University of Rizal System

College of Engineering
Civil Engineering Program
Morong, Rizal

Report No.: 1
Evolution of Management

ES 11
Engineering Management

Submitted by:
Gonzales, Ma. Jienelle C.
Maaño, Loren DC.
Mendoza, Ariziah Xyza L.

Year & Section:

3CE-A

Submitted to:
Prof. Lyndon Sheridan P. Trinidad

Date Submitted:
September 6, 2023
 REPORT #1: Evolution of Management
Management Sun Tzu discussed the
 A challenge that requires conscious and importance of planning and
500 BC
leading in his book “The Art
continuous adaptation to what is new
of War”
 A thought or concept which can be followed
Greeks recognized
through varied circumstances management as a separate
400 BC to 350 BC
 Coordination and administration of tasks to art and advocates a
achieve a goal in an organization through the scientific approach to work
application of available resources Romans decentralized the
management of their
empire, meaning that
 The trend of things mainly follow change from
management rights are
the past through these 4 attributes:
given to the local or
o Globalization regional authorities.
o Technological Change This was applied to the
o Importance of Knowledge following:
o Collaboration across Organizational  collecting taxes
6 BC to 4 BC (before  working with local
Boundaries
birth of Christ) elites
 Throughout history, managers operate through
 adapting to different
strictly a trial-and-error basis situations such as
 Understanding the origin of management helps urgent accidents and
understand contexts of ideas and concepts that complaints
happened throughout the ages which then has
 With this in mind, Evolution should be deemed standardized the following:
 measures
properly as Revolution instead because there
 weight
have been large changes over the years in the
 coins
field of management Around 1436, the Venetians
 The evolution of management depicts how old standardized production
ideas and surviving concepts are incorporated Late 5th to late 15th through the use of:
into today’s view of management, it is a legacy of Century  assembly lines
the past efforts which has triumphed and the (Medieval  building warehouses
Times/Middle Ages)  use of inventory
failures which has become a guide to the present
systems to monitor
and possibly the future
contents
The period of technological
MANAGEMENT THOUGHT EVOLUTIONARY TIMELINE and scientific change which
has become the turning
Time Period point for management as it
Egyptians used four (4) has finally emerged as a
management functions: formal discipline.
 planning In 1776, Adam Smith
 organizing/coordinating discussed control and the
 leading/commanding principle of specialization
4000 BC  controlling 18th to 19th Century with regards to
to build their great (Industrial Revolution) manufacturing workers.
pyramids; one pyramid took In the late 19th century,
more than 100,000 schools offering
labourers and 20 years to management and business
complete education opened (Wharton
Chinese practiced the five School at University of
(5) managerial concepts: Pennsylvania and Amos
 delegation Tuck School of Dartmouth).
1100 BC  cooperation In 1914, 25 business
 efficiency schools opened.
 organization Everything about
At the Present
 control management is new
EARLY MANAGEMENT CONCEPTS
Constraints in management:
 Communication
 Transportation

Problems that arose through the constraints:

 Changes due to industrial revolution
 Growth of companies in terms of complexity
which brought out the need in improvement in
terms of increase in production quantities and
quality
 Emerging concept of economics (became a This has further caused the lack of:
problem for computations in average cost of unit  Efficiency
production  Production Process
 Mass production process  Cost Savings

Pre-Scientific Management Period (Mid 18th Century)

1. Professor Charles Babbage (UK 1729 -1871) - A Professor of Mathematics at Cambridge University, he
found that manufacturers needed to make more use of science and mathematics and that these
manufacturers relied upon opinions instead of investigations and accurate knowledge.
2. James Watt Junior (UK 1796 – 1848) and Mathew Robinson Boulton (1770 – 1842) - James Watt Junior and
Mathew Robinson Boulton contributed to the development of management thought by following certain
management techniques in their engineering factory at Soho in Birmingham.
3. Robert Owens (UK 1771 – 1858) - Promoter of co-operative and trade union movement in England,
emphasized the recognition of human element in industry.
4. Henry Robinson Towne (USA 1844 -1924) - H.R Towne was the president of the famous lock manufacturing
company “Yale and Town”. He urged the combination of engineers and economists as industrial managers.
This combination of qualities, together with at least some skill as an accountant, is essential to the
successful management of industrial workers.

Approaches to Management

CLASSICAL APPROACHES (Mid-19th Century to early 1950’s): Represents the early works on management and focus
on increasing industrial output by providing financial incentives to employees.

 Systematic Management
o Roots lead to Adam Smith (1776) from his book ‘Wealth of Nations’ brought by the belief in division of
labour in increasing productivity
o Building specific procedures and processes into operations with:
 Adequate staffing
 Maintenance of technology for consumer demand
 Organizational Control
o Focuses on internal operations but doesn’t help with external relations on manufacturing
o Did not address all the issues 19th-century managers faced, but it tried to raise managers' awareness
about the most pressing concerns of their job.
o Scope:
 Control definition of duties and responsibilities
 Standardized the techniques for performing duties
 Specific means of gathering, handling, transporting, and analyzing information
 Cost accounting, wage and production control systems to facilitate internal coordination and
communication
o Highlights:
 Subdividing organizational tasks
  Performance by specialized labour
o Problems encountered upon implementation:
 poor coordination due to frequent  criticized as it resulted into low
problems and breakdown of salary
manufacturing process  inefficiency
 waste production
 Scientific Management
o a classical management approach that applied scientific methods to analyze and determine the "one
best way" to complete production tasks
o Presented by Frederick Taylor (1818) which has shown dramatically improvements, further improved
by Henry Ford and Lilian Gilbreth
o Scope:
 Precise scientific approach for each element of work (general to specified guidelines)
 Selection, training, teaching, and development of workers to do job properly
 Cooperation from management and workers to ensure job matching of plans and principles
 Appropriate division of work and responsibility between managers and workers
o Highlights:
 Training and hiring  Usage of instruction cards
 Standardization of tools  Breaks
o Taylor claimed that workers are motivated by money hence, the creation of pay systems
o Problem encountered upon implementation:
 not everybody agrees with this approach
 Administrative Management
o Emphasizes the perspective of senior managers and argues that management is a profession that can
be taught
o Highlights: Social responsibilities of management, philosophies of management, classifications of
business terms and concept, and organizational principle
o Chester Bernard (1938) published his book ‘Function of Executive’
o Mary Parker Fallet (1942) expounded on Bernard’s book through hers, ‘Dynamic Organization’;
Contributions are as follows: (1) stated that managers desire flexibility and differences between
motivating groups and individuals, and (2) laid groundwork for modern contingency approach
o Henry Fayol (1915/1916)
 Five (5) Functions of Management
 Planning  Coordinating
 Organizing  Controlling
 Commanding
 Fourteen (14) Principles of Management
1. Division of work—divide work into specialized tasks and assign responsibilities to specific
individuals.
2. Authority—delegate authority along with responsibility.
3. Discipline—make expectations clear and punish violations.
4. Unity of command—each employee should be assigned to only one supervisor.
5. Unity of direction—employees' efforts should be focused on achieving organizational
objectives.
6. Subordination of individual interest to the general interest—the general interest must
predominate.
7. Remuneration—systematically rewards efforts that support the organization's direction.
8. Centralization—determines the relative importance of superior and subordinate roles.
9. Scalar chain—keeps communications within the chain of command.
10. Order—order jobs and material so they support the organization's direction.
11. Equity—fair discipline and order enhance employee commitment.
12. Stability and tenure of personnel—promote employee loyalty and longevity.
13. Initiative—encourages employees to act on their own in support of the organization's
 direction.
14. Esprit de corps—promote a unity of interests between employees and management.
 Problem encountered upon implementation: not applicable to all work settings
 Human Relations
o Foundations lie in the psychological and social processes’ interaction with the formal aspects of work
situation and its effect on worker’s productivity and efficiency
o Informal work relationships and worker’s satisfaction
o Hawthorne Studies by Elton Mayo and Fritz Roethlisberger (1924 to 1932) introduced the concept of
Hawthorne Effect, which states that psychological and social factors affect workers more than
physical or objective influences in terms of productivity
o Abraham Maslow (1934) stated that the most basic needs are the physical needs for food, water, and
shelter; the most advanced need is for self-actualization, or personal fulfillment; and the people aims
to satisfy their needs from the basic to the advanced categories and that managers can facilitate this
process to achieve organizational goals
o Highlights:
 Employee welfare
 Motivation
 Communication
o Problem encountered upon implementation:
 Made significant difference however, is claimed to be too simplistic
 Bureaucracy
o Emphasizes a structure, formal network of
relationships among specialized positions in
the organization
o Max Weber: came up with the Theory of Social
and Economic organizations; believed that
bureaucratic structures can eliminate the
variability that results when the managers in
the same organization have different skills,
experiences, and goals
o Highlights:
 Standardized rules and regulations of behaviour and authority, authority resides in positions
rather than in individuals; rules are made for routine and makes sure managers do their job in
an unbiased manner
 Allows large organizations to perform the many routine activities necessary for survival
o Problems encountered upon implementation:
 Efficient and productive but does not work for all organizations
 Does not benefit organizations in need of rapid decision making and flexibility
 Could produce problem of a faulty executive

CONTEMPORARY APPROACHES: provides a framework of management practices based on more recent trends,
such as globalization, a Theory Z concept (which stresses the need to help workers become generalists, rather
than specialists. It views job rotations and continual training as a means of increasing employees' knowledge of
the company and its processes while building a variety of skills and abilities.), McKinsey’s 7-S approach (strategy,
structure, systems, shared values, skills, style, and staff), excellence models, productivity and quality issues, etc.

 Quantitative Management
o Use of quantitative analysis in management decisions and problems
o Only a supplement tool when deciding
o Use of formal mathematical models when presenting arguments
o Computers facilitated the development of specific quantitative methods such as:
 Statistical decision theory  Linear programming
  Queuing theory  Modelling
 Simulations  Network modelling
 Forecasting  Break even analysis
 Inventory
o Applications:
 Production quality control  Distribution
 Marketing  Planning and research
 Human resources  Developing
 Finance
 Organizational Behaviour
o Focuses on human resources; productivity is more than satisfaction of economic or social needs
o studies and identifies management activities that promote employee effectiveness by examining the
complex and dynamic nature of individual, group, and organizational processes
o Douglas McGregor’s Theory X and Y (1960s)
 Theory X: workers are lazy and irresponsible, they require constant supervision and external
motivation to achieve organizational goals
 Theory Y: employees want to work, they can direct and control themselves but suggests that
managers should encourage participation and allow opportunities for individual checking and
initiative for superior performance
o Highlights:
 Leadership
 Employee involvement
 Self-management
 Systems Theory
o Focuses on an open system dependent on outputs from outside world like raw materials, human
resources, and capital
o Transforms inputs into outputs to meet the market’s needs and services
o Introduces the concept of feedback loops wherein there is a series of subsystems; points out that each
subsystem is a component of the whole and is interdependent with other subsystems
 Contingency Perspective
o States that there is a variety of factors, internal or external to the firm which may affect organizational
performance hence, there is no ‘one best way’ to organize and manage for there are varying
circumstances
o Possible Contingencies:
 External environment
 Internal strengths and weaknesses
 Values, goals, skills, and attitude of managers and workers in the organization
 Types of task resources and technologies and organization uses
o Steps for implementation varies upon the circumstances
 Sociotechnical Systems Theory
o An approach to job design that attempts to redesign tasks to optimize operation of a new technology
while preserving employees' interpersonal relationships and other human aspects of the work.
o Includes quantitative management, organizational behaviour, and systems theory.
o as at its core the idea that the design and performance of any organisational system can only be
understood and improved if both ‘social’ and ‘technical’ aspects are brought together and treated as
interdependent parts of a complex system
o from Tavistock Institute and has been continued on a worldwide basis by key figures such as Harold
Leavitt, Albert Cherns, Ken Eason, Enid Mumford and many others.
o four basic components to sociotechnical theory:
 environment subsystem
 social subsystem
 technical subsystem
 organizational design
Notes:

 Stages of Management:
o Pre-Scientific Management
o Classical Theory: Scientific and Administrative Management
o Neo-Classical Theory of Behaviour Approach: Human Relations and Behavioural Management
o Bureaucratic Model of Max Weber
o Modern Theory of Management: Systems and Contingency Approach

CONCLUSION

The concept and evolution started along with civilization. Times do pass and things do change; change
creates opportunities and development is always accompanied by demands for greater innovation, quality and
speed.

So for that we, generally, not only the thoughts in management, must learn how to evolve accordingly like
how we have always done to survive, and anticipate change by starting to be aware about what is happening now
and what lies beyond what there is today.

REPORTERS:
Maaño, Loren DC.
Gonzales, Ma. Jienelle C.
Mendoza, Ariziah Xyza L.
Section: 3CE-A
Course Subject: Engineering Management [ES 11]
Subject Professor: Prof. Lyndon Sheridan P. Trinidad