AnAssi

gnmenton

Lear
ningOut
comesofManagementThought
s

Submi
tt
edt
o

Sy
edaTasmi
aTasneem

Assi
stantPr
ofessor

Depar
tmentofManagementSt
udi
es

Jagannat
hUni
ver
sit
y

Submi
tt
edby
Abdul
lahAlMahbub

I
D:B160202027

Cour
sename:ManagementThought
s

Cour
seCode:MGT-4201

Depar
tmentofManagementSt
udi
es

Jagannat
hUni
ver
sit
y

Submi
ssi
onDat
e:18-
08-
2021
AtManagementThoughtcour
se,Ihav
elear
nedal
otoft
hings.Ihav
elear
nedt
hrought
wo
books.Thenameoft
hebooksare:

 Management
:ThoughtandThi
nker
s(Wr
it
er:R.
N.Si
ngh)

 TheHi
stor
yofManagementThought(
Wri
ter
:Cl
audeS.Geor
ge)

Now,
I'
m wr
it
ingwhatIhav
elear
nedt
hroughoutt
hisCour
se:

Fr
om,
ManagementThoughtandThi
nker
sBook:

Chapt
er1:

Meani
ngofManagement:

Managementisaprocessbywhi
cht
hecoor
dinat
edgr
oupact
ivi
ti
esar
edi
rect
edt
owar
ds
achi
evi
ngpredet
erminedcommonal
so.

I
nOther
s,managementcanbedefi
nedasthe,pr
ocessofmanagi
ngmanager
ial
tool
stoachi
eve
t
hecommongoal oft
heorgani
sat
ionef
fect
ivel
yandeff
ici
ent
ly.

I
nmanypoi
ntofv
iews,
thedef
ini
ti
onofmanagement
,canbedef
ined.

Harbi
sonandMy ersoff
eredaclassi
cthr
eefol
dconceptf
oremphasi
zi
ngabroaderscopefor
thevi
ewpointofmanagement.Theyobserv
emanagementas(1)aneconomi
cresource,
(2)a
syst
em ofauthor
it
y,and(3)acl
assoreli
te.

Admi
nist
rat
ionv
sManagement:

managementcanbeunder
stoodast
heski
l
lofget
ti
ngt
hewor
kdonef
rom ot
her
s.

Ont
heot
herhand,

admi
nist
rat
ional
l
udest
oapr
ocessofef
fect
ivel
yadmi
nist
eri
ngt
heent
ir
eor
gani
zat
ion.

Themosti mportantpointt
hatdif
fer
smanagementfrom theadminist
rat
ionisthatthe
managementi sconcernedwithdir
ecti
ngorgui
dingt
heoper at
ionsoftheorganizat
ion,whereas
theadminist
rat
ionstressesonlayi
ngdownthepoli
ciesandestabl
ishi
ngtheobjectivesofthe
organi
zati
on.
Funct
ionsofManagement:

Ther
ear
efi
vef
unct
ionsofmanagement
.Theyar
e-

 Planning:I
tisapr
ocessofchoosi ngappropr
iat
egoal
sandact
ionstopur
sueandt hen
determini
ngwhatstr
ategiestouse,whatacti
onstot
ake,
whatresour
cesareneededto
achieveul
timat
eorganisati
onalgoal
.

 Organi
zi
ng:Thepr
ocessofestabl
i
shi
ngr
elat
ionshi
pbet
weenwor
ker
stowor
ktoget
her
t
oachieveor
gani
sat
ional
goal.

 Leadi
ng:Thi
sinvol
vesar
ti
cul
ati
ngavisi
on,
ener
gizi
ngempl
oyees,
inspi
ri
ngand
motiv
ati
ngpeopl
etoachi
evethegoal
.

 St
aff
ing:
Recr
uit
ingandsel
ect
ingempl
oyeesf
orposi
ti
onswi
thi
nthecompany.

 Control
li
ng:Evaluati
nghowyouar
eprogressingt
oachi
evetheorgani
sati
onalgoal.Thi
s
processinv
olveswithset
ti
ngupst
andards,comparewi
thactual
output
,ifanydefect,
takecorr
ecti
veaction.

Chapt
er2:

I
smanagementaSci
ence?

Yes,
ithasanor
gani
sat
ionbodyofSci
enceWhi
chcont
ainscer
tai
nuni
ver
sal
trut
h.

I
smanagementaPr
ofessi
on?

No,
managementi
snotapr
ofessi
on.

Chapt
er:5

Frederi
ckWinslowTaylor:
TheAmeri
canmani sknownforhiscont
ri
buti
ontosci
enti
fi
c
management .Heisoneofthef
ir
stmanagementconsul
tant
s.Heiscall
edasthef
atherof
scient
if
icmanagement.

Tay
lor
'ssci
ent
if
icmanagementconsi
stedoff
ourpr
inci
ples:

 Replacer
ule-
of-
thumbwor
kmet
hodswi
thmet
hodsbasedonasci
ent
if
icst
udyoft
he
tasks.

 Sci
ent
if
ical
l
ysel
ect,
trai
n,anddev
elopeachempl
oyeer
athert
hanpassi
vel
yleav
ingt
hem
tot
rai
nthemsel
ves.

 Pr
ov i
de"Det
ailedi
nst
ructi
onandsuper
visi
onofeachwor
keri
ntheper
for
manceoft
hat
worker'
sdi
scretet
ask"(Mont
gomery1997:250)
.
  Dividewor knear
lyequal
l
ybetweenmanagersandworker
s,sot
hatthemanager
sappl
y
scientif
icmanagementprinci
plest
opl
anni
ngtheworkandtheworker
sact
uall
yper
for
m
thet asks.

Chapt
er6:

TheHumanbehav
iour
ial
School
:

Humanbehavi
ourschoolconsi
der
sthebehav
iourofhumanbeingsasthefocalpoi
ntoft
he
managementact
ion.I
tdoesnotvi
ewmanagementstrict
lyasatechni
cal
process.

Chapt
er7:

cl
assi
cal
theor
yofor
gani
sat
ion

Thecl
assicaltheoryvi
ewsorgani
zat
ionsasmachi
nesandhumanbeingsaspar
tsofthe
machine.Therefor
e,cl
assi
calt
heori
stsbel
i
evedt
hatt
heeff
ici
encyoftheor
gani
zat
ionimpr
oves
wit
htheef f
ici
encyofhumanbeings.

Neo-
classi
cal
theor
yofor
gani
sat
ion

Theneoclassi
calt
heor
yaff
ir
mst
hataper
soni
smot
ivat
edbyv
ari
ousr
easonsanddesi
rest
o
ful
fi
lspeci
ficr
equi
rement
s.

Moder
nOr
gani
sat
ional
Theor
y

Knownast heSyst
emsTheoryApproach.TheModernOr
gani
sati
onTheorydescri
bes
organi
sat
ionsasanopensoci
alsystem t
hati
nter
act
swit
htheenvi
ronmentstosurvi
ve.

Chapt
er8:

Henr
iFay
ol

Thefr
enchmaniswi
delyacknowl
edgedasafounderofmoder
nmanagementmet
hods.Henr
i
fay
olhasgi
ven14pr
incipl
esofmanagement
.Theyare:

 Di
vi
sionofwor
k

 Aut
hor
it
yandResponsi
bil
i
ty

 Di
sci
pli
ne

 Uni
tyofcommand
  Uni
tyofdi
rect
ion

 Subor
dinat
ionofI
ndi
vi
dual
Int
erestt
oGener
alI
nter
est

 Remuner
ati
on

 Cent
ral
i
zat
ionandDecent
ral
i
zat
ion

 Scal
archai
n

 Equi
ty

 St
abi
l
ityoft
enur
eofper
sonnel

 I
nit
iat
ive

 Espr
itdecor
ps

SomeFay
oli
anpr
inci
plesst
il
li
nfl
uencesomecont
empor
arymanagementt
heor
iest
oacer
tai
n
degr
ee

Chapt
er13:

DouglasMurrayMcGregorwasanAmer icanmanagementprofessor
.McGregori
denti
fi
edan
approachofcreat
inganenvir
onmentwithi
nwhi chempl
oyeesaremotiv
atedvi
aauthori
tat
ive
di
recti
onandcontrolori
ntegrat
ionandself
-contr
ol,
whi
chhecalledt
heoryXandtheoryY,

Fr
om TheHi
stor
yofManagementThought;
Chapt
er1:

Managementi
nanci
entci
vi
li
zat
ion:

Pr
ehi
stor
icer
a:

Duringt hisperiod,whenindividual
sdi
dn'
tknowhowt oaccomplishaparti
cul
artask,t
heyhadt o
tur
nt oanot herancientpersonandhopethatthepersonpossessedthenecessaryknowledge.
Thispr ocesst ookpr ehi
stori
chumanit
yagr eatdeal
oftime,tot
alingweeksorevenyears,tofi
nd
therelev antknowledget ocarryoutasi
ngletask.

Anci
entCi
vi
li
zat
ion:

Managementexi
stedevenduri
ngtheanci
entciv
il
izat
ion.Peopl
eoftheol
denday swherefood
gat
herer
s,maki
ngt hei
rli
vi
ngbyhunti
ng,f
ishi
ngandcol l
ect
ingnut
sandberr
ies.Evenduri
ngthe
pri
mi t
iveper
iodsomeaspectsofmanagementwasprev
alent. Pri
miti
vesociet
yhadit
scodes
fortheconductofbusi
ness,
rul
esregar
dingt
herol
esofparents,
punishmentsforwr
ongdoing,
ri
tesfortheworshi
pofgodsetc.

Chapt
er2

ther oleoftheAr senalinthehist

oryofmanagement , sti
llunderr
epresentedini nternational
histori
ography,andl i
nkittotheli
ter
atureonindust r
ial her
itage.I
tisthiscentral rol
ei nthe
historyofmanagementt hatendowst heVeniceAr senal withparti
cularsignif
icanceas
i
nt angibl
eher i
tage.Discussi
ngspecifi
cpr obl
emsr elatedt otheresearchandi nterpretati
onof
thisintangi
blesignifi
cance,i
nacont extofstrat
if
icationofl evel
sofor ganizati
onov ertime,thi
s
paperconsi derssomei mpl i
cat
ionsforrestor
ati
onoft heAr senal,
aswel lasar eat opr eserv
e
thisintangi
bleheritageintermsofresearch,document ati
on,andpr esent
at i
onneeds.

Chapt
er3

Manager
ial
awakeni
ng

Theperi
odbetween1700and1785,spot
li
ghtstheEngl
ishindust
ri
alrevol
uti
onduri
ngwhi
cha
newgenerat
ionofmanager
sdevel
opedtheirownconceptsandtechniquesemergi
ngonever
y
hand.

Pr
oduct
ionsy
stem hadt
hreemaj
orst
ages:

 Domest
icSy
stem

 Put
ti
ngOutSy
stem

 Fact
orySy
stem

Chapt
er7:

Gant
t(1903)descr
ibest
wot
ypesofbal
ances:

t
he"
man’
srecor
d",
whi
chshowswhateachwor
kershoul
ddoanddi
ddo,
and

the"dai
l
ybal
anceofwor
k",
whi
chshowst
heamountofwor
ktobedoneandt
heamountt
hati
s
done.

Heputal
soemphasi
son,

 TheGant
tchar
t

 I
ndust
ri
alEf
fi
ciency
  TheTaskAndBonusSy
stem

 Thesoci
alr
esponsi
bil
i
tyofbusi
ness

Chapt
er9:

Themanager
ial
phi
l
osopher
s:

Mayomanagementt heor
yst
atesthatempl
oyeesar
emotiv
atedf
armor ebyr
elat
ionalf
act
ors
suchasatt
enti
onandcamaraderi
ethanbymonetar
yrewar
dsorenv
ironment
al f
actor
ssuchas
l
ight
ing,
humidi
ty,
etc.