EVOLUTION

OF
MANAGEMENT THOUGHT
PowerPoint Presentation by Charlie Cook
The University of West Alabama
EVOLUTION OF MANAGEMENT THOUGHT
DIFFERENT APPROACHES

• SCIENTIFIC
CLASSICAL • ADMINISTRATIVE
• BUREAUCRATIC

• GROUP INFLUENCES
• MASLOW’S NEED THEORY
BEHAVIOURAL • THEORY X AND THEORY Y
• HAWTHORNE STUDIES

• SYSTEM
MODERN • CONTINGENCY
• THEORY Z AND QUALITY MANAGEMENT
Figure 2.2 Subfields of the Classical Perspective on Management

Focuses on the
individual worker’s
productivity
Focuses on
the overall
organizational
Focuses on the system
functions of
management
Classical Approach
• Classical management can be divided into three
separate schools:-

• Scientific management – F.W. Taylor

• Administrative theory – Henry Fayol

• Bureaucratic management – Max Weber

Overview of classical theories

Approach Rationale Focus

Scientific One best way to do Job level

management each job
Administrative One best way to put Organizat
principles an organization ional level
together
Bureaucratic Rational and Organizat
organization impersonal ional level
organizational
arrangements
Scientific Management: Taylor
• Frederick W. Taylor (Father of “Scientific
Management.) (1856-1915)

attempted to define “the one best way” to perform every task
through systematic study and other scientific methods.

believed that improved management practices lead to

improved productivity.
 SCIENTIFIC MANAGEMENT:
Taylor
• develop a scientific approach for each element of one’s work
FOUR • scientifically select, train, teach and develop each worker
• cooperate with workers to ensure that jobs match plans and
PRINCIPLES principles
• ensure appropriate division of labor

• Task Performance
THREE AREAS OF • Supervision
FOCUS: • Motivation

TWO MANAGERIAL • Piece-rate-incentive system

PRACTICES: • Time and motion study
Task Performance
• Scientific management incorporates basic
expectations of management, including:
 Development of work standards
 Selection of workers

 Training of workers
 Support of workers
Scientific management
Steps Description

Step 1 Develop a science for each element of

the job
Step 2 Scientifically select employees and
then train them
Step 3 Supervise the employees

Step 4 Continue to plan but get the work done

by the workers
Supervision
• Taylor felt that a single supervisor could not be
an expert at all tasks.
 As a result, each first-level supervisor should be
responsible only workers who perform a common
function familiar to the supervisor.
 This became known as “Functional Foremanship.”
Motivation
• Taylor believed money was the way to motivate
workers to their fullest capabilities.
 He advocated a piecework system in which worker’s
pay was tied to their output.

Workers who met a standard level of production
were paid a standard wage rate.

Workers whose production exceeded the standard
were paid at a higher rate for all of their production
output.
Scientific management

• The two major managerial practices that

emerged from Taylor’s approach :-

• Piece-rate incentive system

• Time-and-motion study
Limitations of scientific management
• Scientific management focus on problems at
operational level.

• People are motivated only by material gains.

• It ignored human desire for job satisfaction.

Administrative Management: Fayol
• Henri Fayol (1841–1925)
Was a french industrialist
• Given :
 Elements of Management- Planning, Organizing,
Commanding, Co-ordination & Control

 Qualities of Manager: Physical, Mental, Moral,

General Education, Special Knowledge & Experience

 Principles of Management: Developed a set of 14

general principles of management.
 FAYOL’s PRINCIPLE OF
MANAGEMENT
1. Division of work 8. Centralization

2. Authority and responsibility 9. Scalar chain

3. Discipline 10. Order

4. Unity of command 11. Equity

5. Unity of direction 12. Stability

6. Subordination of individual interest to

the common goal 13. Initiative

7. Remuneration of personnel 14. Esprit de corps

Bureaucratic Management
• Focuses on the overall organizational system.
• Bureaucratic management is based upon:
 Firm rules
 Policies and procedures
 A fixed hierarchy
 A clear division of labor
Bureaucratic Management: Weber
• Max Weber (1864–1920)
 A German sociologist and historian who envisioned a
system of management that would be based upon
impersonal and rational behavior—the approach to
management now referred to as “bureaucracy.”

Division of labor

Hierarchy of authority

Rules and procedures

Impersonality

Employee selection and promotion
Weber’s Forms of Authority
• Traditional authority
 Subordinate obedience based upon custom or
tradition (e.g., kings, queens, chiefs).
• Charismatic authority
 Subordinates voluntarily comply with a leader
because of his or her special personal qualities or
abilities (e.g., Martin Luther King, Gandhi).
• Rational-legal authority
 Subordinate obedience based upon the position held
by superiors within the organization (e.g., police
officers, executives, supervisors).
Table 2.2 Weber’s Three Types of Authority

Type Description
Traditional Subordinate obedience based upon
custom or tradition
Charismatic Subordinate obedience based upon
special personal qualities associated
with certain social reformers, political
leaders, religious leaders, or
organizational leaders
Rational–legal Subordinate obedience based upon
the position held by superiors
within the organization
Figure 2.3 Bureaucratic Hierarchical Power Structure
Disadvantages of bureaucratic organization
• Too much of red tapes and paper work not only lead
to unpleasant experiences but also to inefficient
operations.
• Since employees are treated impersonally and they
are expected to rely on rules and policies, they are
unwilling to exercise individual judgment and avoid
risks.
• Consequently their growth, creativity, development
and even initiative suffer considerably.
• Machine like treatment makes employees
unconcerned about the organization and exhibit
indifference regarding the organization and job
performance.
Classical versus Behavioral Perspective

vs.

Classical Behavioral
Perspective Perspective
Focused on Acknowledged the
rational behavior importance of human
behavior