Professional Documents
Culture Documents
DISCUSSION:
Evolution of Management
1. Management in Ancient Civilization
2. Classical Management School (1880-1930)
3. Neo Classical Management School (1920-1950)
4. Modern Management School (From 1950)
Discipline:
o Obedience and respect within an organization are absolutely essential. Good discipline requires
managers to apply sanctions whenever violations become apparent.
Unity of command:
o An employee should receive orders from only one superior.
Unity of direction:
o Organizational activities must have one central authority and one plan of action.
Subordination of individual interest to general interest:
o The interests of one employee or group of employees are subordinate to the interests and goals of the
organization.
Remuneration of personnel:
o Salaries — the price of services rendered by employees — should be fair and provide satisfaction both
to the employee and employer.
Centralization:
o The objective of centralization is the best utilization of personnel. The degree of centralization varies
according to the dynamics of each organization.
Scalar chain:
o A chain of authority exists from the highest organizational authority to the lowest ranks.
Order:
o Organizational order for materials and personnel is essential. The right materials and the right
employees are necessary for each organizational function and activity.
Equity:
o In organizations, equity is a combination of kindliness and justice. Both equity and equality of
treatment should be considered when dealing with employees.
Stability of tenure of personnel:
o To attain the maximum productivity of personnel, a stable work force is needed.
Initiative:
o Thinking out a plan and ensuring its success is an extremely strong motivator. Zeal, energy, and
initiative are desired at all levels of the organizational ladder.
Esprit de corps:
o Teamwork is fundamentally important to an organization. Work teams and extensive face‐to‐face
verbal communication encourages teamwork.
The Neoclassical Approach began with the Hawthorne studies in the 1920s. It grew out of the limitations
of the classical theory.
Under classical approach, attention was focused on jobs and machines. After some time workers resisted
this approach as it did not provide the social and psychological satisfaction.
o Therefore, attention shifted towards the human side of management.
George Elton Mayo (1890-1949) is considered to be the founder to the neoclassical theory.
o He was the leader of the team which conducted the famous Hawthorne Experiments at the Western
Electric Company (USA) during 1927-1932.
HAWTHRONE EXPERIMENT
The Hawthorne studies, which were conducted by Elton Mayo and Fritz Roethlisberger in the 1920s
with the workers at the Hawthorne plant of the Western Electric Company, were part of an emphasis on
socio psychological aspects of human behavior in organizations.
Hawthorne researchers hypothesized that choosing one's own co-workers, working as a group, being
treated as special (as evidenced by working in a separate room), and having a sympathetic supervisor were
reasons for increases in worker productivity.
The Hawthorne studies found that monetary incentives and good working conditions are generally less
important in improving employee productivity than meeting employees' need and desire to belong to a
group and be included in decision making and work.
ORGANIZATIONAL BEHAVIOUR
As management research continued in the 20th century, questions began to come up regarding the
interactions and motivations of the individual within organizations.
o Management principles developed during the classical period were simply not useful in dealing with
many management situations and could not explain the behavior of individual employees.
o In short, classical theory ignored employee motivation and behavior.
o As a result, the behavioral school was a natural outgrowth of this revolutionary management
experiment.
The behavioral management theory is often called the human relations movement because it addresses the
human dimension of work.
o Behavioral theorists believed that a better understanding of human behavior at work, such as
motivation, conflict, expectations, and group dynamics, improved productivity.
The theorists who contributed to this school viewed employees as individuals, resources, and assets to be
developed and worked with — not as machines, as in the past.
MODERN MANAGEMENT SCHOOL
1. QUANTITATIVE APPROACH
Evolving from the Decision Theory School, the Mathematical School gives a quantitative basis for
decision-making and considers management as a system of mathematical models and processes.
o This school is also sometimes called, ‘Operations Research” or “Management Science School’.
o The main feature of this school is the use of mixed teams of scientists from several disciplines.
o It uses scientific techniques for providing quantitative base for managerial decisions.
o The exponents of this school view management as a system of logical process.
2. SYSTEMS APPROACH
In the 1960, an approach to management appeared which tried to unify the prior schools of thought.
o This approach is commonly known as ‘Systems Approach’.
o Its early contributors include Ludwing Von Bertalanffy, Lawrence J. Henderson, W.G. Scott, Deniel
Katz, Robert L. Kahn, W. Buckley and J.D. Thompson.
They viewed organization as an organic and open system, which is composed of interacting and
interdependent parts, called subsystems.
o The system approach is to look upon management as a system or as “an organized whole” made up of
subsystems integrated into a unity or orderly totality.
System approach is based on the generalization that everything is inter-related and inter-dependent.
o A system is composed of related and dependent element which, when in interaction, forms a unitary
whole.
o A system is simply an assemblage or combination of things or parts forming a complex whole.
3. CONTINGENCY APPROACH
Contingency approach is an improvement over the systems approach.
o The interactions between the sub-systems of an organization have long been recognized by the systems
approach.
o Contingency approach also recognizes that organizational system is the product of the interaction of
the sub systems and the environment.
o Besides, it seeks to identify exact nature of inter-actions and inter-relationships.
This approach calls for an identification of the internal and external variables that critically influence
managerial revolution and organizational performance.
o According to this, internal and external environment of the organization is made up of the
organizational sub-systems.
o Thus, the contingency approach provides a pragmatic method of analyzing organizational sub-systems
and tries to integrate these with the environment.
Contingency views are ultimately directed towards suggesting organizational designs situations.
o Therefore, this approach is also called situational approach. This approach helps us to evolve practical
answers to the problems remanding solutions.
4. COST-SAVING APPROACH
The late 1970’s ushered in what is now known at the cost saving approach.
Renewed interest in this approach was brought about by the recent resources shortages.
It’s proponents view this as the only way of maintaining and increasing profits.