Evolution of Management Principles
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Evolution of Management Thought
EARLY PERSPECTIVES
The first known management ideas were recorded in 3000-4000 B.C. One Pyramid built by Egyptian ruler Cheops required work to be done by 100,000 men for over twenty years in 2900 B.C. It covered 13 acres of land and measured 481 meters in height. The stone slabs had to be moved thousands of kilometres of distance. As folklore goes, even the sound of a hammer was not heard in the villages in the vicinity of the site of these pyramids. Such monumental work could not be completed without adherence to principles of sound management.
CLASSICAL MANAGEMENT THEORY
Rational economic view, scientific management, administrative principles, and bureaucratic organisation characterise this phase. While the rational economic view assumed that people are motivated by economic gains primarily; scientific management of F.W. Taylor and others emphasised one best way of production etc; administrative theorists personified by Henri Fayol etc looked at the best way to combine jobs and people into an efficient organisation; bureaucratic organisation theorists led by Max Weber looked at ways to eliminate managerial inconsistencies due to abuse of power which contributed to ineffectiveness. This was the era of the industrial revolution and factory system of production. Large scale production would not have been possible without adherence to the principles governing organising production based on division of labour and specialisation, relationship between man and the machine, managing people and so on.
NEO CLASSICAL THEORY — HUMAN RELATIONS APPROACH
This school of thought developed between 1920s to 1950s felt that employees simply do not respond rationally to rules, chains of authority and economic incentives alone but are also guided by social needs, drives and attitudes. Hawthorne Studies at GEC etc., were conducted then. It was quite natural that in the early phases of the industrial revolution, the emphasis was on development of techniques and technology. The attention to the human factor was the salient aspect of this school of thought. This attention was to serve as a precursor to the development of behavioural sciences.
MANAGEMENT SCIENCE/OPERATIONAL RESEARCH
It emphasises research on operations and use of quantitative techniques to aid managers to take decisions.
MODERN MANAGEMENT
It sees modern organisations as complex systems and underlies contingency approach and use of modern techniques to solve organisational and human problems.
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Principles of Management
- PLANNING - Management principles
Planning bridges the gap from where we are to where we want to go... - ORGANISING - Management principles
Organisation is the process of identifying and grouping of the works to be performed... - STAFFING - Management principles
Staffing is the function by which managers build an organisation through the recruitment, selection... - DIRECTING - Management principles
Directing means giving instructions, guiding, counselling, motivating... - Controlling - Management Principles
The managerial function controlling always maximise the use of scarce resources to achieve the purposeful behaviour of employees in an organisation...
Also See:
- The Five Functions of Management
Functions of Management. Koontz and O’Donnel explained five functions of management. They are; Planning, Organizing, Staffing, Directing and Controlling.
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“Compare and contrast between the Scientific School of Thought and the Behaviorist School of Thought. What major lessons can be drawn in studying these theories and concepts?”
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Write 15 pages on the evolution of management.
write on d behavioural and contingency theories
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pliz write on classical, neoclassical and modern theories of management, giving clear differences
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prasadjain Level 4 Commenter 2 years ago
A good article on the subject. Shows that the author has studied the subject with interest and analysed it .
Now a days human resource management has become more complex and delicate. Gone are the dayas when the boss could rule by his authority.He has to rule, as if he is not ruling.Here lies the difficulty.