Evolution of Management
The Evolution of Management
Management thinking and practice have evolved over the last century as a result of increased understanding of human and organisational behaviour, the economic climate and historical context and the changes in generations over time.
However if we’re really honest, much of what we practice today is due to the consulting industry playing on executives’ fears and aspirations by selling products and services that cause more problems than solutions, and our own human weakness of always looking for a quick fix … even to very complex issues.
It’s time to rethink Management. But before we do that, let’s take a look in the rear-view mirror and see how we got to where we are today:
1910s-1940s: Management as Science
Management as Science was developed in the early 20th century and focused on increasing productivity and efficiency through standardisation, division of labour, centralisation and hierarchy. A very ‘top down’ management with strict control over people and processes dominated across industries.
1950s-1960s: Functional Organisations
Due to growing and more complex organisations, the 1950’s and 1960’s saw the emergence of functional organisations and the Human Resource (HR) movement.
Managers began to understand the human factor in production and productivity and tools such as goal setting, performance reviews and job descriptions were born.
1970s: Strategic Planning
In the 1970’s we changed our focus from measuring function to resource allocation and tools like Strategic Planning (GE), Growth Share Matrix (BCG) and SWOT were used to formalise strategic planning processes. After several decades of ‘best practice’ and ‘one size fits all’ solutions, academics began to developing contingency theories.
1980s: Competitive Advantage
As the business environment grew increasingly competitive and connected, and with a blooming management consultancy industry, Competitive Advantage became a priority for organisations in the 1980’s. Tools
Management thinking and practice have evolved over the last century as a result of increased understanding of human and organisational behaviour, the economic climate and historical context and the changes in generations over time.
However if we’re really honest, much of what we practice today is due to the consulting industry playing on executives’ fears and aspirations by selling products and services that cause more problems than solutions, and our own human weakness of always looking for a quick fix … even to very complex issues.
It’s time to rethink Management. But before we do that, let’s take a look in the rear-view mirror and see how we got to where we are today:
1910s-1940s: Management as Science
Management as Science was developed in the early 20th century and focused on increasing productivity and efficiency through standardisation, division of labour, centralisation and hierarchy. A very ‘top down’ management with strict control over people and processes dominated across industries.
1950s-1960s: Functional Organisations
Due to growing and more complex organisations, the 1950’s and 1960’s saw the emergence of functional organisations and the Human Resource (HR) movement.
Managers began to understand the human factor in production and productivity and tools such as goal setting, performance reviews and job descriptions were born.
1970s: Strategic Planning
In the 1970’s we changed our focus from measuring function to resource allocation and tools like Strategic Planning (GE), Growth Share Matrix (BCG) and SWOT were used to formalise strategic planning processes. After several decades of ‘best practice’ and ‘one size fits all’ solutions, academics began to developing contingency theories.
1980s: Competitive Advantage
As the business environment grew increasingly competitive and connected, and with a blooming management consultancy industry, Competitive Advantage became a priority for organisations in the 1980’s. Tools