play an important role in their productivity.

Ancient ???? first scripts Sumerian traders around 5200 BC – 4500 BC.

Dated from 2720 BC is the oldest pyramid of Hellinikon (Greece), so ancient Egyptian pyramid builders probably used to use some principles of project management.

Slave-owners faced the problems of exploiting/motivating a dependent but sometimes recalcitrant workforce , first leadership techniques.

The First Slave War (134 BC-132 BC) freeborn slave named Eunus, styling himself King Antiochus, who adopted a name familiar from the region of his birth—Syria—was reputed to be a magician, and led the slaves of the eastern section of Sicily.Second Slave Revolt 104 BC-100 BC led by slave named Salvius led slaves in the east of Sicily; while Athenion led the western slaves.

The Revolt of Spartacus 73 BC-71 BC While Spartacus was a slave and gladiator, as were the other leaders, and while the revolt centered in Campania, in southern Italy, rather than Sicily, many of the slaves who joined the movement were like the slaves of the Sicilian revolts. Most of the southern Italian and Sicilian slaves worked in the latifundia as agricultural and pastoral slaves. Again, local government was inadequate to handle the revolt—it took three Roman armies to put an end to the Spartacan War.[1]

The war with Hannibal had produced 75000 slaves, and many were imported from Asia after the war with Antiochus.

The First Slave Auction at New Amsterdam in 1655.

[edit] 5th – 18th centuries Arabic numerals 1390s – Francisco Di Marco – cost accounting

1410s – the Soranzo brothers – journals and ledgers

1494 – Luca Pacioli – codification of double-entry book-keeping in Summa de arithmetica, geometrica, proportioni et proportionalita (Venice), a synthesis of the mathematical knowledge of his time.

1509 book Divina Proportione by Pacioli discusses the mathematics of the golden ratio and its application in architecture. Leonardo da Vinci drew the illustrations of the regular solids published in the book while he lived with and took mathematics lessons from Pacioli. Da Vinci's drawings are probably the first illustrations of skeletonic solids which allowed an easy distinction between front and back. The work also discusses the use of perspective by painters such as Piero della Francesca, Melozzo da Forlì and Marco Palmezzano.

1770s – Adam Smith – microeconomic foundations of business, specialization of labour

[edit] 1800s 1881 – Joseph Wharton – first tertiary-level college course and textbook in business

management 1800s – Matthew Boulton – work methods

1810s, 1820s – Eli Whitney – interchangeable parts, cost accounting

1810s – James Watt – standard operating procedures, cost control

1810s – Robert Owen – mutually beneficial personnel practices

1830s – Charles Babbage – early scientific approach

1840s – analyses of Karl Marx and of Friedrich Engels

1850s – Henry Poor – the principles of organization

1850s – Daniel McCallum – organizational charts

1860s – Frederick Law Olmsted 1860 describes machine-like operation of slavery as "management"

1880s – Henry Metcalfe – the science of administration

1890s – 1930s – Karol Adamiecki – management

1890s – Frederick Hallsey – wage and compensation plans

1890s – Henry R. Towne's Science of management,

[edit] 19th century Modern management as a discipline began as according to some as (i) an off-shoot of economics

or to others as (ii) organizational practices associated with US slavery. theoretical background to resource allocation, production, and pricing—provided by Classical

economists such as Adam Smith and John Stuart Mill

technical production elements such as standardization, quality control procedures, cost accounting, interchangeability of parts, and work planning developed by innovators like Eli Whitney, James Watt, and Matthew Boulton

middle of the 19th century – human element with theories of worker training, motivation, organizational structure and span of control introduced on US slave plantations (e.g. Hammond 1847; Southern Cultivator, 1854); and with progressive aspirations by Robert Owen, Henry Poor, and M. Laughlin and others..

late 19th century – a new layer of complexity to the theoretical underpinings of management introduced by marginal economists Alfred Marshall and Leon Walras and others ..

[edit] 1900s 1900s – Frank Gilbreth – time and motion study Cheaper by the Dozen 1900s – Henry Gantt – gantt charts

1900s – Frederick Winslow Taylor – Scientific Management

1904 – Joseph M. Juran – Internal customer, quality trilogy

1909 – Shigeo Shingo – Zero Quality Control (Poka-Yoke) and Single Minute Exchange of Dies (SMED)

[edit] 1910s 1910s – Henry L. Gantt's charts 1910s – A. Erlang – waiting-line theory

1910s – Henri Fayol – the inter-relationships of the various parts of management

1910s – William Henry Leffingwell – National Office Management Association

1910s – Ordwat Tead – the psychology of industry

1910s – F. Harris – economic lot size model

1910s – Hugo Musterberg – the psychology of work

1910s – Alexander Church – functional management

1911 – J. Duncan wrote the first college management text book

1911 – J. Duncan – the first college textbook in management

1911 – Frederick Winslow Taylor's Scientific management

1912 – Yoichi Ueno introduced Taylorism to Japan

1915–1989 – Kaoru Ishikawa Total Quality Management (TQM), Ishikawa fishbone diagram

1916–2001 – Herbert A. Simon – "Satisficing", Nobel Prize 1978

1917 – Frank and Lillian Gilbreth's Applied motion study

[edit] 1920s 1920s – 1930s – Walter A. Shewhart – Bell Labs – control charts 1920s, 1930s – Chester Barnard – executive leadership

1920s – Walter Dill Scott – the psychology of personnel management

1920s – H. Dodge – statistical quality control procedures

1920s – T. Fry – statistical queuing theory

1920s – Ronald Fisher – statistical management

1920s – Oliver Sheldon – the philosophy of business

1920s – Elton Mayo – the sociology of business interactions

1924 – Genichi Taguchi How product specification can become cost effective production

[edit] 1930s 1930s, 1940s – P. Blackett – operations research 1930s – Mary Follett – group problem solving

[edit] 1950s 1950s – 2004 – Russell L. Ackoff – operations research and systems theory 1950s – Ronald Coase – transaction cost analysis, industrial and organizational economics –

[Nobel Prize in 1991]

1950s, 1960s – W. Edwards Deming – management, quality

1950s, 1960s, 1970s, 1980s – Peter Drucker – management theory, MBO

1950s, 1960s, 1980s, 1990s, 2000s – Armand V. Feigenbaum – Total Quality Control, "Quality is what the customer says it is", the "hidden" factory

[edit] 1960s 1960s, 1970s, 1980s – Philip Crosby – quality control – "Quality is Free" 1960s, 1970s – David Ogilvy – advertising

1960s, 1970s – Theodore Levitt – marketing

1960s, 1970s – Henry Markovitz – portfolio diversification

[edit] 1970s 1970s, 1980s, 1990s, 2000 – Kenneth D. Mackenzie – Organizational Hologram, Organization

Theories 1970s, 1980s, 1990s – Chris Argyris – learning systems

1970s, 1980s, 1990s – Philip Kotler – marketing management, marketing warfare

1970s, 1980s, 1990s – Michael Porter – SWOT analysis, strategic management, value chain, generic strategies, 5 forces

1970s, 1980s – Yoram Wind – strategic behavioural models

1970s, 1980s – Kenichi Ohmae – strategic thought processes

1970s, 1980s – Tom Peters – Excellence theories

1970s, 1980s – Richard Waterman – Excellence theories

1970s, 1980s – B. Gale – PIMS study on market share

1970s, 1980s – E. Learned – SWOT analysis

1970s, 1980s – R. Buzzell – PIMS study on market share

1970s, 1980s – Mahajan – strategic models

1970s, 1980s, 1990s, 2000s – Henry Mintzberg – organizational behaviour, strategic management

1970s – Merton Miller – corporate finance

1970s – Franco Modigliani – corporate finance

1970s – George Day – marketing

1970s – Oliver Williamson – transaction cost analysis

1970s – John Lintner – finance

1970s – Harold Deming – quality control

1970s – Laurence J. Peter – the Peter Principle

[edit] 1980s 1980s – D. Aaker – marketing strategy 1980s – C. K. Prahalad – core competency

1980s – P. Ghemawat – experience curve

1980s – Al Reis – positioning theory

1980s – Derek Abell – strategic windows

1980s – Robert Camp – benchmarking

1980s – Jack Trout – positioning theory

1980s – Constantinos Markides – strategy dynamics

1980s – Eliyahu M. Goldratt – theory of constraints, critical chain project management

1980s, 1990s – Leo Melamed – futures exchanges

1980s, 1990s – Jay Barney – resource based strategies

1980s, 1990s – John Kotter – leadership

1980s – Jeffrey Pfeffer – organizational development

1989 Stephen Covey's book 'The Seven Habits of Highly Effective People'

[edit] 1990s

Japanese quality methodologies introduced here by the late Dr. Kaoru Ishikawa, Dr. Masao Kogure, Dr. Yoji Akao, Dr. Noriaki Kano, Mr. Masaaki Imai, and many others.

1990s – Michael Hammer – reengineering 1990s – Adrian Slywotzky – value migration

1990s – James Moncrieff – strategy dynamics

1990s – James Collins – vision, mission, objectives and BHAG

1990s – Gary Hamel – core competencies, strategy as revolution

1990s – Robert S. Kaplan – balanced scorecard

1990s – Keith Denton – continuous improvement

1990s – Patricia Seybold – e-marketing, e-commerce, customer co-design

1990s – Don E. Schultz – integrated promotional strategy

1990s – James Gilbert – profit pools

1990s – Regis McKenna – real-time management

1990s – J. Sheth – business strategy

1990s – Frederick F. Reichheld – the loyalty effect

1990s – Kenneth Andrews – corporate values

1990s – Fred Davis – Technology acceptance model TAM

[edit] 2000s 2000s – Nicholas Negroponte – human-computer interface

[edit] Still undated – James G. March – Cognitive organization theory – Frederick Hertzberg – motivation theory

– David Garvin – eight dimensions of quality

– August-Wilhelm Scheer – ARIS

– Sumantra Ghoshal – strategic leadership, book Individualised Corporation

– IDEF