1. Development of Management Thought
By :- vibha suri ( 5159)
Kanwalroop (5131)
Gursimar kaur (5119) .

2. MANAGEMENT THOUGHTS
MA NAGEMENT THOUGHTS HAS PASSED VARIOUS STAGES TO REACH ITS PRESENT LEVEL
FOR THE PURPOSE OF STUDY IT IS DIVIDED INTO THREE STAGES
IT WAS IN HALF OF 18 CENTURY WEN PHILOSPHERS GAVE MORE ATTENTION TOWARDS PROBLEMS RELATED TO MANAGEMENT ..

3. The forerunners of scientific management theory are :-
Charles Babbage Robert owen
F.W.Taylor
Henry Fayol

4. Robert Owen
Robert Owen was the manager of different cotton textile mills between 1800 and
He was the first person to pay attention to labour welfare .
He suggested the change in the attitude of industrialist towards workers .
He worked to his maximum possible extent for the improvement in working conditions of workers.
He stated that men should not be treated as secondary and inferior to machines

5. Charles babbage
Besides Robert Owen there were some scientists who thought of making improvements in the management by observing the scientific techniques ,prominent amongst them was Charles Babbage .
Charles Babbage a leading British mathematician at Cambridge university from
He studied and observed the problems that :-
Most of the factories in England and France used to work on the basis of estimates and imagination.
They were traditional rather than scientific minded

6. Frederick Winslow Taylor
F.W.Taylor known popularly as the father of scientific management and classicist in management theory.
He was the first person who insisted on the introduction of scientific methods In management
He made for the first time the systematic study of management and evolved an orderly set of principles to replace the trial and error methods then in vogue.

7. Henry fayol
Henri Fayol (Istanbul, 29 July 1841–Paris , 19 November 1925) was a French mining engineer and director of mines who developed a general theory of business administration.
He and his colleagues developed this theory independently of Scientific management .
He was one of the most influential contributors to modern concepts of management .

8. Stages in management thoughts..
1 The classical theory of management..
2. The neo classical theory of management ..
3. The modern management theories..

9. Introduction
IT WAS ONLY IN THE SECOND HALF OF 18TH CENTURY THAT – JAMES WATT, BOULTON,ROBERT OWEN AND CHARLES BABBAGE GAVE SERIOUS THOUGHT TO PROBLEMS OF MANAGEMENT
THIS PERIOD IS ALSO KNOWN AS PRE-TAYLOR PERIOD.
IT IS ONLY WHEN MAX WEBBER INTRODUCED BUREACRATIC MODEL AROUND 1900 THAT THE FIRST SYSTEMATIC MANAGEMENT THEORY IS SAID TO HAVE EMERGED

10. Classical Approach
The term is used to describe the hypotheses of the scientific management theorists and the general administrative theorists.
Inter-related functions
Based on experience of managers
Based on basic truths and facts
Managers were developed by formal education and training
People are motivated by incentives and penalities.
No conflict within individuals, if any, interest of orgn prevails

11. Classical Approach includes …
BUREACRATIC MODEL – MAX WEBBER
SCIENTIFIC MANAGEMENT – FW TAYLOR
PROCESS MANAGEMENT – HENRY FAYOL

12. WEBBER’S BUREACRATIC MODEL
THE MODEL INCLUDED THE FOLLOWING:
SEPARATION BETWEEN SUPERIOR AND SUBORDINATE
DIVISION OF LABOUR BASED ON COMPETENCE & FUNCTIONAL SPECIALISATION
DIVORCE BETWEEN PERSONAL AND OFFICIAL MATTERS
SYSTEM OF RULES, REGULATIONS AND PROCEDURES
HIERARCHY IN POSITIONS BASED ON LEGAL AUTHORITY

13. A) Bureaucracy Max Weber (1864-1920) A German Social Scientist
Charateristics :-
Division of work
Rules and Regulations
Hierarchy of Authority
Technical Competence
Staffing
Impersonal Relations

14. +ves & -ves Positives Negatives Specialisation Rigid Structure
Goal Displacement
Rationality
Impersonalisation
Predictability
Paper Work
Democracy
Empire Building
Red Tape

15. B) Scientific Management Fredrick Winslow Taylor (1856-1915) Father of Scientific Management
Grew out to increase productivity
In 20th century, skilled labour in US were short in supply, so neccessary to increase efficiency.
Objectives
Provide scientific basis for designing and performing jobs.
Managers to follow scientific and systematic approach to managerial problems in place of rule of thumb

16. Principles ‘Mental Revolution’ Science – No rule of thumb.
Harmony, not discord.
Co-operation not Individualism.
Development of each man to his best capacity and ability
‘Mental Revolution’
Eyes off division of surplus, rather focus on increasing the size of surplus

17. Techniques.. Time Study (work Measurement) Motion Study Method Study
Fatigue Study
Differential wage rate system
Scientific task planning
Standardization + Simplification
Functional Foremanship

18. Instruction Card Clerk Disiplinarians 4 Executing at Shop Floor
8 Supervisors
4 Planning in office
Route Clerk
Time & Cost Clerk
Instruction Card Clerk
Disiplinarians
4 Executing at Shop Floor
Gang Boss
Speed Boss
Repair Boss
Inspector

19. C) Administrative Theory Henry Fayol (1841-1925) Father of Adminstrative Management
His Contributions…
6 Business Activities
5 Management Functions
14 Principles
Business Activities
Technical
Commercial
Financial Operating activities of business
Accounting
Security
Managerial Activity Most Neglected

20. 14 Principles Division of Work Authority and Responsibilty Discipline
Unity of Command
Unity of Direction
Subordiantion of Individual interest to general interest
Remuneration of personnel
Centralisation
Scalar Chain
Order (Material order + Social order)
Equity
Stability of tenure
Initiative
Espirit de corps (Unity of efforts through harmony of interests)

21. NEO-CLASSICAL THEORY 1

22. FEATURES: Elton Mayo and Mary Parker Follet are the main contributors.
Deals with the human factor.
First highlighted by movements known as ‘Hawthorne Experiments’.
Causes ‘Behavioural Science Management’ ; a further refinement of human relations approach.

23. Hawthorne Studies
These studies were conducted to determine the effect of better physical facilities on workers’ output. A number of experiments were conducted on the workers to find out the impact of different situations on their efficiency.

24. Conclusions of Hawthorne Studies
Impact of Social factors: man was primarily motivated by his social needs i.e. security, recognition, morale and belongingness.
Importance of informal groups: These have a great influence on productivity and attitudes of the workers towards work performance.
Leadership: The ‘informal leaders’ have more influence on their behaviour pattern.
Proper communication: It is necessary for better understanding between management and workers.

25. BEHAVIORAL SCIENCES MOVEMENT (further refinement of human relations movement)
Important aspects:
Motivation of employees for improving productivity.
Organisation as a social system.
Leadership-study of managerial behavior.
Communication for better understanding.
Employee development.

26. CONTRIBUTORS TO BEHAVIORAL SCIENCES MOVEMENT
Abraham Maslow
Douglas McGregor
Rensi Likert
Chester Bernard

27. Classification of human needs by Maslow
Physiological needs
Safety needs
Social needs
Esteem needs
Self-actualisation needs

28. Classification of management styles by Rensis Likert
Exploitative Autocratic (no participation of workers)
Benevolent Autocratic (relationship of master and servant)
Participative (subordinates allowed to Participate in decisions involving their lives)
Democratic (full confidence in subordinates)

29. Comparison between Human Relations and Behavioral Approaches
Behavioral Sciences Approach
Human Relations approach
Focused on interpersonal relationships.
Lays emphasis on individual needs and behavior.
Conflict in organisation is taken as negative.
It was based on hawthorne experiments, so its scope is limited.
Focused on group relations.
Emphasises on group behavior.
Conflict in organisation taken to be a part of modern organisation.
It refined Human Relations approach and has a wide scope.

30. MODERN MANAGEMENT THEORIES
Quantitative approach
Systems approach
Contingency approach

31. [1] Quantitative approach
FEATURES :
Management is concerned with problem solving and must use mathematical tools to solve them.
Mathematical models can be developed by quantifying various variables of the problems.
Mathematical symbols can be used to describe managerial problems.
Mathematical tools, operations research, simulation and model building are used to find out solutions to managerial problems.

32. Limitations: Does not give weightage to human element.
In practical life managers have to take quick decisions without waiting for full information and developing of models.
The assumption, that all variables to decision making are measureable and interdependent, is not realistic.
The data available in the business may not always be up to date.

33. [2] SYSTEMS APPROACH
“A system is composed of related and dependent elements which, when in interaction, form a unitary whole.” -Cleland and King

34. Features of Systems Approach:
Open system : This approach views organization as linked to it’s environment.
Adaptive System: In order to meet challenges of the environment, management has to adapt to the changing environment.
Organization as a whole: To ensure effectiveness, the emphasis is laid on integration of various sub-systems.
Sub-Systems: these are tied together through goals, authority flows, resources flow,etc.
Boundaries: the organisation provides a boundary which separates it from other systems.
Multi-disciplinary approach: The modern theory is enriched by contributions from various disciplines.

35. [3] CONTINGENCY OR SITUATIONAL APPROACH
It was developed by J.W. Lorsch and P.R. Lawrence in Emphasises the fact that what managers do in practice depends on a given set of circumstances.

36. Features:
Management in entirely situational.
Management policies should respond to environmental conditions.
There is no one best way of managing.

37. SYSTEMS APPROACH Vs CONTINGENCY APPROACH
The emphasis is on interactions among sub-systems
It treats all organizations alike.
Interacts with the environment and adjust as per the changes.
Provides a theoretical model of understanding.
It emphasizes the impact of environment on organizational style
Each organisation is taken as a unique identity
Impact of environment is the major concern.
Suggests practical solutions to organizational problems.

38. Thanku everyone …  