Introduction

The quantitative school of management strives to combine classic management

theory and behavioral science through the uses of statistical models and
simulations.

It establishes relationships amongst quantifiable variables of decision-making

situations and facilitates disciplined thinking. Mathematical models help to derive
precise and accurate results by analyzing complex statistical data.

The quantitative school of management is probably the most modern theory. It

encourages managers to implement statistics, mathematics, and other quantitative
methods that might help them make important decisions linked to the
management problems.

During World War II, mathematicians, physicists, and other scientists joined
together to solve military problems. The quantitative school of management is a
result of the research conducted during World War II.

in this particular time, we will discuss the founders of this theory

THE FOUNDERS
1.Frederick Winslow Taylor (1856-1915) was an American mechanical engineer and
management consultant who is widely regarded as the father of scientific
management. He is best known for his work in developing principles and methods
for improving industrial efficiency and productivity.

Taylor's approach to management was based on the idea that workers were not
naturally efficient and needed to be trained and supervised in order to maximize
their productivity. He believed that the best way to do this was through a scientific
approach that involved analyzing and optimizing every aspect of a worker's job,
from the tools they used to the movements they made.

Taylor's principles of scientific management included:

1.Scientific study of the task: Analyzing each task to determine the most efficient
way to perform it.

2.Scientific selection of workers: Matching the right worker to the right job based
on their abilities and skills.
3.Scientific training and development of workers: Providing workers with the
necessary training and support to perform their job effectively.

4.Separation of planning and execution: Separating the planning and execution of

work to ensure that workers are not distracted from their tasks.

5.Use of incentives and rewards: Providing workers with financial incentives to

motivate them to work harder and increase productivity

2. George Elton Mayo (1880-1949) was an Australian psychologist, sociologist, and

organizational theorist who is best known for his contributions to the field of
industrial psychology and the development of the human relations movement. He
is considered one of the most influential social scientists of the 20th century.

Mayo's research in the 1920s and 1930s at the Hawthorne Works, a Western
Electric factory outside of Chicago, helped to shape modern management
practices. His studies explored the effects of environmental and social factors on
worker productivity and job satisfaction.

Mayo's research emphasized the importance of social and psychological factors in

the workplace, and he believed that management should focus on creating a
positive work environment and fostering relationships between workers and
managers. He also stressed the importance of employee participation and
communication in decision-making.

Mayo's work on human relations had a profound impact on management theory

and practice, and his ideas continue to influence the way we think about work and
organizations today.

3. Frederick Irving Herzberg (1923-2000) was an American psychologist who is best

known for his theories on motivation and job satisfaction. He was born in
Massachusetts and received his Ph.D. from the University of Pittsburgh in 1951.

Herzberg's most famous work is his two-factor theory of motivation, which he

published in 1959. According to this theory, there are two types of factors that
affect an individual's motivation: hygiene factors and motivators.

He discovered that the key determinants of job satisfaction were achievement,

recognition, work itself, responsibility, and advancement. He also found that key
dissatisfiers were company policy and administration, supervision, salary,
interpersonal relationships, and working conditions. What struck him the most was
that these were separate groups with separate evaluations and not part of the
same continuum. Thus, if the company resolved the dissatisfiers, they would not
create satisfaction.

4.Douglas McGregor (1906-1964) was an American social psychologist who is best

known for his work on management theory and human motivation. He is the author
of the classic book "The Human Side of Enterprise" (1960), which revolutionized
the field of organizational behavior and became a cornerstone of management
education.

Theory X and Theory Y are theories of human work motivation and management.
They were created by Douglas McGregor while he was working at the MIT Sloan
School of Management in the 1950s and developed further in the 1960s.
McGregor's work was rooted in motivation theory alongside the works of Abraham
Maslow, who created the hierarchy of needs.

In addition to his work on motivation and job satisfaction, Herzberg also conducted
research on personality, creativity, and the effects of technology on work. He was a
highly influential figure in the field of organizational psychology and continues to
be widely studied and cited today.

5. Abraham Harold Maslow (1908-1970) was an American psychologist who is best

known for his development of the hierarchy of needs, which is a model of human
motivation that proposes that people have certain fundamental needs that must
be met in order to achieve personal growth and fulfillment.

Maslow's hierarchy of needs consists of five levels: physiological needs, safety

needs, belongingness and love needs, esteem needs, and self-actualization needs.
According to Maslow, people must satisfy their basic physiological and safety
needs before they can address higher-level needs such as love and belonging,
esteem, and self-actualization.

Maslow's work had a profound impact on the field of psychology, and his ideas
continue to influence the way we think about human motivation and personal
growth. His emphasis on the importance of personal growth and fulfillment helped
to shift the focus of psychology from the study of pathology and dysfunction to
the study of human potential and positive psychology.

There are 3 branches in quantitative school:

BRANCHES
Management Service
A management services agreement can include many responsibilities, such as
handling your employee payroll, developing and managing employee benefit
programs, bookkeeping and accounting, maintaining company records, processing
accounts payable and receivable, securing insurance for the company.

The term Managed Services has taken on its own life over the last couple years.
What started as a very simple technology term describing when an IT Consultant
can remote into a clients computer and handle a simple issue they were having on
their machine, has now morphed into almost every technology solution having a
Managed Service application. Managed services is the practice of outsourcing on a
proactive basis certain processes and functions intended to improve operations
and cut expenses. It is an alternative to the break/fix or on-demand outsourcing
model where the service provider performs on-demand services and bills the
customer only for the work done.

Operation Management
Operations management is a narrow branch of the quantitative approach to
management. It focuses on managing the process of transforming materials, labor,
and capital into useful goods and/or services. The product outputs can be either
goods or services; effective operations management is a concern for both
manufacturing and service organizations. The resource inputs, or factors of
production, include the wide variety of raw materials, technologies, capital
information, and people needed to create finished products. The transformation
process, in turn, is the actual set of operations or activities through which various
resources are utilized to produce finished goods or services of value to customers
or clients.

Operations management today pays close attention to the demands of quality,

customer service, and competition. The process begins with attention to the needs
of customers: What do they want? Where do they want it? When do they want it?
Based on the answers to these questions, managers line up resources and take any
action necessary to meet customer expectations.

Operations management is an applied form of management science. It deals with

the effective management of the production process and the timely delivery of an
organization's products and services. Operations managers make use of tools like
forecasting, inventory analysis, materials requirement, planning systems,
networking models, statistical quality control methods, and project planning and
control techniques.

Operations management is primarily used in the following areas:

Inventory Management

Work Scheduling

Production Planning

Facilities Location and design

Quality Assurance

Operations management is a field of management focusing on efficiency,

effectiveness, and producing or organizational systems, process, and functions
used in the manufacture of goods or provision of services. It focuses on the
operation and control of the production process (such as the use of resources)
that transform resources into finished goods and services. It also looks at the
extent to which the functional processes satisfy the needs and wants of the
consumer.

Operations management is a derivative of the mathematical models in which

specified measurement systems are applied to operational scenarios. These
methods are used to achieve a higher level of efficiency in operational tasks, such
as plant layout, plant location, inventory control, and product distribution.

Major areas of study within operations management include a product or process

design, capacity planning, facilities location, facilities layout, materials
requirement planning, and handling, scheduling, purchasing and inventory control,
quality control, maintenance management, computer integrated manufacturing,
just-in-time inventory systems, and flexible manufacturing systems.

Management Information Service

A management information system (MIS) is a set of systems and procedures that
gather data from a range of sources, compile it and present it in a readable format.
Managers use an MIS to create reports that provide them with a comprehensive
overview of all the information they need to make decisions ranging from daily
minutiae to top-level strategy. Today's management information systems rely
largely on technology to compile and present data, but the concept is older than
modern computing technologies.

Making Business Decisions

The main purpose of a management information system is to make managers'

decision-making more efficient and productive. By pooling information from a
range of sources into a single database and presenting the information in a logical
format, an MIS can provide managers with everything they need to make highly
informed decisions and perform in-depth analysis of operational issues.

Collecting Business Information

An MIS can be developed to collect nearly any type of information managers

require. They can view financial data such as daily revenues and expenses at a
glance and attribute them to specific departments or groups. Performance
indicators such as the timeliness of projects or the quality of products coming off
an assembly line can help managers pinpoint areas of needed improvement. Staff
can manage schedules for work shifts, incoming deliveries and outgoing shipments
from any place linked to the MIS.

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What Is a Management Information System?

Small Business

Managing Employees

Management Systems
By

David Ingram

Updated February 12, 2019

What Is a Management Information System?

A management information system (MIS) is a set of systems and procedures that

gather data from a range of sources, compile it and present it in a readable format.
Managers use an MIS to create reports that provide them with a comprehensive
overview of all the information they need to make decisions ranging from daily
minutiae to top-level strategy. Today's management information systems rely
largely on technology to compile and present data, but the concept is older than
modern computing technologies.

Making Business Decisions

The main purpose of a management information system is to make managers'

decision-making more efficient and productive. By pooling information from a
range of sources into a single database and presenting the information in a logical
format, an MIS can provide managers with everything they need to make highly
informed decisions and perform in-depth analysis of operational issues.

Collecting Business Information

An MIS can be developed to collect nearly any type of information managers

require. They can view financial data such as daily revenues and expenses at a
glance and attribute them to specific departments or groups. Performance
indicators such as the timeliness of projects or the quality of products coming off
an assembly line can help managers pinpoint areas of needed improvement. Staff
can manage schedules for work shifts, incoming deliveries and outgoing shipments
from any place linked to the MIS.

Facilitating Collaboration and Communication

A management information system can facilitate collaboration and communication

as well. Employees can edit and share documents and communicate relevant
information on anticipated developments and warnings across the organization.
Compiling Business Reports

One of the most valuable features of a management information system is its

ability to pull in internal and external data from a variety of sources and present it
in an easy to analyze format. Internal reports present information in a way that
managers can understand, by including all relevant data and grouping data in a
logical manner. For example, a report viewed by a corporate manager for a
restaurant chain may show revenue, expenses, labor-hours and volume of each
outlet, allowing him to see which store makes the most money per employee on
the floor and which stores have higher expenses compared to revenue and volume-
-an indicator of waste or theft.

Generating Government Reports

Non-profit organizations can use an MIS to automatically generate reports required

by the federal government. This allows employees and volunteers to focus their
time on more productive activities and can reduce errors and the costs associated
with resubmitting federal reports.

Front-Line Benefts

Front-line employees can use an MIS to perform their jobs more effectively as well.
For example, employees at all levels can consult an MIS to check on the status of
inventory items, view stats related to their specific department or group and
request internal transfers of materials.

Training Employees to Use the System

A management information system can be a costly investment.