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. . Management : History:
. Module
ADAM SMITH
Published The Wealth of Nations, in which he argued the jp
economic advantages that organizations and society ,
would gain from the division of labor (or job
specialization)—that is, breaking down jobs into narrow
3000 BC- and repetitive tasks.
1 1 7 6 Industrial Revolution
A period during the late eighteenth century when machine
power was substituted for human power, making it more
economical to manufacture goods In factories than at |
home
EARLY MAMANGEMENT ale
Frederick Taylor
Taylors book described the theory of scientific
management: the use of scientific methods to define the
“one best way" for a job to be done.
1911-
1947 Frank & Lillian Gilbreths
The Gilbreths invented a device called a microchronometer
that recorded a worker's hand-and-body motions and the
amount of time spent doing each motion. Wasted motions t
missed by the naked eye could be identified and
eliminated. Therbligs, A classification scheme for labeling
basic hand motions
CLASSICAL APPROACHES’
Henri Fayol
General administrative theory focused more on what
managers do and what constituted good management
practice. We introduced Henri Fayol first identified five
functions that managers perform: planning, organizing, oJ
commanding, coordinating, and controlling. He then
developed 14 principles of management.
Max Weber
He developed a theory of authority structures and
relations based on an ideal type of organization he called a
bureaucracy—a form of organization characterized by
division of labor, a clearly defined hierarchy, detailed rules. —
* LATE 1700S and regulations, and impersonal relationships.
=19 A 0s Robert Owen, Hugo Munsterberg,
Mary Parker Follett, and Chester Barnard.
The field of study that researches the actions (behavior) of
people at work is called organizational behavior (08).
Much of what managers do today when managing people—
motivating, leading, building trust, working with a team,
managing conflict, and so forth—has come out of OB
research.
BEHAVIORAL / APPROACHES
QUANTITATIVE the quantitative approach involves applications of statistics,
‘optimization models, information models, and computer
BG RR ORG AES Rapes eremtele srecenantieet beck cy tecrensrfiea
the quantitative approach, especially when making decisions,
19408 - as they plan and control work activities such as allocating
resources, improving quality, scheduling work, or determining
optimum inventory levels. Total quality management—a
management philosophy devoted to continual improvement
and responding to customer needs and expectations—also
makes use of quantitative methods to meet its goals.
CONTEMPORARY
The systems approach says that an organization takes in|
APPROACHES inputs (resources) from the environment and transforms or!
cone processes these resources into outputs that are distributed
19608, into the environment. This approach provides a framework to
help managers understand how all the interdependent units
work together to achieve the organization's goals
