Evolution

and
Management
Theory
 Evolution
and
Management
Theory
CIENTIFIC MANAGEMENT
Scientific management is a theory of

management that analyses and workflows.

Its main objective is improving economic

efficiency, especially labor productivity. It

was one of the earliest attempts to apply

science to the engineering of processes to

management.
 Taylorism
Scientific management is

sometimes known as

Taylorism after its founder,

Frederick Winslow Taylor.

Principles ofScientific Management
Historical Perspective
One of the earliest of these theorists was Frederick Winslow Taylor. He started the Scientific
Management movement, and he and his associates were the first people to study the work process
scientifically

In 1909, Taylor published "The Principles of Scientific Management." In this, he propose that by optimizing
and simplifying jobs, productivity would increase. He also advanced the idea that workers and managers
needed to cooperate with one another.

Taylor believed that all workers were motivated by money, so he promoted the idea of "a fair day's pay
for a fair day's work."
Principles ofScientific Management
Historical Perspective
One of the earliest of these theorists was Frederick
Winslow Taylor. He started the Scientific Management
movement, and he and his associates were the first people
to study the work process scientifically
Principles ofScientific Management
Historical Perspective
In 1909, Taylor published "The Principles of Scientific
Management." In this, he propose that by optimizing and
simplifying jobs, productivity would increase. He also
advanced the idea that workers and managers needed to
cooperate with one another.
Principles ofScientific Management
Historical Perspective
Taylor believed that all workers were
motivated by money, so he promoted the
idea of
"a fair day's pay for a fair day's work."
Four Principles of Scientific
Management:
01
Replace working by "rule of thumb," or simple habit and
common sense, and
instead use the scientific method to study work and
determine the most efficient way to perform specific tasks.
02
Rather than simply assign workers to just any job, match
workers to their jobs based on capability and motivation,
and train them to work at maximum efficiency.
Monitor worker performance, and provide instructions and
03
supervision to ensure that they're using the most efficient
ways of working.
04
Allocate the work between managers and workers so that
the managers spend their time planning and training,
allowing the workers to perform their tasks efficiently.
Four Principles of Scientific
Management:
Replace working by "rule of thumb" or simple habit and common
01 sense, and instead use the scientific method to study work and
determine the most efficient way to perform specific tasks.
Four Principles of Scientific
Management:
Rather than simply assign workers to just any job, match
01
02 workers to their jobs based on capability and motivation,
and train them to work at maximum efficiency.
Four Principles of Scientific
Management:
Monitor worker performance, and provide instructions and
03
01
supervision to ensure that they're using the most efficient
ways of working.
Four Principles of Scientific
Management:
Allocate the work between managers and workers so that
04
01
the managers spend their
time planning and training, allowing the workers to
perform their tasks efficiently.
 Critiques of Taylorism
Taylor's Scientific Management Theory promotes the idea that there is "one right

way" to do something. As such, it is at odds with current approaches such as

Management by Objectives (MBO), Continuous Improvement Initiatives, Business

Process Reengineering (BPR), and other tools like them. l

Teamwork is another area where pure Taylorism is in opposition to current practice.

Essentially, Taylorism breaks tasks down into tiny steps, and focuses on how each

person can do his or her specific series of steps best.

Scientific management in its pure form focuses too much on the mechanics, and fails to value the
people side of work, whereby motivation and workplace
satisfaction are key elements in an efficient and productive organization
 Critiques of Taylorism

Taylor's Scientific Management Theory promotes the idea that there

is "one right way" to do something. As such, it is at odds with
current approaches such as
Management by Objectives (MBO), Continuous Improvement
Initiatives, Business Process Reengineering (BPR), and other tools
like them.
 Critiques of Taylorism

Teamwork is another area where pure Taylorism is in

opposition to current practice.
Essentially, Taylorism breaks tasks down into tiny steps, and
focuses on how each person can do his or her specific series
of steps best.
 Critiques of Taylorism

Scientific management in its pure form focuses too much on the mechanics,
and fails to value the people side of work, whereby motivation and
workplace
satisfaction are key elements in an efficient and productive organization
HUMAN RELATIONS MOVEMENT
(Effectiveness and Efficiency)
Which focused on
exploring the link between employee
satisfaction/wellbeing and workplace
productivity.
Hawthorne studies
The human relations movement was
founded by sociologist George Elton
Mayo in the 1930s
 The human relations movement is seen as the precursor of the

modern human resources function. Before the human relations

movement, workers were typically seen as replaceable cogs in

organizational systems that put the ultimate value on higher

output.

Following the Howthrone Experiments, a great deal of work has

been carried on by behavioral scientists belonging to a variety of

disciplines including Psychology, Sociology, Philosophy and

Anthropology in studying the behavior of people at work.

Features of Elton Mayo’s Human Relations
Approach
The main features of the Human Relations Approach to management are the following:

Since management is getting things done through and with Larger production and higher motivation can be achieved

01 03
people, a only through good

manager must have a basic understanding of human human relation.

behavior in all respects—

particularly in the context of work groups and

The managers must study the inter-personal relations
organizations. The study of management must draw the concepts and

02 04
among the people at principles of various

work. behavioral sciences like Psychology and Sociology.

Features of Elton Mayo’s Human Relations
Approach
The main features of the Human Relations Approach to management are the following:

Since management is getting things done through and with

01 people, a manager must have a basic understanding of
human behavior in all respects—particularly in the context
of work groups and organizations.
Features of Elton Mayo’s Human Relations
Approach
The main features of the Human Relations Approach to management are the following:

02 The managers must study the

inter-personal relations among
the people at work.
Features of Elton Mayo’s Human Relations
Approach
The main features of the Human Relations Approach to management are the following:

03 Larger production and higher motivation can be

achieved only through good
human relation.
Features of Elton Mayo’s Human Relations
Approach
The main features of the Human Relations Approach to management are the following:

04 The study of management must draw the concepts

and principles of various
behavioral sciences like Psychology and
Sociology..
BARNARD’S
THEORIES
(Theory of Authority and Theory of
Incentives)
Barnard formulated two
interesting theories: one of
authority and the other of
incentives. Both are seen in the
context of a communication
system grounded in seven essential rules:
SEVEN ESSENTIAL RULES:
COMMUNICATION SYSTEM
• The channels of communication should be definite;
• Everyone should know of the channels of communication
• Everyone should have access to the formal channels of communication;
• Lines of communication should be as short and as direct as possible;
• Competence of persons serving as communicationcenters should be adequate;
• The line of communication should not beinterrupted when the organization is
functioning;
• Every communication should be authenticated
BARNARD’S
THEORIES
(Theory of Authority and
Theory of Incentives)
Barnard gives great importance

to persuasion, much more than

to economic incentives. He

described four general, and four

specific incentives.
FOUR SPECIFIC
INCENTIVE
• Money and other material inducements;
• Personal non-material opportunities for
distinction;
• Desirable physical conditions of work;
• Ideal benefactions, such as pride of workmanship
etc.
THE GENERAL INCENTIVES:
• Associated attractiveness (based upon compatibility with
associates)
• Adaptation of working conditions to habitual methods and attitudes
• The opportunity for the feeling of enlarged participation in the
course of events.
• The condition of communing with others (personal comfort with
social relations opportunity for comradeship etc.)