The Evolution in Management Thought and
The Pattern of Management Analysis
University of Dhaka
Department-International Business(EMBA Program)
Professor Dr.Abul Hossain Siddique
Course-Principles of Management(EIB-506)
Date of Submission-25 april,2012
The evolution of management thought and the patterns of management analysis- The purpose of this paper is to give a basic understanding in evolution of management thoughts and the patterns of management analysis. It is a compilation of resources that explain what management is, different levels of management,what tasks are essential for managers. It also includes recent changes in management practices along with and explanation of challenges for management in a global environment. Throughout this paper we will gain a basic understanding of the evolution of management thought and the different theories involving management.
We will give a brief overview on-
* Scientific management theories of Frederic taylor and his major followers * The social-man concepts of Mayo and his collegues and the social system theiry of Chester Barnard. * Explain the nature of the management theory jungle
* Discuss the managerial roles
* Recognize some recent contribution to management thought
THE EVOLUTION OF MANAGEMENT THOUGHT
F. W. Taylor (1890-1940): Scientific Management
At the turn of the century, the most notable organizations were large and industrialized and often included ongoing, routine tasks that manufactured a variety of products. "The United States highly prized scientific and technical matters, including careful measurement and specification of activities and results. Management tended to be the same. Frederick Taylor developed the "scientific management theory” which espoused this careful specification and measurement of all organizational tasks. Tasks were standardized as much as possible. Workers were rewarded and punished. This approach appeared to work well for organizations with assembly lines and other mechanistic, routinized activities." (Carter McNamara, 2009) F. W. Taylor was considered the "father of management thought." He developed four principles to increase efficiency in the workplace based on his own experience and observations as a manufacturing manager. (George, 2009, p. 43)
Taylor believed in transferring control from workers to management. He set out to increase the distinction between mental (planning work) and manual labour (executing work). Detailed plans specifying the job, and how it was to be done, were to be formulated by management and communicated to the workers. The introduction of his system was often resented by workers and provoked numerous strikes. The strike at Watertown Arsenal led to the congressional investigation in 1912. Taylor believed the labourer was worthy of his hire, and pay was linked to productivity. His workers were able to earn substantially more than those under conventional management, and this earned him enemies among the owners of factories where scientific management was not in use.
Taylor's approach is also often referred to as Taylor's Principles, or frequently disparagingly, as Taylorism. Taylor's scientific management consisted of four principles: 1. Replace rule-of-thumb work methods with methods based on a scientific study of the tasks. 2. Scientifically select, train, and develop each employee rather than passively leaving them to train themselves. 3. Provide "Detailed instruction and supervision of each worker in the performance of that worker's discrete task" (Montgomery 1997: 250). 4. Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks
Henry Laurence Gantt,- A.B., M.E. (1861 – 23 November 1919) was anAmerican mechanical engineer...
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