The Evolution of

Management Thinking
Fundamentals of Management
Course Instructor : Sadaf Zahra Usman
Topics for discussion
• Why study historical perspectives?
• Classical perspective
• Humanistic perspective
• The Management Science approach
• Systems theory
• Contingency view
• Total Quality Management
Why Study Historical Perspective?
• Productivity (effectiveness)
• Efficiency
Classical Perspective
• Early study of management
• Began during the 19th and early 20th century
• Emphasized a rational, scientific approach to the study of
management
• Sought to make organizations efficient operating machines
• Arrival of the ‘salaried manager’
Subfields
• Scientific management
• Bureaucratic organizations
• Administrative principles
Scientific Management (Taylorism)
• Fredrick Winslow Taylor; father of scientific management
• Key ideas:
• Division of Labor: Taylor proposed breaking down complex tasks into simpler, specialized tasks. This allowed workers to
become more proficient in their specific tasks, leading to increased efficiency and reduced time spent on training.
• Time and Motion Studies: Taylor conducted time and motion studies to analyze and standardize the most efficient way
to perform tasks. He believed that there was a "one best way" to perform each task, which could be determined
through scientific analysis.
• Standardization of Work Methods: Taylor advocated for the establishment of standardized work methods, tools, and
equipment. This reduced variations in work processes, leading to consistency and predictability in outcomes.
• Scientific Selection and Training: Taylor believed in selecting and training workers based on their skills and abilities. He
proposed matching workers to tasks that suited their capabilities to ensure optimal performance.
• Incentive Systems: Taylor introduced incentive systems to motivate workers to achieve higher levels of productivity. He
suggested that workers should be paid based on their output, creating a direct link between effort and compensation.
• Close Supervision: Managers were expected to closely supervise workers to ensure they followed standardized
procedures and used efficient methods. This approach aimed to minimize deviations and maintain consistent
performance.
• Clear Hierarchical Structure: Taylor emphasized a clear division of responsibilities between managers and workers.
Managers were responsible for planning and organizing work, while workers were expected to execute tasks according
to established methods.
Bureaucratic Organization
• Max Weber (emerged in Europe in the 1800; family business; loyalty
to one person)
• Emphasized management on an impersonal, rational basis through
such elements as clearly defined authority and responsibility, formal
record keeping, and separation of management and ownership.
Administrative Principles
• Proposed by Fayol
• Focused on the total organization rather than individual worker, delineating
the management functions of;
• Planning
• Organizing
• Leading
• Controlling
• Some general principles;
• Unity of command (each subordinate receives order from one superior only
• Division of work (managerial work and technical work are amenable to specialization
to produce more and better work with same amount of effort)
• Unity of direction (similar activities in an organization should be groupded together
under same manager)
• Scalar Chain (a chain of authority extends from top to the bottom of organization and
should include every employee)
Management Sciences (quantitative
perspective)
• Perspective that emerged after second world war and applied
mathematics, statistics and other quantitative techniques to
managerial problems.
• After WW2, large quantities of materials and number of people were
to managed
• Two main subfields;
1. Quantitative techniques: the use of mathematics, statistics and computer
technology to facilitate management decision making
2. Information technology: the hardware, software, telecommunications,
database management, and other technologies used to store, process and
distribute information.
Humanistic Perspective
• Emerged around the late 19th centaury emphasizing on understanding
the human behavior, needs and attitudes in the work place.
• Three subfields;
1. The human relations movement
2. The HR perspective
3. Behavioral science approach
Human Relations Movement
• A movement in management thinking and practice emphasizing
satisfaction of employees’ basic needs as the key to increased worker
productivity.
• Hawthorne Studies/effect: A series of experiments on worker
productivity; begun in 1924 at the Hawthorne plant in Illinois;
attributed worker’s increased output to manager’s better treatment
of them.
 The Human Resource Perspective
• Espoused a ‘dairy farm’ view of management
• Perspective that suggests that jobs should be designed to meet
higher-levels needs by allowing workers to use their full potential
Abraham Maslow (1908-1970) – Hierarchy
of Needs
Douglas McGregor (1906-1964) – Theory X
and Theory Y
The behavioral sciences approach
• A subfield of the humanistic management perspective that applies
social science in an organizational context, drawing from economics,
psychology, sociology and other disciplines.
Key principles of Behavioral Science
Management
1. Human-Centered Approach
2. Motivation and Rewards
3. Group Dynamics and Teamwork
4. Leadership Styles
5. Communication skills
6. Conflict resolution
7. Change management
8. Job design
9. Training & Development
10. Performance appraisal
Questions?