ASSIGNMENT

Unit 2: Evolution of Management Thought

1. What were the early approaches to management by Robert Owen?

• A successful entrepreneur in the early 19th century

• He was the one of the earliest management thinkers to realize the significance of human
resources
• He believed workers performance was influenced by the environment in which they worked
• He proposed legislative reform that would limit the number of working hours and restrict the
use of child labour
• In his own factory, he introduced a standard working day of 10.5 hours a day and no child
labour below 10 year old
• His proposal was opposed by the business partners and were considered radical
• He tried to improve the living conditions of his employees by ensuring basic amenities like
better streets, houses etc

2. What are the limitations of scientific management?

The principles of scientific management revolve round problems at the operational level and
do not focus on the management of an organization from manager’s point of view. These
principles focus on the solution of problems from an engineering point of view

The proponents of scientific management were of the opinion that people were rational and
were motivated primarily by the desire for material gain. Taylor and followers overlooked the
social needs of the workers and overemphasized their economic and physical needs

Scientific management theorists also ignored the human desire for job satisfaction. Since
workers are more likely to go on strike over factory like working conditions and job content
rather than salary. The principles of scientific management, which were based on the ‘rational
worker’ model, became increasingly ineffective.

3. What are four parts of Hawthorne Studies?

Illumination experiments

Relay assembly test room experiments

Interview phase

Bank wiring observation room experiments

4. What is Contingency Theory?

A contingency theory is an organizational theory that claims that there is no best way to
organize a corporation, to lead a company, or to make decisions. Instead, the optimal course
of action is contingent (dependent) upon the internal and external situation. Contingent
leaders are flexible in choosing and adapting to succinct strategies to suit change in situation
at a particular period in time in the running of the organization.