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    Mudule in English

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
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    12 views10 pages

    Mudule in English

    Uploaded by

    lesly
    Mudule in English

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
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    of 10
    THe EVOLUTION OF MANAGEMENT THOUGHT Sixth Edition / DANIEL A. WREN ‘The University of Oklahoma and ARTHUR G. BEDEIAN Louisiana State University and A&M College , j { 4 wiley Joun Witz & Sons, Inc, Bauska oat vomgieUDrecA. GENERAL srueccian 2" CcomeRA cH PUBLISHER ‘Gorge Hofinan| EXECUTIVE EDITOR [ie okesoe ASSISTANTEDITOR Caria Marker Dot MARKETING MANAGER. Cay DeCanaia DESIGN DIRECTOR erry Noles ‘SENIOR DESIGNER Kevia Morty “SENIOR PRODUCTION EDITOR Pain MePaen SENIOR MEDIA EDITOR Denil Haag PRODUCTION MANAGEMENT SERVICES Pine Tre Composition ‘This book asset in 10 pe. Minon Regu by Laewors ovate Limited, Chenns printed and bound by Coun’ Wetord, The ver wpe by Cou Weston nin and was ‘This books pelaed on aie pape: ‘Copgight © 209 John Wiley & Sons, In. Al ahs reveved: No pat of his publiaton may be reproduced sort ie revl ey or tanmted fe any form of by any rans een treat, photocopying recording eanning or otherwise cept as pete under Sectors 107 or 108 ofthe 1976 Unied Sater Cope Act, witout ether the poe writen permision of the Pulses or auihozton then payment ofthe appropriate pe-opy feet the Copyiht (lerance Cane, Ine. 22 Rozwoed Drive, Daze MA 0823, website wre copyrigh:com. Requests to te Public for permis shouldbe aes tothe Permissions Deperest, oh Wiley 8 Song Inc, IIL River Set, Hoboken, NY O70305774, (201748401, fx (201)78-008, website Inspitnmevriyongrpemiions “To oder books for carom serie plese, cl-$0-CALL WILEY (225.535) ISDN-1n 978-0470428978 Print inthe United ets of Amara 1098765432 Dedication To Leon, Maude, and Karen my links with the past; To Jonathan, Laura, and Lynda; and to another generation, Karen Nicole, Tanner Ray, and Ethan Daniel my links with the future. To Varsenick and Arthur Bedeian for reasons lost to history; To Lynda, Katherine, and TAB for every reason; To Anna-Kennon, Kate McGee, and Laura Gabrielle for making me so very happy. UNIVERSIDAD JAVERIANA BIaLIOTEGA GENERAL Early Management Thought act I covers a wide span of time and taces develop ‘ments in management thought up to the scientific ‘management era in the United States. After a brief introduction tothe role of management in organizations, this part examines examples of very early management thought and then demonstrates how changes in economic, socal, and political enviconments set the stage for the Industrial Revolution. This revolution crested certain management problems in the embryonic factory system and led to the need for a formal study of management. The genesis of ‘modern management thought is found in the work of early pioneets who sought to solve the problems ereated by the factory system. Part I concludes by tracing this genesis of ‘management thought to the United States and examining, ceatly experiences with the factory, some early management writers and the cultural environment of the United States before the scientific management era A Prologue to the Past study of the body of management knowledge is rel- atively new. Management is essentil to organized endeavors. For 2 broad working definition, let us view ‘management as en activity that performs certain functions to obtain the effective acquisition, allocation, and utiliza- tion of human efforts and physical resources to accomplish some goal. Management thought, then, isthe existing body of knowledge about the activity of management and its functions, purpose, and scope. ‘The purpose ofthis study isto trace the significant peri- ds in the evolution of management thought fom its ealiest {informal days to the present. The study of management, ike thestudy of people and their cultures, isan unfolding story of changing ideas about the nature of work the natureofhuman, beings, and the functioning of organizations. The methodol- gy of this study of management will be analytic, synthetic and interdisiplinary. It willbe analytic in examining people who made significant contributions, theirbackgrounds, their ideas, and their influence. Ic wil be synthetic in examining trends, movements, and environmental forces that furnish 8 conceptual framework for understanding individuals and their approaches to the solution of management problems. I will be interdisciplinary inthe sense that it includes —but moves beyond—traditional management writings to draw ‘on economic history, sociology, psychology, social history, political science, and cultural anthropology to place man- agement thought ina cultural and historical perspective. The objective is to place management thought inthe context of its cultural environment and thereby to understand not only ‘what management thought was and is, but also to explain, why it developed asi dd ‘We should study the past to illuminate the present, ut ‘management history as a separate area of study is gener ally negiecred in most schools of business administration. A smattering of history is tught at various levels, but the area generally lacks depth, direction, and unity. Henry ‘Wadsworth Longfellow said, “Let the dead past bury its a he practice of management is ancient, but formal 4 | panei ean ranacereeT HOUGHT dead” but there is much tobe ssid for resorection. We live and study in an age reptesentedbya diversity of approaches to management. Students are presented with {quantitative behavioral, anctional, and other approaches in their various courses, ‘Nehough such a variety of intellectual inputs may be timlatng, it typically Leaves seudents with fragmented picture of management and asumes that they have the ability to integrate these various ideas for themselves, Th many cases, this burden i ir too great. study of evolving management ought can present the origins of ideas and approaches, trace their development, rant some perspecivein terms ofthe caltaral environment, and thus provide aco eplal framework that wil enhance the process of integration. A stody ofthe past ontebutes toa more logical, coberent picture ofthe present. Withoutaknowledge of hhory,individualshave only their own limited experencesasa basis or thought and action, Asonescholarcommened, “History isthe universal experience—defiitely longer, wider, and more varied than any individual’ experience.” History should therefore equip perceptive people wth additonal ltematives and answers to build ino their decision-making models, Lawrence distinguishes between historical research (ingiry into past persons and events) and historical perspective (using history as raw material for understanding the present). The objec of historeal per spective isto “sharpen one’s vision ofthe present, not the past. Tepushes thinking Shout alternative explanations for phenomens, helps identify more or less stable onczps, and expands ceseatch horizons by suggesting new ways of studying old {questions Smith note, “Reading, exploring, and discussing history can provide Stodens with opportunities to acquire knowledge oftheir fd and its practices, gain wisdom, and develop and use jodgment. Present pedagogy can be improved, Irnowledge expanded, and insights gained by examining the lives and Inbors of ‘management’ intellectual progenitors. Theory, aleptimate goal in any discipline, Js based onthe warp and woo of individual’ idea inthe fabric of management. BY ttacng the origin and development of modera management concepts we ca beter ‘understand the analytical and conceptual tools of our cade. In understanding the ‘growth and development of large-scale enterprise the dynamics of technology, the bb and flow of cltural values, and the changing assumptions about the nature and ‘norture of people, we can bette equip young men and women with the sis and nititades they ned to prepare chemseles for future postions of responsibilty "Tayi not Hike yesterday, nor wil tomorrow be lke todas yet today is synergism of ll our yesterday, and tomorrow wil be the same. Mark Twain said 1B: H Lid Han, Why Don's We atm From Hitan? (Landon: Geoege Allen and Unwin, 1972), pi 4 Baibars § Lawrence, “Hired Penpetve: Using the Past to Std the Present” Aadony ‘ef anagemet Roew 9 (Ape 88) pp. 307,31. 5, Georg Sith “Manageme itry snd ical Conte: Potent Benefits of lncusion fn de Mangenent Caran” Aatony of Managenet Laan Edun 6 (December 207) pa cnapren armccocurromenasr | 5 that history may not repeat itself, “but sometimes it rhymes.™' There are many lessons in history for management scholars; the important one is the study of the past asprologue A Currurat FRAMEWORK How hive our concep of managing organizations evolved throughout histor? To understand this evolution, this dynamic process of change and growth, we need to «stablitha cultural framework ofanalysis oe the evolution of management thought. Management is nota closed-end activity because manages operate orgunizations and mike decisions withina given set of cultural value and institutions. Thus man agemeat has open stem characteristics in that manager afet their environment and in tum are afte by it Culture is our total community heritage of nonbiological, humanly tens sited tits and includes the economic, social, and politi forms of behavior associate with the human race. Culture isa very broad subject, so this study is limited to those specific economic, socal, politics, and technological ideas that influence the job of managing an organization, Human behavior is @ product of past and present cultural frees, and the discipline of management is alo a product of the economic, social, political, and technological forces of the past and present As Bedeian has observed, “past arrangements institutions, ols, ularal forms—are not simply superseded, but transformed and recombined to produce the present In this Sense, the past repeatedly informs and reinforms the present such thatthe search for understanding is never nished."> Modem individuals czamie present organizations and read contemporary authors, yt they have ite apprecation of the background of our technology, politcal bodies, or arrange- tents forthe allocation of resources, Management thought didnot develop in a cultural vacuum; managers have always found thei jobs afected by the existing calture Inthe study of modern management, the past mustbe examined see how our of humankind further and farther into the past? They found Homo habili, “handy man,” who fashioned tools; Homo erectus, who characterized bipedalism; ani Homo sapiens, the thinker, Humans ae thinkers, doers, and makers; they are acve, creative and ever changing in thee questo beter themselves and their species. Their most basic needs ae economic ones, those nccesary to physical survival ina harsh wodd in which food, drink, shelter, and other fundamental needs of life must be obtained ‘With cultural advancement, these economic needs become more complex, but they still oem a base of human existence. Beyond these basic necds, which are essential to existence itself are social needs. These needs for affiliation most probebly arose cout of physiological dives in the sex act and the selection ofa mate, The family became the most elementary unit of human group relationships, an organization that provided satsfction as wel as duties. Survival ofthe family Became 2 goal, and hnumans found tha they could better protect and enhance thei welfre by forming soups or eres for mutual advantage in food gathering, defense. and fay care fetes, As Bronowek concluded: “We are joined in families the families are joined in kinship groups, the kinship groups in clan, the clans in tribes, and the 9 for expe =e Doral hanson and Malland A. Sdey Ley: The Bepmsings of Hct (sew Yok Simon sad Schuster, 18), curren amoocucrowsenst | 11 teibesin nations. Thisisthe most primitive revelation ofa hierarchy of organization, layer upon layer, tat links the present to the past of man’s existence”! Early humans found thet the knowiedge and skills of one generation must be transmitted to the nex if the species were to survive. Such were the elementary ‘beginnings of education andthe transmission of knowledge In forming groups and living with their fellow humans to minister to both economic and social needs, they required rules and a means to ensure the viability ofthe organization. They formed.“

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