ASSIGNMENT

Unit 2: Evolution of Management Thought

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

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 labor. In his
own factory, he introduced a standard working day of 10.5 hours a day and no child labor 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 following are the limitation 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 (1924-27): These experiments were performed to find out

the effect of different levels of illumination (lighting) on productivity of labor. The
brightness of the light was increased and decreased to find out the effect on the
 productivity of the test group. Surprisingly, the productivity increased even when the
level of illumination was decreased. It was concluded that factors other than light
were also important.

 Relay Assembly Test Room Study (1927-1929): Under these test two small groups of
six female telephone relay assemblers were selected. Each group was kept in
separate rooms. From time to time, changes were made in working hours, rest
periods, lunch breaks, etc. They were allowed to choose their own rest periods and to
give suggestions. Output increased in both the control rooms. It was concluded that
social relationship among workers, participation in decision-making, etc. had a
greater effect on productivity than working conditions.

 Mass Interviewing Programme (1928-1930): 21,000 employees were interviewed over

a period of three years to find out reasons for increased productivity. It was
concluded that productivity can be increased if workers are allowed to talk freely
about matters that are important to them.

 Bank Wiring Observation Room Experiment (1932): A group of 14 male workers in the
bank wiring room were placed under observation for six months. A worker's pay
depended on the performance of the group as a whole. The researchers thought that
the efficient workers would put pressure on the less efficient workers to complete the
work. However, it was found that the group established its own standards of output,
and social pressure was used to achieve the standards of output.

4. What is Contingency Theory?

Contingency Theory:

Systems approach emphasizes that all sub- systems of an organization along with the super
system of environment are interconnected and interrelated. Contingency approach analysis
and understands these inter relationship so that managerial actions can be adjusted to
demands of specific situations or circumstances.

Thus, the contingency approach enables us to evolve practical answers to problems

demanding solutions. Organization design and managerial actions most appropriate to
specific situations will have to be adopted to achieve the best possible result under the given
situation. There is no one best way (as advocated by Taylor) to organize and manage.

Thus, Contingency Approach to management emphasizes the fact that management is a

highly practice-oriented discipline. It is the basic function of managers is to analyse and
understand the environments in which they function before adopting their techniques,
processes and practices. The application of management principles and practices should
therefore be contingent upon the existing circumstances. Contingency approach guides the
manager to be adaptive to environment. It tells the manager to be pragmatic and open
minded. The contingency approach is an improvement over the systems approach. It not only
examines the relationships between sub-systems of the organization, but also the relationship
between the organization and its environment.

However, the contingency approach suffers from two limitations:

1. It does not recognize the influence of management concepts and techniques on

environment.
2. Literature on contingency management is yet not adequate.