Evolution of Management 2-3 PDF

Lectures 2-3 Evolution of management  Robert Owen (1771--1858) - Welsh textil - **The importance of human resources ,welfare and workers** Charles Babbage (1792--1871) - Creating efficiencies of production - **Application of mathematics to management problems**...

Lectures 2-3 Evolution of management  Robert Owen (1771--1858) - Welsh textil - **The importance of human resources ,welfare and workers** Charles Babbage (1792--1871) - Creating efficiencies of production - **Application of mathematics to management problems** Classical management perspective: - Scientific management - Main goal to improve the performance of an individual worker - **Frederick Winslow Taylor:** - **selecting traning and developing workers** - **Frank Gilberth and Lillian Gilberth:** - **Techniques (motion study) for enhancing efficiency** - Harrington Emerson: - Emerson Efficiency system: - production routing procedures - standardized working conditions and tasks time and motion studies - a bonus plan which raised workers\' wages - Henry Ford: - mass production - assembly line - standards - \$5 per day wage - five 8-hour days a week - Classical organization theory - Theory on managing only the whole organization rather than individuals - 5 management functions: - planning, organizing, commanding, coordinating, controlling - 14 principles of management Focuses on managing the whole organization rather than individuals. Fayol 14 principles of management: - **Division of Work: Specialization** builds expertise and makes individuals more productive. - **Authority: The right to issue commands** and assume responsibility for their execution. - **Discipline: Employees must obey**, but this is two-sided: employees will only obey orders **if management play their part by providing good leadership.** - **Unity of Command:** Each worker should have only **one boss with no other conflicting lines of command.** - **Subordination of individual interests :**Management must ensure that the **goals of the organisation take priority** over the interest of its individual members. Max Weber: - Bureaucratic structures can eliminate the variability - allows large organizations to perform the many routine activities - People should be treated in unbiased manner Behavioural Management Perspective: - Individual attitudes and behaviors importance - Human relations movement - Organizational behaviour **Parker Follett** : - the importance of human behavior - Allowed self-managed groups - Networking knowledge sharing **The Hawthorne Studies:** - Conducted by Elton Mayo - Illumination study: - Workplace lightning adjustments effects the performance - Interview program: - Importance of human behaviour in the workplace - Bank wiring observation room program: - **Hawthorne effect:** workers perform and react differently when being monitored Abraham maslow:  Employees are motivated by a hierarchy of needs that they seek to satisfy. Organizational behaviour: Douglas Mcgregor: Quantitive management perspective:Focuses on dicision making, economic effectiveness, mathematical models,computers to help solve problems - Management Science: - Focuses on developing mathematical models to assist with decisions - Linear programming, game theory, probability theory - Operations Management: - Practical application of management science to manage the production and distribution - Quality control, total quality management, Integrating the major perspectives - The Systems Perspective (Open Systems) - Input: external resources: people, financial resources, materials - Transformation: products and services: Technology, operating systems - Outputs: products, services, reputation, stakeholder satisfaction - The Contingency Perspective - each organization is unique. - managing an organization depends on the current situation in the organization.