ALLIANCE UNIVERSITY

Name:- Nischith. Bashettiyavar

Class:- B.B.A.LL.B (Hons)
Subject:- Business studies
Topic:- The Evolution Of Management Theory
Date:- 13/09/2021

SCIENTIFIC MANAGEMENT:-

The systematic study of the relationships between people & tasks for the purpose of
redesigning the work process to increase efficiency.

PRINCIPLES OF SCIENTIFIC MANAGEMENT:-

i}. Science, not rule of thumb.

ii}. Harmony, not discord.
iii}. Co-operation, not individualism.
iv}. Maximum output, in place of restricted input.

FOUR PRINCIPLES OF SCIENTIFIC MANAGEMENT:-

1}. THE DEVELOPMENT OF A TRUE SCIENCE OF WORK:-

A scientific investigation of a ' large daily task ' to be done by the
qualified workers under optimum conditions.
Study the way workers perform their tasks, gather all the informal job knowledge
that workers possess & experiment with ways of improving how tasks are performed.

2}. THE SCIENTIFC SELECTION & PROGRESSIVE DEVELOPMENT OF THE WORKMEN:-

To ensure the effective performance of the scientifically developed work,
there is also need to select the worker scientifically possessing physically &
itellectual qualities.

3}. THE BRINGING TOGETHER OF THE SCIENCE OF WORK & THE SCIENTIFICALLY SELECTED &
TRAINED MEN:-

Taylor emphasis on mental revolution; To avoid the old method of doing

work. He believes that workers are always willing to co-operate with management,
but there is more opposition from the side of management.

4}. THE DIVISION OF WORK & RESPONSIBILITY BETWEEN MANAGEMENT & WORKERS:-

Equal responsibility between management & workers. The division of work

creates between them understanding & mutual dependence - eliminates conflicts &
strikes.

FAYOL'S PRINCIPLES OF MANAGEMENT:-

i}. DIVISION OF LABOUR:-

Allows for job specialization.
Jobs can have too much specialization leading to poor quality & worker
dissatisfaction.

ii}. AUTHORITY & RESPONSIBILTY:-

Both formal & informal authority resulting from special expertise.

iii}. UNITY OF COMMAND:-

 Employees should have only one boss.

iv}. SCALAR CHAIN:-

A clear chain of command from top to bottom of the firm.

v}. CENTRALIZATION:-
The degree to which authority rests at the top of the organisation.

vi}. UNITY OF DIRECTION:-

A single plan of action to guide the organization.

vii}. EQUITY:-
The provision of justice & the fair & impartial treatment of all
employees.

viii}. ORDER:-
The arrangement of employees where they will be of the most value to
the organisation & to provide career opportunities.

ix}. INITIATIVE:-
The fostering of creativity & innovation by encouraging employees to
act on their own.

x}.DISCIPLINE:-
Obedient, applied, respectful employees are necessary for the
organisation to function.

xi}. REMUNERATION OF PERSONNEL:-

An equitable uniform payment system that motivates contributes to
organizational success.

xii}. STABILITY OF TENURE OF PERSONNEL:-

Long-term employment is important for the development of skills that
improve the organization's performance.

xiii}. SUBORDINATION OF INDIVIDUAL INTERESt TO THE COMMON INTEREST:-

The interest of the organization takes precedence over that of the

individual employee.

xiv}. ESPRIT DE CORPS:-

Comradeship, shared enthusiasm foster devotion to the common cause.

BEHAVIORAL MANAGEMENT:-

The study of how managers should personally behave to motivate employees &
encourage them to perform at high levels & be committed to the achievement
of organizational goals.

MARY PARKER FOLLETT:-

Concerned that Taylor ignored the human side of the organization;

* Suggested workers help in analyzing their jobs.
* If workers have relevant knowledge of the task, then they should
control the task.