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MAKERS OF

MANAGMENT
PIONEERS
Lyndall Urwick
March , 1891-December,
1983
• was an influential business consultant and
thinker in the United Kingdome He is
recognized for integrating the ideas of
earlier theorists like Henri Fayol into a
comprehensive theory of administration. He
wrote a book called The Elements of
Business Administration , published in 1943.
With Luther Gulick he founded the academic
journal Administrative Science Quarterly.
POSDCORB
POSDCO
RB lists
the
functions
of the
executive
s
ORGANISATION MAN
Peter Drucker
November ,1909 –
November, 2005
Drucker was interested in the growing effect of people
who worked with their minds rather than their hands.
He was intrigued by employees who knew more about
certain subjects than their bosses or colleagues and
yet had to cooperate with others in a large
organization. Rather than simply glorify the
phenomenon as the epitome of human progress,
Drucker analyzed it and explained how it challenged
the common thinking about how organizations should
be run.
MBO • Motivation
Management by • Better communication
Objectives (MBO) is a
process of agreeing and Coordination
upon objectives within
an organization so that
• Clarity of Objectives –
management and With MBO, came the
employees agree to concept of SMART goals[
the objectives and
understand what they i.e. goals that are:
are in the organization. – Specific
– Measurable
– Achievable
– Relevant, and
– Time bound.
BEHAVIOURAL MAN
Douglas McGregor (1906
• .His 1960 book

The
1964)
Human Side of Enterprise had
a profound influence on education practices. In the
book he identified an approach of creating an
environment within which employees are
motivated via authoritative, direction and control
or integration and self-control, which he called
theory X and theory Y, respectively. Theory Y is
the practical application of Dr. Abraham Maslows
Humanistic School of Psychology.
and
Theory Y
Theory X and Theory Y are
theories That describe two
very different attitudes
toward workforce
motivation. McGregor felt
that companies followed
either one or the other
approach. He also thought
that the key to connecting
self-actualization with
work is determined by the
managerial trust of
subordinates.
STRATEGISTS
Michael Eugene Porter
(born 1947)
• His work spans three broad areas:
competition and company strategy
(five forces, value chain); competition
and economic development (clusters,
diamond model); and competition and
societal issues (health care,
environment.)
forces
analysis
Porter's five force include
three forces from 'horizontal'
competition: threat of
substitute products, the
threat of established rivals,
and the threat of new
entrants; and two forces
from 'vertical' competition:
the bargaining power of
suppliers and the bargaining
power of customers.
CULTURE/EXCELLENC
E MAN
Thomas J. Peters
Born
• In Search of
November,
Excellence is an
1942
international bestselling
book written by Tom Peters and Robert H. Waterman, Jr.
First published in 1982 it is one of the biggest selling and
most widely read business books ever, selling 3 million
copies in its first four years, and being the most widely
held library book in the United States from 1989 to 2006 .
The book explores the art and science of management
used by leading 1980s companies with records of long-
term profitability and continuing innovation.
In Search of • A bias for action, active
decision making
Excellence
• Close to the customer
• Autonomy and
entrepreneurship
• Productivity through people
• Hands-on, value-driven
• Stick to the knitting
• Simple form, lean staff
• Simultaneous loose
QUALITY MAN
William Edwards Deming
October , 1900 –
• December
The philosophy , 1993
of W. Edwards Deming has
been summarized as follows:
(a) When people and organizations focus
primarily on quality, defined by the
following ratio,
• QUALITY = RESULTS OF WORK EFFORTS /
TOTAL COST
quality
tends to increase and costs fall over time.
• b) However, when people and organizations
focus primarily on costs , costs tend to rise
and quality declines over time.
PDC
A
PDCA (plan-do-check-
act) is an iterative
four-step problem-
solving process
typically used in
business process
improvement It is also
known as the Deming
cycle, Shewhart cycle,
Deming wheel, or plan-
do-study-act.
There is no substitute
for knowledge. THANK
YOU.