Management development review notes

Topics: Management, Organization, Strategic management Pages: 0 (1255 words) Published: August 29, 2014
Management Development

Workbook 1/S1 - What is Management?

At its simplest, management can be regarded as the skilful use of resources.

H Fayol 1916 – To manage is to forecast and plan, to command, to co-ordinate and to control

EFL Brech 1957 – Management is a social process which consists of planning, control, co-ordination and motivation

Koontz & O’Donnell 1976 – Managing is an operation process initially best dissected by analysing the managerial functions. The essential managerial functions are planning, organising, staffing, directing and leading, controlling.

Classical School
Fayol’s 14 principles of management – many still true but was very structural and paternalistic.

Scientific Management
FW Taylor 1911 – the principles of scientific management. Breaking the job down into movements and timing how long it took. Criticized for turning workers into automatons.

Concept of Bureaucracy
Max Weber 1947 – The theory of social and economic organisations – describes the bureaucratic organisation

A bureaucracy is based on rational-legal authority which arises out of the office or position of the person in authority. Weber believed that bureaucracy is the most efficient means of organising for the achievement of formal goals.

Elton Mayo 1927-1936
Hawthorn Studies/experiments – social relations at work are as important as monetary incentives and good physical working conditions

Human Relations School -1950s
The concept of self-actualising was born. Theorists = Maslow, McGregor, Herzberg, Likert, Argyris and McClelland.

Modernists
Later quarter of the 20th Century. Theorists = Mintzberg, Bill Reddin – efficient/effective managers

Efficient – seek to solve problems and reduce costs
Effective – produce creative alternatives and increase profits

Organisational theory has overtaken pure management theory.

Charles Handy
Parameters of a manager’s role are people, work and structures, systems and procedures. To be...
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