The Evolution

of
Management
Theory
Early Thinking about Management
 Machiavelli- from his name was born the
term “Machiavellian” which means
cunning and manipulative
 He set forth principles like resolution of
internal conflict within the organization,
the maintaining power of the many, a
weak manager can follow the strong one,
but not another weak one and maintain
authority
Early Thinking about Management
 Sun Tzu- wrote the art of war which
stated principles like: if the enemy
advances we retreat, when the enemy
halts, we harass, when the enemy seeks
to avoid battle we attack, when the enemy
retreats we pursue.
 These strategies were used as on how to
engage competitors
The Scientific Management School
 Frederick W. Taylor – the father of
management.
 Set forth principles like: the best method
to performing each task, job person fit,
scientific education and dev’t of the
worker, intimate and friendly cooperation
between mgmt and labor
 Differential rate= a higher rate is paid to
more efficient workers
The Scientific Management School
 Scientific Management Theory sought to
determine scientifically the best methods
for performing any task, and for selecting,
training, and motivating workers
 The scientific management era was
ushered by the need to increase
production in a time when there is scarcity
of skilled laborers
The Scientific Management School
 Contributed the principle of the assembly
line, efficiency techniques have been
applied to may task in non-industrial
organizations, ranging from fast foods to
the training of fast food employees and
surgeons
The Scientific Management School
 Limitations of this theory is the emphasis
on productivity and profitability that led to
exploitation of customers and employees
leading to mistrust between mgmt and
employees resulting into the formation of
unions that strained labor-mgmt realtions
The Scientific Management School
 Henry Gantt- created the Gantt chart which
monitors each workers progress for each days
work load
 He added a second bonus on top of the
differential rate system, he added bonus to
those workers who would finish each days work
load, and added a bonus to the supervisor to,
with the expectation that the supervisor will train
his employees harder
 Basic Production management tools were
created from Henry Gantts works
The Scientific Management School
 The Gilbreths- fatigue and motion studies
that focused on ways to of promoting the
employees full potential as a human
beings
 There conception states that every motion
eliminated reduced fatigue which then
they said will bolster employee morale
The Classical Organization Theory
School
 The classical Organization Theory
attempted to identify the principles and
skills that underlie effective mgmt
 This theory grew out of the need to
manage complex organizations such as
factories
The Classical Organization Theory
School
 Henri Fayol- the father of classical
management, he was the first to observe
management behavior and the first to
systematize it
 Before Fayol, Managers were born, not
made
 Fayol believed that management is a skill
that can be taught once underlying
principles are understood
The Classical Organization Theory
School
 Max Weber- developed a theory of
bureaucracy that stressed the need of for
a strictly defined hierarchy governed by
clearly defined regulations and lines of
authority considered the ideal organization
as a bureaucracy whose activities and
objectives were rationally spelled out
The Classical Organization Theory
School
 Weber also stressed on the emphasis on
technical competence, and that
performance evaluations should be made
entirely on the basis of merit
 This theory advanced the formation of
huge corporations such as ford
The Classical Organization Theory
School
 Mary Parker Follet- introduced new elements esp
in the are of human relations and org structure
 She called management the art of getting things
done through people
 Her holistic model of control took into account
not just individuals and groups, but the effects
of such environmental factors such as politics,
economics and biology
 Paved the way for the study of broader set of
relationships
The Classical Organization Theory
School
 Chester Barnard- people come together as
a group to achieve things that they cannot
accomplish alone
 His central thesis states that an enterprise
can operate efficiently and survive only
when the organizations goals are kept in
the balance with the aims and needs of
the individuals working for it
The Classical Organization Theory
School
 He specifying a principle by which people
can work in a stable and mutually
beneficial relationships over time
 Acknowledged the importance of informal
organizations
 Zone of indifference (area of acceptance)-
what the employees would do without
questioning the authority of the manager
 The Behavioral School: the
organization is people
 Emerged primarily because the classical
school did not achieve sufficient
production efficiency and workplace
harmony
 To managers’ frustration people did not
always follow predicted or expected
patterns of behavior: hence the interest
on the people side of the org was
heightened
 The Behavioral School: the
organization is people
 The Behavioral school then is a group of
management scholars in sociology,
psychology and related fields, who use
their diverse knowledge to propose more
effective ways to manage people in the
org
 Human relations is the way in which
managers interact with other employees
or recruits
 The Behavioral School: the
organization is people
 Moral and efficiency is now based on the
state of human relations
 The human relations movement arose
from the early attempts to systematically
discover the social and psychological
factors that would create effective human
relations
 The Behavioral School: the
organization is people
 The Hawthorne Effect- the possiblity that
workers who receive special attention wil
perform better simply because they received
that attention: (one interpretation by Elton Mayo
and his colleagues)
 Resulted in the concept of the social man, who
is motivated by social needs and on the job
relationships, and responding more to work
group pressure than management control- this
was necessary to compliment the rational man
who is motivated by personal and economic
needs
 The Behavioral School: the
organization is people
 Behavioral scientists brought two new
dimensions to the study of management
First- they advanced a more sophisticated
view of human beings- (self actualizing
man, the complex man)
- People wanted something more than
instantaneous pleasure … their
organizational relationship needs to
support this complexity
 The Behavioral School: the
organization is people
Second-applied scientific investiations as to
how people behave in the organization,
particularly with regards to communication
and politics

 There contribution to the dev’t of

subsequent management theories has
been significant and ongoing
 The Management Science School
 Management science- approaching
management problems through the use of
mathematical techniques for their
modeling, analysis, and solution
 Operations research- mathematical
techniques for the modeling, analysis, and
solutions of management problems, also
called management science