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Chapter 1 History of Management

The document provides a historical overview of the development of management approaches from the 18th century to present day. It describes key contributors and ideas in scientific management (Taylor, Gilbreths), bureaucracy (Weber), quantitative approaches (Deming, Juran, TQM), behavioral approaches (Mayo, Maslow), and contingency approaches. Modern managers draw from all these historical foundations and also navigate continually changing external environments and an increasingly connected workplace.

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Cerise Pastel
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298 views39 pages

Chapter 1 History of Management

The document provides a historical overview of the development of management approaches from the 18th century to present day. It describes key contributors and ideas in scientific management (Taylor, Gilbreths), bureaucracy (Weber), quantitative approaches (Deming, Juran, TQM), behavioral approaches (Mayo, Maslow), and contingency approaches. Modern managers draw from all these historical foundations and also navigate continually changing external environments and an increasingly connected workplace.

Uploaded by

Cerise Pastel
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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HISTORICAL BACKGROUND OF

MANAGEMENT

ADAM SMITH
THE WEALTH OF NATIONS
- he argued the economic advantages that
organization & society would gain from the
division of labor (job specialization)

Division of labor (job specialization)


- breaking down jobs into narrow and
repetitive tasks

CLASSICAL APPROACH
emphasized rationality and making
organizations and workers as efficient as
possible

Frederick

or procedure or rule based on experience

FREDERICK WINSLOW TAYLOR


Taylors scientific management efforts was the pig iron
experiment. Workers loaded pigs of iron (each
weighing 92 lbs.) onto rail cars. Their daily average
output was 12.5 tons.
However, Taylor believed that by scientifically analyzing
the job to determine the one best way to load pig
iron, output could be increased to 47 or 48 tons per
day. After scientifically applying different combinations
of procedures, techniques, and tools, Taylor succeeded
in getting that level of productivity.
By putting the right person on the job with the correct
tools and equipment, having the worker follow his
instructions exactly, and motivating the worker with an
economic incentive of a significantly higher daily wage.

FRANK & LILLIAN GILBRETH

FRANK & LILLIAN GILBRETH


Focused on increasing worker productivity
through the reduction of wasted motion
Invented a device called a microchronometer that
recorded a workers hand-and-body motions and
the amount of time spent doing each motion
Time & Motion Study - A careful analysis of body
motion employed in doing a job to eliminate or
reduce ineffective movements & facilitate speed

FRANK & LILLIAN GILBRETH


Time & Motion Study evolved into Motion &
fatigue study
Devised a classification scheme to label 17
basic hand motions which they called
therbligs. This scheme gave the Gilbreths a
more precise way of analyzing a workers
exact hand movements

FRANK & LILLIAN GILBRETH


Effective therbligs
Reach
RE
Move
M
Grasp
G
Release
RL
Pre-position PP
Use
U
Assemble
A
Disassemble DA

Ineffective therbligs
Search
S
Select
SE
Position
P
Inspect
I
Plan
PL
Unavoidable Delay UD
Avoidable Delay
AD
Rest
R
Hold
H

How Do Todays Managers Use


Scientific Management?
Use time and motion studies to increase
productivity
Hire the best qualified employees
Design incentive systems based on output

HENRI FAYOL
He first identified five functions that managers
perform: planning, organizing, commanding,
coordinating, and controlling (POCCC) which
later evolved into POLC.

MAX WEBER
Bureaucracy
- a form of organization characterized by
division of labor, a clearly defined hierarchy,
detailed rules and regulations, and impersonal
relationships.

CHARACTERISTICS OF WEBERS BUREAUCRACY

How todays managers use general


administrative theory?
14 principles serve as a frame of reference from
which many current management concepts
such as managerial authority, centralized decision
making, reporting to only one boss, and so forth
In flexible organizations of creative
professionalssuch as Microsoft, Samsung,
General Electric, or Cisco Systemssome
bureaucratic mechanisms are necessary to
ensure that resources are used efficiently and
effectively.

QUANTITATIVE APPROACH
A quality revolution swept through both the
business and public sectors in the 1980s and 1990s. It was
inspired by a small group of quality experts, the most
famous being W. Edwards Deming and Joseph M. Juran.
The ideas and techniques they advocated in the 1950s had
few supporters in the United States but were
enthusiastically embraced by Japanese organizations. As
Japanese manufacturers began beating U.S. competitors in
quality comparisons, however, Western managers soon
took a more serious look at Demings and Jurans ideas . . .
ideas that became the basis for todays quality
management programs.
.

W. EDWARDS DEMING

Total quality management (TQM)


- a management philosophy devoted to
continual improvement and responding to
customer needs and expectations.

How todays managers use the


quantitative approach?
Contributes directly to management decision
making in the areas of planning and control.
For instance, when managers make budgeting,
queuing, scheduling, quality control, and
similar decisions, they typically rely on
quantitative techniques

BEHAVIORAL APPROACH
The field of study that researches the actions
(behavior) of people at work is called
organizational behavior (OB). Much of what
managers do today when managing people
motivating, leading, building trust, working
with a team, managing conflict, and so FORTH

EARLY OB ADVOCATES

by Elton Mayo

How todays managers use the


behavioral approach?
Managers design jobs to the way that they
work with employee teams & the way they
communicate to them
Foundation for our current theories of
motivation, leadership, group behavior and
development

CONTEMPORARY APPROACHES
Most of these earlier approaches focused on
managers concerns inside the organization.
Starting in the 1960s, management
researchers began to look at what was
happening in the external environment
outside the boundaries of the organization.

ORGANIZATION AS AN OPEN SYSTEM

ACTIVITY

CONTINGENCY APPROACH
A good way to describe contingency is if,
then. If this is the way my situation is, then
this is the best way for me to manage in this
situation.

So what do managers face today when


managing?
Now, practically everyone in an organization is
connectedwired or wirelesswith devices
no larger than the palm of the hand.
Just like the impact of the Industrial
Revolution in the 1700s on the emergence of
management, the information age has
brought dramatic changes that continue to
influence the way organizations are managed.

ACTIVITY
Choose an organization with which you are
familiar and describe the job specialization
used there. Is it efficient and effective? Why or
why not? How could it be improved?

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