Principles and Dr.

Practices Of
Nidhi Shukla
Management
Associate Professor
IMCE/SRMU
UNIT –1
• Management an Introduction:
• Importance, definition and functions.
• Characteristics of Management - Profession, Art or Science,
• Management vs. Administration
• Roles of a Manager and required skills.

• Development of Management thought:

• Early Classical Approaches-scientific management, administrative management and bureaucracy

• Neo-classical Approaches-human relations movement and behavioral approach

• Modern Approaches-quantitative approach, systems approach and contingency approach

DEFINITION:
• F.W. Taylor - “Art of knowing what you want to do and then
seeing that it is done the best and cheapest way”.

• Henry Fayol – “To Manage is to forecast, to plan, to

organise, to command, to co-ordinate and to control”.

• Peter F.Drucker – “Management is work and as such it has

its own skills, its own tools and its own techniques”.

• “Management is the art of getting things done through and

with people”.
Definition
1. Management is a dynamic process that helps to get things done,
through and with efforts of people in an organisation. It is always
a creative endeavour.
2. Management is the process that focuses majorly on optimizing the
scarce resources ( all the inputs)
• Definition of management - there are so many scholars worked in the
discipline of management and then, so many scholars have come up
with the lot of definitions.
• Though, the definition of management varies with the different
scholars and even from the different school of thought, but if you look
at the approach, environment and processes are essentially the same
of for all organisational activities…. aligning to achieve the goal of an
organisations.
• Management is the attainment of organizational goals in an

effective and efficient manner through planning, organizing,

staffing, directing, coordinating and controlling organizational

resources
CHARACTERISTICS OF MANAGEMENT

1. A management is an organized activity.

2. Management is aligned with organisational objectives.

3. Management optimizes the constraining resources

4. Management work with people and through people

5. Management is a science as well as an art

CHARACTERISTICS OF MANAGEMENT

6. Management is decision making.

7. Management is also universal.

8. Management is intangible.

9. Management is an interdisciplinary operation.

10. Management is a social process.

CHARACTERISTICS OF MANAGEMENT

11. Management is a system of authority.

12. Management is dynamic.

13. Management principles are relative not absolute.

14. Management is a profession.

15. Management is a strategic function.

Explanation

1. People work as a team to achieve the goals of the organisation. The moment you
work in a team to achieve a goal, it is always an organised activity, it define who is
going to do, what activity how we are collectively going to create and achieve goal.
2. Management is aligned with the organisational objectives. When you are working
in an organisation; you are not an independent entity you are automatically
become a part of an organisation. When you are becoming a part of an
organisation, you work towards achieving the organisational objectives.
Organisational objective which means the goals set by the organisation, what an
organisation wanted to achieve you work in an organisation so that, you are able
to achieve the goals of the organisation then, your management whatever be the
practices you do, whatever the activities you do it is going to align with the
organisation objective.
3. We always look at a people who work in the shop floor in an
organisation or people who work in a human resource department or
people who work in a finance department they often come through this
challenge - I have limited resource available in terms of funds, I have a
very limited fund how I am going to use those funds effectively so that,
I am able to achieve the goals of my organisation despite there is a
limitation on the fund availability. For example, materials suppose I
have running set of the material, but how I am going to produce the
final product, how I am going to optimise those resources using those
resources, then management works with and through people.
4. management is a science as well as an art. One discipline falls in
both science and an art.
When we are talking about science; it is always driven by the scientific
way of doing things. Management is also talking about scientific way of
doing things so that, you are able to achieve or create value for your
organisation, but why we call management also as an art? If you look at
every people has their own way of doing things that is why we say
management is also an art.
Art and Science
Management is treated both as an art as well as science.

An art is often regarded as the systematic application of

skill or knowledge in effecting accomplishment of
results. In management one has to use personal skill
and knowledge in solving many complicated problems
to achieve enterprise objectives.
Art or Science

Management is regarded as a science because it has developed certain

principles, generalizations and techniques which have more or less
universal application.

So management is a study of a specific discipline. When one says that a

particular person is in management stream then it is assumed that he is
studying a particular field of learning.
 Management

ART SCIENCE
• Advances by practice • Advances by knowledge
• Feels • Proves
• Guesses • Predicts
• Describes • Defines
• Opines • Measures
• Expresses • Impresses
6. When we think of management, we think of a leader. The moment we think
of a leader, we also think about what kind of a decisions they take, the decision
they take that is going to impact people it is going to impact my organisation,
it is going to impact the prosperity of the organisation.
7. Management is also universal. Why do we call management is universal? the
reason being that management is not only limiting to a certain functional area
or it is not limiting only to a certain level of the organisation for example, we
call it generally lower level of the people and then we say middle management,
then the top level management we say there are lot of levels in the
organisation. But if you look at management application it is there in all the
levels right from the top management, middle management even at the lower
level.
8. Management is intangible. e.g. it is not present. See for example, I would say like
we are learning a course on principles of management you are leaning this course just
to see that what are the concepts of management is going to help me in a future
career or help me to apply certain things in my organization.
How do we see the management the whatever we leant is been applied only through
at end result will be able to see but, we cannot say management as an existing thing at
all, but it is going to be seen through how people are performing their activities, how
people are managing their teams, then even we will be seeing that KPI -Key Process
Indicators, key result areas. We always look at the indicators, looking at the
achievements, looking at the production, looking at the efficiency, increase in the
efficiency, increase in the productivity, there are multiple ways in which we will say that
yes management is actually creating a result, but we cannot see the management
because the application itself is showing that the end result.
9. management is an interdisciplinary operation. Why we say
interdisciplinary approach because it is embedded knowledge and
concepts from various disciplines right from social sciences, statistics,
research and applied sciences.
e.g. management people who is setting in the middle management or
the top level management they make decision based on data. The
moment I say I use a data, I use lot of statistics in it, I follow all the
scientific way of right from analysing the data, descriptive analyses,
influential statistics, I try to make decision based on these statistical way
of analysing my data then that will influence my decision, then you look
at applied sciences research all happening in all fields.
10. management is a social process -It has to manage direct and regulate efforts
of human resources to achieve desired results for the benefit of the society.
It is always a social process because you are going to engage with different levels
of people, but you are trying to create an output for an organisation that is going
to benefit the society. You may be working in a different organisation, you may
be producing a product, you may be producing a let us say producing a FMCG
you are working in an organisation FMCG where you are producing consumer
goods where the consumers are here and the people general society is here
consumers they are your customers for your organisation. The moment you
produce the value product for them you are actually helping them to realise the
value or whatever they spend, they are going to get it back in terms of a product
or in terms of a service that is why management is a social process.
11. Management is a system of authority. When you think of
management you always think about authority we always see that
managers are imposed or managers are given certain authority to make
decisions, make orders right, management is not possible without the
authority. Imagine a place where there is no manager at all and imagine
a place where there is a manager, but there is no power given to him.
Whatever manager says nobody will listen then, the existence of the
manager is of no use its not even relevant, that is why management is a
system of authority, somebody holds an authority to make decisions,
who try to influence others, make orders on others right.
12. management is dynamic. Why do we say dynamic? management is
not a set of rules which are very rigid, where I say this is the decision
you cannot go or move forward, then that kind of a rule rigid rules will
never help an organisation to grow. Management is as I said it is also
art, it has to change time to time you need to understand how the
world progresses, how every competitor is moving forward of their
businesses, then as an organisation you need to keep your
management principles dynamic. You need to be ready for all the
changes is happening
13. Management principles are relative not absolute. It is the
principles of management applied or subject to relativity of the
organisations behaviour and goals to be achieved.
It is not an absolute one which is never being related to organization
goals or the behaviours. it is always a relative you it is keep changing
or evolving along with how my organisation progresses.
14. management is a profession. Now, we talk about engineers as such
we are talking about engineering as a profession, doctor as a profession,
management is also a definitely an important profession that is why you
will see people are opting to go to do a masters degree in business
administration.
Management is a profession where we need people at the middle level
and top level to make decisions to ensure that my organisation has keep
progressing and growing that is why management is a profession. like
technology, engineering, management is also a profession because it also
has a philosophy, it also has practices, technology and there are
concepts, theories which is thriving them to move forward.
15. Management is a strategic function. What is strategic function? We often use a term strategy. Strategy is
always talking about long term decision, long term vision, how I am going to make my organisation move and
what are the decision which is going to impact my organisation, what is my long-term goals, as an as an
organisation; strategic function based on effectiveness of planning and mobilization of resources.

management is also talks about setting my strategic goals for next 2 years or next 5 years as an organisation we
decide let us take an example, ISRO as an organisation. So, ISRO says that what we are going to do for next 2
years, what is our next mission, where we are going to send our rockets to, what are the missions we are going
to plan and are we going to commercialize our activity, are we going to only focus on research and development
or we going to help our country’s development it is also a strategic decision it involves lot of strategic
functions as a part of the management yeah.
Different types of
management
Different types of Management
• Strategic Management -looks at overall strategy formation and execution.
• Operation Management -the materials been procured than you say how it is
being used, produced in a product.
• Human Resource Management - It talks about how are you going to decide
about how many people you require for your organisation, whom you are going
to hire mean hiring nothing but selecting somebody for my company, then
training them providing setting their fixing their salaries, giving them the
increment, rewarding them incentives and managing their performance your
need to evaluate, how are they doing if they are not doing really well, you need
to conduct training programs, improve their productivity efficiency. So, human
resource department talks about managing the people in the organisation.
• Financial and Accounting Management. It is focusing on
managing, finance and accounting processes in an
organization.
• Programme Management; management of ongoing portfolio
of the projects. Programme management there are many
now if you look at any organisation, now they are started to
work on multiple projects previously it was like functional
areas, now if you see organisation started to work on
projects.
• Quality Management- we will talk about managing the
quality of the planning, controlling and assurance and it can
be a possible improvement in the process existing or even the
improvement in the quality of the product we produce or the
service we rendered to our customers so, that is the quality
management
• Change Management - in every organisation we always see there is
always a development, there is always a plan for bringing new changes
in an organisation. So, change management it is actually talking about
helping an organisation and teams to make smooth transition from a
current state to the new state. For example, let us say an organisation
previously using paper-based reporting system. Now, with the lot of
technology advancement, organisations migrating from a paper base
to a computer base let us say application based people are started
to report through their mobile applications, then there is a migration.
So, change management actually has to help the people to move from
the paper-based work to the application based.
• Risk Management - it will identify and assess and control the chances that will have a

negative impact on an organisation or on a product it can be any perspective risk

management will talk about all this.

• Procurement Management -The procurement management will talk about say I am

going to produce this product and now I will open my inviting the potential supplier

for my organisation. So, what do they do you have to identify multiple suppliers, then

you assess the price they quote and then the quality of the material they send give us

so, the procurement management it is also talking about acquisition of goods and

services from the external sources.

• Supply Chain Management -There is a logistics involved in any organisation right, right

from sourcing your materials and to delivering to the customer . So, supply chain

management will actually be talking about how effectively we can do, so that customers

are happy and we can also save cost through the supply chain processes.
• Marketing Management - the moment you are in an organisation, you are
producing a product you need to market your product. there are multiple
players in the market how we are going to make your product to be sold to
the customers. So, that is why marketing management talks about
marketing strategies, product identification, new product development,
identifying what are the current interest of the customers right n products
brand promotions in all coming part of the marketing management.
• Research and Development management -managing the process of
research and development and that associated teams and the engineering
management, management of application of engineering to the business
solutions for example, now there are app development, a process
development it is again related to the engineering management.
• Innovation Management - many organisation are in to the creative divisions
they come up with the lot of innovations, they allow their teams to work
on lot of innovative projects management of innovation process like
strategy R and D of the organisation because so that you come up with a
new product , innovative product.
• Facility Management - in every organisation if you see there are lot of
resources and facilities available. You need to hire somebody who will look
after this facilities right.
Types of managers
 Types of managers
• According to Charles and Steven, there are three main types of managers

1. General managers - the one who is responsible for the overall business of an
organisation for example, may be a sub unit let us say I am an organisation, I am
operating in different locations in a country for example, let us say I am operating
in Delhi, Mumbai, Kolkata, Chennai. So, like say general manager for a Delhi will
be over all responsible for the overall functioning of the plant in Delhi.

2. Functional managers -functional manager means we say that we have different

departments right human resource department, finance, accounts, let us say
operations there are different functional groups in the organisations. So, functional
manager responding for the particular function. Let us say I am a human resource
manager, then I am responsible for the whole human resource process of my
organisation.

3. Frontline managers - Then frontline managers are the one who manages the
Hierarchy /Levels of Management

Top
Managemen
t

Middle Management

Fine line Management

purpose of the management
Purpose of the management
• Purpose of the management is to make individual weaknesses
irrelevant and team is a core part of it. It always talks about need to
work towards achieving the organisation goal over your individual
interest.
• So, the purpose of the management is always talking about trying to
achieve the organisations goal foregoing the individual interest in it
• To ensure that you support each other and challenge to another to
reach at the goal by adopting strategic planning of action and
approaches in an organisation.
Scope of management
Scope of management
• Management is an important component in an organisations and we are talking
about lot of functional areas like HR, finance, production, marketing, materials
maintenance and there are so many functional areas in an organisations so where in
the management can contribute to at great extend for the success of an organisations.
• Management is an interdisciplinary subject, it is not only a science, not only an art it is
actually an interdisciplinary subject it is providing lot of scope for the people come
from social sciences, people come from engineering background, people come from
technological disciplines to enter in to this management discipline.
• Management is a change agent with the scientific method and quantitative
techniques. So, during the course of management practice, there is an increasing
scope of balancing between earlier and modern practice of management. The scope of
management is widening as we have seen that management is taking a central part in
any organisation’s success and prosperity of the organisations.
Management is…

Efficiency
Efficiency
Getting
Gettingwork
work
done
donethrough
through
others
others Effectiveness
Effectiveness
• Efficiency: A measure of how well resources are used to achieve a
goal.

• Effectiveness: A measure of the appropriateness of the goals chosen

(are these the right goals?), and the degree to which they are
achieved.
• Resources are organizational assets
• Man,
• Machinery,
• Materials,
• Money
Importance of Management

1. Management creates teamwork and team spirit in an

organization by developing a sound organizational
structure.
2. It brings the human and material resources together
and motivates the people for the achievement of goals.

3. Effective utilization of resources(M,M,M,M)

4. Development of Resources

5. To Incorporate Innovations

6. Stability in the society

Importance of Management

1. Achievement • A human group consists of several persons,

of group goals
each specialising in doing a part of the total
2. Optimum
task. Each person may be working efficiently,
utilisation of
resources but the group as a whole cannot realise its

3. Minimisation objectives unless there is mutual cooperation

of cost: and coordination among the members of the
4. Generation of group. Management creates team-work and
employment
coordination in the group
5. Survival and growth
Importance of Management

1. Achievement
• Managers forecast the need for
of group goals
2. Optimum materials, machinery, money
utilisation of
resources and manpower. They ensure that
3. Minimisation the organisation has adequate
of cost:
4. Generation of resources and at the sametime
employment
does not have idle resources.
5. Survival and growth
Importance of Management

1. Achievement • Management directs day-to-day

of group goals
operations in such a manner that all
2. Optimum
utilisation of wastage are avoided.
resources
• By reducing costs and improving
3. Minimisation
of cost: efficiency, managers enable an
4. Generation of enterprise to be competent to face
employment
5. Survival and growth competitors and earn profits.
Importance of Management

1. Achievement • By setting up and expanding business

of group goals
enterprises, managers create jobs for the
2. Optimum
utilisation of people. People earn their livelihood by
resources working in these organisations.
3. Minimisation • Managers also create such an environment
of cost:
that people working in enterprise can get
4. Generation of
employment job satisfaction and happiness.
5. Survival and growth
Importance of Management

1. Achievement • Management takes steps in advance to meet

of group goals
the challenges of changing environment.
2. Optimum
utilisation of • Changes in business environment create risks
resources as well as opportunities.
3. Minimisation • Managers enable the enterprise to minimise
of cost:
the risks and maximise the benefits of
4. Generation of
opportunities.
employment
5. Survival and growth
• Management as a Science:
• Science can be defined as a systematic and organised body of
knowledge based on logically observed findings, facts and events.
• Science comprises of exact principles which can be verified and it can
establish cause and effect relations.
Main characteristics/features of science are:

1. Systematic :Like science in management also there is availability of

systematic and organised study material.
2. Scientific principles are derived on the basis of logical and scientific
observations:
3. Principles are based on repeated experiments:
4. Universal Validity:
5. Replication is possible: In science replication is possible as when
two scientists are undertaking the same investigation working
independently and treating the same data under the same conditions
may desire or obtain the identical or exactly same result.
Universally accepted principles
• – Scientific principles represents basic truth about a particular field of
enquiry. These principles may be applied in all situations, at all time &
at all places. E.g. – law of gravitation which can be applied in all
countries irrespective of the time.
• Management also contains some fundamental principles which can
be applied universally like the Principle of Unity of Command i.e. one
man, one boss. This principle is applicable to all type of organization –
business or non business.
Experimentation & Observation
• – Scientific principles are derived through scientific investigation &
researching i.e. they are based on logic.
• E.g. the principle that earth goes round the sun has been scientifically
proved. Management principles are also based on scientific enquiry &
observation and not only on the opinion of Henry Fayol. They have
been developed through experiments & practical experiences of large
no. of managers.
• E.g. it is observed that fair remuneration to personal helps in creating
a satisfied work force.
Cause & Effect Relationship
• Principles of science lay down cause and effect relationship between various
variables.
• E.g. when metals are heated, they are expanded. The cause is heating &
result is expansion.
• The same is true for management; therefore it also establishes cause and
effect relationship.
•  E.g. lack of parity (balance) between authority & responsibility will lead to
ineffectiveness. If the cause i.e. lack of balance, the effect can be
ascertained easily i.e. ineffectiveness. Similarly if workers are given bonuses,
fair wages they will work hard but when not treated in fair and just manner,
reduces productivity of organization.
Management as an Art

• Art means application of knowledge & skill to get the desired

results. An art may be defined as personalized application of
general theoretical principles for achieving best possible results.
Art has the following characters –
1. Practical Knowledge: Every art requires practical knowledge
therefore learning of theory is not sufficient. It is very important to
know practical application of theoretical principles.
•  E.g. to become a good painter, the person not only should know
about the different colour and brushes but different designs,
dimensions, situations etc to use them appropriately. A manager
can never be successful just by obtaining degree or diploma in
management; he must have also known how to apply various
principles in real situations, by functioning as a manager.
Management as an Art

2. Personal Skill: Although theoretical base may be

same for every artist, but each one has his own style and
approach towards his job. That is why the level of
success and quality of performance differs from one
person to another.
• E.g. there are several qualified painters but M.F.
Hussain is recognized for his style. Similarly
management as an art is also personalized. Every
manager has his own way of managing things based on
his knowledge, experience and personality, that is why
some managers are known as good managers (like
Aditya Birla, Rahul Bajaj) whereas others as bad.
Management as an Art

•  E.g. to become a good painter, the person not only

should know about the different colour and brushes
but different designs, dimensions, situations etc to
use them appropriately. A manager can never be
successful just by obtaining degree or diploma in
management; he must have also known how to
apply various principles in real situations, by
functioning as a manager.
Management as an Art

3. Creativity: Every artist has an element of creativity in

line. That is why he aims at producing something that has
never existed before which requires combination of
intelligence & imagination. Management is also creative
in nature like any other art. It combines human and non-
human resources in an useful way so as to achieve
desired results. It tries to produce sweet music by
combining chords in an efficient manner.
Management as an Art

4. Perfection through practice: Practice makes a man

perfect. Every artist becomes more and more
proficient through constant practice. Similarly
managers learn through an art of trial and error
initially but application of management principles over
the years makes them perfect in the job of managing.
5. Goal-Oriented: Every art is result oriented as it
seeks to achieve concrete results. In the same manner,
management is also directed towards accomplishment
of pre-determined goals. Managers use various
resources like men, money, material, machinery &
methods to help in the growth of an organization.
Management as both Science and Art

• Management is both an art and a science. The above mentioned

points clearly reveal that management combines features of both
science as well as art.

• It is considered as a science because it has an organized body of

knowledge which contains certain universal truth.

• It is called an art because managing requires certain skills which

are personal possessions of managers. Science provides the
knowledge & art deals with the application of knowledge and
skills.
 Management as a discipline

• Management as a discipline specifies -

• certain code of conduct for managers & indicates various

methods of managing an enterprise.

• Management is a course of study which is now formally being

taught in the institutes and universities after completing a

prescribed course or by obtaining degree or diploma in

management, a person can get employment as a manager.

 Management as a discipline
• Any branch of knowledge that fulfils following two requirements is known

as discipline:

1. There must be scholars & thinkers who communicate relevant knowledge

through research and publications.

2. The knowledge should be formally imparted by education and training

programmes.

• Since management satisfies both these problems, therefore it qualifies to

be a discipline. Though it is comparatively a new discipline but it is growing

at a faster pace.
 Evolution of Management Concept

• The origin of Evolution management can be traced back to the days when man started living in groups.

• History reveals that strong men organized the masses into groups according to their intelligence, physical

and mental capabilities. Evidence of the use of the well recognized principles of management is to be

found in the organization of public life in ancient Greece, the organization of the Roman Catholic Church

and the organization of military forces.

• Thus management in some form or the other has been practiced in the various parts of the world since the

dawn of civilization.

• With the on set of Industrial Revolution, however, the position underwent a radical change. The structure

of industry became extremely complex. At this stage, the development of a formal theory of management

became absolutely necessary. It was against this background that the pioneers of modern management

thought laid the foundations of modern management theory and practice.

• The period of 1700 to 1800 emphasizes the industrial revolution and
the factory system highlights the industrial revolution and the
importance of direction as a managerial purpose. Thus, the
development of management theory can be recognized as the way
people have struggled with relationships at particular times in olden
periods
 Evolution of management thought may be
divided into four stages
• Pre-scientific management period.
• Classical Theory
• Scientific Management of Taylor
• Administrative Management of Fayol
• Bureaucratic Model of Max Weber
• Neo-classical Theory or Behaviour Approach
• Modern Theory or Systems Approach
Pre-scientific Management Period
• The advent of industrial revolution in the middle of the 18th century had its impact on
management. Industrial revolution brought about a complete change in the methods of
production, tools and equipments, organization of labour and methods of raising capital.
• Employees went to their work instead of receiving it, and so, the factory system, as it is known
today, become a dominant feature of the economy. Under this system, land and buildings, hired
labour, and capital are made available to the entrepreneur, who strives to combine these
factors in the efficient achievement of a particular goal. All these changes, in turn, brought
about changes in the field of management. Traditional, conventional or customary ideas of
management were slowly given up and management came to be based on scientific principles.
• In the words of L. F. Urwick- "Modern management has thrown open a new branch of human
knowledge, a fresh universe of discourse". During the period following the industrial revolution,
certain pioneers tried to challenge the traditional character of management by introducing new
ideas and character of management by introducing new ideas and approaches. The notable
contributors of this period are:
• Professor Charles Babbage (UK 1729 -1871): He was a Professor of Mathematics at Cambridge
University. Prof Babbage found that manufacturers made little use of science and mathematics,
and that they (manufacturers) relied upon opinions instead of investigations and accurate
knowledge. He felt that the methods of science and mathematics could be applied to the solution
of methods in the place of guess work for the solution of business problems. He advocated the use
of accurate observations, measurement and precise knowledge for taking business decisions. He
urged the management of an enterprise, on the basis of accurate data obtained through rigid
investigation, the desirability of finding out the number of times each operation is repeated each
hour, the dividing of work into mental and physical efforts, the determining of the precise cost for
every process and the paying of a bonus to the workers in proportion to his own efficiency and the
success of enterprise.
• James Watt Junior (UK 1796 - 1848) and Mathew Robinson Boulton(1770 - 1842): James Watt
Junior and Mathew Robinson Boulton contributed to the development of management thought by
following certain management techniques in their engineering factory at Soho in Birmingham.
They are:-
• Robert Owens (UK 1771 - 1858): Robert Owens, the promoter of co-operative and trade union
movement in England, emphasized the recognition of human element in industry. He firmly
believed that workers' performance in industry was influenced by the working conditions and
treatment of workers. He introduced new ideas of human relations - shorter working hours,
housing facilities, training of workers in hygiene, education of their children, provision of canteen
etc. Robert Owen, managed a group of textile mills in Lanark, Scotland, where he used his ideas
of human relations. Though his approach was paternalistic, he came to be regarded as the father of
Personnel Management.
• Henry Robinson Towne (USA 1844 -1924): H.R Towne was the president of the famous lock
manufacturing company "Yale and Town". He urged the combination of engineers and economists
as industrial managers. This combination of qualities, together with at least some skill as an
accountant, is essential to the successful management of industrial workers. He favoured
organized exchange of experience among managers and pleaded for an organized effort to pool the
great fund of accumulated knowledge in the art of workshop management.

• Seebohm Rowntree (UK 1871- 1954): Rowntree created a public opinion on the need of labour
welfare scheme and improvement in industrial relations. The Industrial Welfare Society, The
Management Research Groups and the Oxford Lecture Conferences in the U.K owed their origin
and progress to the interest and zeal of Rowntree.
 Classical Theory

• Prof. Charles Babbage, James Watt Junior and Mathew Robinson Boulton, Robert
Owen, Henry Robinson Towne and Rowntree were, no doubt, pioneers of
management thought.
• But, the impact of their contributions on the industry as a whole was meagre.
• The real beginning of the science of management did not occur until the last decade
of the 19thcentury.
• During this period, stalwarts like F.W. Taylor, H.L. Gantt, Emerson, Frank and Lillian
Gilberth etc., laid the foundation of management, which in due course, came to be
known as scientific management.
• F.W. Taylor and Henry Fayol are generally regarded as the founders of scientific
management and administrative management and both provided the bases for
science and art of management.
Features of Management in the Classical
Period:
• It was closely associated with the industrial revolution and the rise of
large-scale enterprise.
• Classical organization and management theory is based on
contributions from a number of sources.

• They are scientific management, Administrative management theory,

bureaucratic model, and micro-economics and public administration.
• Management thought focussed on job content division of labour,
standardization, simplification and specialization and scientific
approach towards organization.
Taylor's Scientific Management: 
• Started as an apprentice machinist in Philadelphia, USA. He rose to be
the chief engineer at the Midvale Engineering Works and later on
served with the Bethlehem Works where he experimented with his
ideas and made the contribution to the management theory for
which he is so well known.
• Frederick Winslow Taylor well-known as the founder of scientific
management was the first to recognize and emphasis the need for
adopting a scientific approach to the task of managing an enterprise.
• He tried to diagnose the causes of low efficiency in industry and came
to the conclusion that much of waste and inefficiency is due to the
lack of order and system in the methods of management.
• He found that the management was usually ignorant of the amount
of work that could be done by a worker in a day as also the best
method of doing the job.
• As a result, it remained largely at the mercy of the workers who
deliberately shirked work.
• The scientific method consists essentially of
a. Observation
b. Measurement
c. Experimentation and
d. Inference.
• He summed up his approach in these words:
• Science, not rule of thumb
• Harmony, not discord
• Co-operation, not individualism
• Maximum output, in place of restricted output
• The development of each man to his greatest efficiency and prosperity.