Evolution Of Management PDF

EVOLUTION OF MANAGEMENT people, resources, organizations, services, Management in always part of our everyday life: it facilities and programs for clients and clients in consists of art or act of planning, organizing, their leisure time, including in particu...

EVOLUTION OF MANAGEMENT people, resources, organizations, services, Management in always part of our everyday life: it facilities and programs for clients and clients in consists of art or act of planning, organizing, their leisure time, including in particular the range controlling etc. The word Management is often of leisure products such as play, the arts and used in business, commerce and industry, where culture, recreation, celebrations and events, in employees and employer are working side by festivals, sport, health and fitness, and travel and side. Some institutions claim that good tourism. However, this lesson deals with the basic management as the most important factor of the principles and core elements of management. organization that is why these organizations usually gives importance on specialist technical The Profit Orientation of Management knowledge. Management is generally viewed in terms of economic efficiency; it can only explain its Management presence through the economic results it achieves. - Management is both an active human activity and a process through which individuals and But good management can produce 'profits' in a organizations achieve the outcomes. wide range of ways that are not related to - Management is a distinct type of work. It is not economic outcomes. In some fundamental enough just to do a job. A good fitness trainer, respects the 'People Service' program, which park ranger, swim teacher, park instructor or arts involves many elements of leisure management, manager does not automatically make an varies from a commercial profit- driven enterprise. excellent 'Profit' needs to be defined not only in terms of manager. money, but also in terms of several criteria. - Although technical 'know-how' is essential, management is more important: it requires effort, The founding principles of modern management efficiency and accountability for end-results. Management understanding has progressed from the What is the distinct type of work which relates to - Scientific Movement instigated by Frederick the manager? Taylor (see Wren, 1972) a hundred years ago, - Management is not a science with strict rules and through the standardized behavior. No rules will remove the - Human Relations Movement influenced by Elton need for knowledge, discretion and common Mayo (1933), through the sense. - Classical Movement stressing organization and - Management is not an art, if we only imply administration and influenced by Henry Fayol intuition and individual judgment on the (1930) and Max Weber (see Wren, 1972), to the assumptions that "managers are born and not - Behaviorist view of management put forward by made." Douglas McGregor (1966) and Frederick Herzberg - Management is not a profession, though it has (Herzberg et al., 1959), who built on the established a code of ethics and standards. inspiration of - Hierarchy of Needs by Abraham Maslow (1954; 1968). One of the Oxford English Dictionary definitions of ‘management’ is ‘the application of skill or care in the manipulation, use, treatment, or control of Beginning of Modern Management things or persons, or in the conduct of an Management as we know it begins in the early enterprise, operation, etc.’. 20th century. Four examples from the first half of the twentieth century are: 'scientific movement;' As far as Leisure Management is concerned, we 'classical' theory; bureaucracy; and human address that we are in the business of managing relations. Then we look at the 'behaviorist' view of management. - Today we talk about charismatic management, yet it was Weber who recognized this quality in an The ‘Scientific Movement’ individual’s personality. - Frederick Taylor, an American engineer, - Despite this finding, Weber believed that the dominated the beginning from the turn of the last bureaucratic organization, from a purely technical century until the 1920s. point of view, was the most efficient to run a business. - The ideas of Taylor became the foundations of - However, as Wren (1972) points out: many organizations and businesses that emerged ‘Bureaucracy was conceived as a blueprint for in the early part of the twentieth century. efficiency which would emphasize rules rather - The term 'study of time and motion' comes from than men.’ Taylor. - In terms of leisure and recreation management, - His was a reward system: the higher the the bureaucratic model has been the norm productivity, the higher the pay. through Europe, including the United Kingdom. In - Created beliefs and ideas that best possible the public sector, the greater the government working environment would increase productivity ‘rules’, whether central or local government, the in Principles of Scientific Management (Taylor, greater the bureaucracy in leisure departments. 1947), - he set out four foundations of his principles The ‘Human Relations Movement’ - Chester Barnard recognized that large organizations were made up of smaller groups, Four foundations of Taylor principles: which were made up of individuals with personal 1. Developing the science of work and meeting the motivations. objectives, with pay linked to productivity. - In the Functions of the Executive of (Barnard, 2. Productivity: a good working day for a good 1938), he saw the distinction between efficiency payday and effectiveness. 3. The methodical selection and training of each To be effective, an organizational objective must employee in order to fulfill the task be understood by those who contribute to its 4. Bringing together the science of work and the success; in other words, an organization's selection of the employees for the best results and authority only exists if the workers are willing to the equal division of labor and responsibilities. accept it. He perceived the Chief Executive in an organization as a ‘Value sharpener’ as distinct ‘Classical’ Management Theory from the former authoritarian styles of - Efficient organization design and structure: the management. management of the business. - Henri Fayol, a French mining engineer had a - Elton Mayo, one of the founding fathers of major impact on management theory, but his industrial sociology, is primarily known for the work was not published in English until 1949 (he Hawthorne experiments conducted at Western died in 1925). Electric's Hawthorne Works in Chicago from 1927 - In General, and Industrial Management (Fayol, to 1932 1949). He highlighted five management processes: planning, organizing, commanding, coordinating and controlling. The ‘Behaviorist’ View of Management. Probably the best-known management theorist in Bureaucracy the area of human psychology is Abraham Maslow, - Max Weber, German sociologist and political well-known for his theory of hierarchy of needs in economist, studied the role of the leader in an motivating people, set out in his classic Motivation organization and how individuals respond to and Personality (Maslow, 1954). authority. People have needs, some are basic to survival, not only to accept but also to seek responsibility; some are social and some are self-fulfilling. Basic, the ability to exercise a relatively high degree of lower levels, must be satisfied first. While Maslow imagination, ingenuity and creativity in the claimed that once needs had been met, they were solution of organizational problems is widely, not no longer motivating. Most citizens are fed, narrowly, distributed in the population, as the old- sheltered and have protection in those warfare- style management of ‘leaders’ and ‘followers’ free areas of the modern world. Those factors are suggests. not motivators any more. Yet survival is an incredibly powerful motivator in war-torn countries. Management Motivators The American social psychologist Douglas McGregor made history of management with his famous 'Theory X' and 'Theory Y': authoritarian and participatory approaches to management set out in The Human Side of Business (McGregor, 1966). How you handle people affects their actions deeply. Management strategies need to adapt to accommodate different individuals and McGregor’s work has been enlarged by Likert, an different circumstances, if individuals are to be American social psychologist (Likert, 1967), whose empowered to handle themselves. concepts are presented in four management systems: Theory X System 1: Exploitative Authoritative Where workers are following orders, is the System 2: Benevolent Authoritative conventional path and control view. Most people System 3: Consultative need to be pressured, managed, guided and even System 4: Participative threatened before efforts are made to achieve organizational goals and objectives. The theory also suggests that people prefer to be The Management Gurus directed, respond when disciplined, wish to avoid responsibility, have relatively little ambition and Peter Drucker want security above all else. - Drucker was born in Vienna, came to Britain in the 1920s, Theory Y - Drucker’s basic principles of management have Whereby staff act on their own initiative, is the been sustained over time: setting objectives; theory of the integration of individual and organizing; motivating and communicating; organizational goals. Effort in work is as normal as measuring performance; and developing staff. playing or resting. External controls are not the - The Idea of the Company (Drucker, 1946) is one only means for bringing about effort towards of his most influential books, in which he tried to objectives. People can exercise self-direction and discover what made big companies successful. He self-control when commitment is high. They believed these organizations knew what industries respond to honest praise and resent punishment. they were in, what their strengths were, and how Moreover, people learn, under proper conditions, to remain focused on their objectives. - To Drucker, management is central to life, not - In Understanding Motivation Adair (1990) lists just business. Chief executives are like conductors the functions of leadership as planning, initiating, of an orchestra. controlling, supporting, informing and evaluating. - Extending this viewpoint, few fundamental He suggests that 50 per cent of success depends differences exist between the management of a on the team and 50 per cent on the individual; ‘the company, a hospital, a ship, a government agency ultimate cure of the “us” and “them”’. or a leisure service. Charles Handy Henry Mintzberg (1983) - Has a concern with how companies reach goals - The Canadian professor of management. for beyond financial profit levels? - He suggests that chief executives, far from - He believes that organizations are more than planning, organizing, controlling and being an structures and systems. orchestral conductor, jump from topic to topic, - According to Handy in Inside Organizations thrive on interruptions, meet a steady stream of (Handy, 1990), companies are increasingly taking callers, read few reports fully and spend as much on a shamrock shape. The Irish clover, the national time dealing with people outside the organization emblem, was originally used by St Patrick who as within it. demonstrated that the three leaves were still part - He believes that chief executives favor intuitive of one leaf, so the three aspects of God were still thinking, creative strategies, ‘right-brain thinking’. the same God. Handy uses the symbol to postulate that in today’s Chris Argyris business there are three different types of - American psychologist best known for his work in workforce: the core workforce, the contractual developing individual potential within fringe, and the flexible work force. organizations. - Each individual has potential which can be Warren Bennis enhanced or stunted depending on the way in - Industrial psychologist which an organization is managed. - Known for his: ‘Managers do things right. Leaders - Managers have to deal with conflicts. do the right thing.’ - Chris Argyris and Donald Schon examined these - He sees the need to switch from 'bureaucracy' to kinds of conflicts and provide potential solutions 'adhocracy,' the opposite of bureaucracy, in Organizational Learning: A Theory of Action describing small, flexible groups operating freely Perspective (1978). across departments, strongly influenced by the motivational theory. John Adair - He sees the leader as the bridge-maker between - A pioneering British thinker on leadership, the present and the future: a person capable of - A strong advocate of training; transforming an organization. - He had confidence that leadership is a learned He perceives effective leadership in four areas of skill, rather than an inborn aptitude. management: - Leadership is about a sense of direction; it is - attention about achieving a task with a team. - measuring - Leaders inspire others with their own enthusiasm - trust and commitment. - self - Adair is best known for his concept of action- centred leadership, and the overlap between the task, the team and the individual. Pascale and Athos, 1981 - In the Art of Japanese Management the writer identified the reasons for Japanese post- war success. - From this they invented the acclaimed Seven S Model. Hard S factors - Strategy - Structure - Systems Soft S factors - Style - Shared values - Skills - Staff Take Away Good management is the product of good managers, people who are responsible for leading an organization with guidance and the ability to move it towards its goals.