CoBE

INTRODUCTION TO MANAGEMENT
GROUP ASSIGNMENT
GROUP MEMBERS ID
FETIHA YUSUF………………………………………………….UGR/7240/16
GELILA ABIYOT………………………………………………..UGR/2963/16
GETAHUN ASSAB………………………………………………UGR/7399/16
GETAHUN SOLOMON………………………………………..UGR/2182/16
HAILU GEMECHU………………………………………………UGR/1319/16
HANA BELETE………………………………………………….UGR/1942/16

Submitted to Dr.Fuad
 Submission date Dec,4 2024

TABLE OF CONTENTS

Contents pages

1. The Emergence And Development Of Management Thought……………..1

Introduction…………………………………………………..………1

1.1Management in Antiquity and Pioneer Contributors…………………2

2. Classical Management Theory…………………………………………….3

2.1 Scientific Management Theory.………………………………………3

2.2 Administrative Management Theory…………………………….……4

2.3 Bureaucratic Management Theory ……………………………………4

2.4 Behavioral Management Theory………………………………………6

2.5 Classical organization Theo……………………………………………7

3.Modern Approaches to Management………………………………………….8

3.1 System theory…………………………………………….…....9

3.2 Contingency or Situational Approach……………………………10

4.Integrative Approach……………………………………………..10

SUMMARY………………………………… ………………..….11
 References…………………………………………………….11

1 The Emergence And Development Of Management Thought

INTRODUCTION
Management thought has been shaped over a period of centuries by three major
sets of forces. The emergence and development of management thought is a
journey that reflects humanity’s evolving understanding of how to organize, direct,
and optimize efforts in achieving goals. Management as a concept has its roots in
ancient civilizations, where the need to coordinate tasks, allocate resources, and
govern systems led to the early articulation of management principles. Over time,
these principles have evolved in response to changing economic, technological,
and social contexts.

The formalization of management thought began during the Industrial Revolution

in the 18th and 19th centuries, as industrial growth and large-scale production
created a demand for systematic approaches to labor and resource management.
This period marked the transition from traditional, informal methods of managing
work to structured practices rooted in observation, analysis, and planning.

Classical Management Theory materialized during the late 19th and early 20th
centuries, essentially as a reaction to the complications brought in by the Industrial
Revolution.This theory contains some theories,such as
scientific,adminisrative,classical organization,bureaucratic and so on.But the most
concises are scientific,adminisrative,classical organization.Modern management
theory refers to emphasizing the use of precise mathematical techniques in the
system with analyzing and understanding the inter-relationship of management and
workers in all aspect. Management is occurred from several corners of the world
and its accomplishment engulfing since emergence of the development. Modern
Management has grown-up with the collective of social, economies and scientific
effort. Modern Management view is that the people are not functioning for money
others reason need to well-thought out. In this we will discuss briefly about these
points which states.
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1.1Management in Antiquity and Pioneer Contributors
Management thought has been shaped over a period of centuries by three major
sets of forces.These forces are: Social, Economical, Political.Some examples in
ancient times where management was effectively used include the following:

Egypt
The construction of the Egyptian pyramid (5000-525 BC) is a testimony of the
ancient Egyptian organization and managerial abilities. The ancient Egyptians
constructed the pyramid by 100,000 labor forces for 20 years on 13 hectares of
land using 2,300,000 stones. This construction shows how extensively Egyptians
used the management functions. The best managers in history are the ones who
managed the building of the pyramids." Peter Drucker.

Ancient Roman
Romans the ancient Romans also provided numerous illustrations of effective
management. Diocletian established more levels in the hierarchy. He reorganized
the Roman Empire as: Empire into 100 provinces with 13 dioceses and 4 major
geographical areas. By doing so the emperor was able to more effectively manage
this vast empire. In short, the most important contributions of Roman Catholic
Church for the development of management are on the areas of: Hierarchy of
authority,and Bible.

Additionally In Ethiopia, the construction of obelisks of Axum, Castle of Gondar,

Rock Hewn Churches clarify about the role of Management.

EARLY MANAGEMENT PIONEERS (CONTRIBUTORS)

Frederick Taylor (1856-1915) Known as the "father of scientific management."

Introduced time studies and work specialization to improve productivity.

Henry Fayols (1841-1925) Developed the administrative theory of management.

Proposed 14 principles of management and five primary functions of management
(planning, organizing, commanding, coordinating, and controlling).

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Elton Mayo (1880-1949) Conducted the Hawthorne Studies, which highlighted
the importance of social relations and employee morale on productivity. Pioneer
of the human relationsmovement.
Chester Barnard (1886-1961) Emphasized the importance of executive
leadership and the role of communication in organizations. Introduced the concept
of the informal organization.These individuals laid the groundwork for modern
management practices and theories.

2. Classical Management Theory

Classical Management Theory materialized during the late 19th and early 20th centuries,
essentially as a reaction to the complications brought in by the Industrial Revolution. This theory
focuses on organizational structure and efficiency through systematic management
practices.Classically, it is possible to speak of three main approaches within the framework of
the management theory.These are scientific,administrative,and classical organization.The
Industrial Revolution led to rapid technological advancements and the rise of large-scale
manufacturing enterprises. Traditional, informal methods of managing work became insufficient
to handle the complexities of industrial production. In this environment, pioneers like Max
Weber, Henri Fayol, and Frederick Winslow Taylor developed theories to optimize
organizational and managerial practices.

2.1 Scientific Management Theory

This approach relies heavily on the systematic study of work methods to improve efficiency and
productivity. The main figure behind scientific management is Frederick W. Taylor. He offered
such principles as time studies, standardization of tasks, and scientific selection of workers.

Benefits of Scientific Management Theory

• Efficiency: Examining workflows for inefficiencies and making improvements to tasks can
substantially improve productivity for an organization.

• Standardization: Standardizes quality and output for specific tasks.

• Data-driven decisions:It looks to empirical evidence for decisions on management practices.

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• Improved work conditions: A focus on task efficiency could lead to better
ergonomic practices.

Disadvantages of Scientific Management Theory

• Dehumanization of workers: The strong focus on efficiency might disregard the

needs and innovative capacity of individual workers.

• Inflexibility: There is an in-built propensity to resist change or innovation.

• Productivity Emphasis: The constant pressure to perform may lead to burnout or

dissatisfaction among employees.

• Social Factors Neglected: Very often, they fail to consider the social dynamics of
teams and organization.

2.2 Administrative Management Theory

Administrative Management Theory is a classical management theory that

emphasizes the importance of establishing a formalized administrative
structure and principles to achieve organizational efficiency. Developed in the
early 20th century by Henri Fayol, this theory focuses on managerial practices
and the roles of management in achieving organizational success. It also
focuses on the organization as a whole and the development of administrative
principles guiding management practices.Henry Fayol also falls under this
category, as he was one of the key proposers of the functions of management,
which include planning, organizing, leading, coordinating, and controlling.But
it has it’s own limitation.Such as,Overemphasis on Structure,and Ignores
Human Relations.

2.3 Bureaucratic Management Theory

Bureaucratic management theory developed by Max Weber, contained two
essential elements, including structuring an organization into a hierarchy and
having clearly defined rules to help govern an organization and its members.

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 Max Weber (1864-1920), a German sociologist; described a theory to operate an
organization in an effective way which is known as the Bureaucratic management
approach or Weberian bureaucracy. According to Max Weber, the Bureaucratic
management approach emphasized the necessity of organizations to operate in a
rational way instead of following the “arbitrary whims” or irrational emotions and
intentions of owners and managers.

Features of Bureaucratic Organization

we can find these characteristics or features of Bureaucratic Organization as
follows:

• The high degree of Division of Labor and Specialization.

• There is a well-defined chain of command.

• It follows the principle of Rationality, Objectively and Consistency

• The relationship among the member of the organization is Formal and Impersonal
relations.

• Rules and Regulations are well defined and it indicates the duties and rights of
the employees.

• Selection and Promotion are based on Technical qualifications.

• Only Bureaucratic or legal power is given importance.

Criticism of Bureaucratic Organization

Bureaucratic Management Approach of Max Weber also has some fault-lines and
received criticism.The emphasis only on rules and regulations. There will be
unnecessary delays in decision-making due to formalities and rules of
Bureaucratic Organization. Coordination and communication hampered because of
too much formality and rules. Bureaucracy involves a lot of paperwork and has just
too much level of authority which results in a lot of wastage of time, effort and
money.

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2.4 Behavioral Management Theory
Behavioral Management Theory Behavioral management theory is presented as a
critical approach to understanding and managing individuals in organizational
settings. It emphasizes the role of human behavior, social interactions, and
psychological needs in influencing workplace performance and satisfaction.

• Hawthorn Study
The Hawthorne Studies were a series of experiments conducted between 1924 and
1933 at the Western Electric Company’s Hawthorne Works in Illinois.

These studies, spearheaded by Elton Mayo and his team, are foundational to
behavioral management theory and modern organizational behavior.

Key Phases and Findings:

Illumination Studies Goal: To determine how changes in lighting affected worker

productivity. Finding: Productivity increased regardless of lighting changes,
suggesting that workers were influenced by the attention they received during the
study.

Relay Assembly Test Room Studies Goal: To observe the effects of different
working conditions (e.g., breaks, work hours) on output. Finding: Social
interactions and a sense of participation improved performance more than the
physical conditions.

Interview Program Goal: To understand employees’ attitudes through interviews.

Finding: Workers’ emotions, interpersonal relationships, and attitudes significantly
influenced productivity and satisfaction.

Bank Wiring Observation Room Goal: To study informal group dynamics.

Finding: Group norms strongly influenced individual behavior, often limiting
productivity to conform to group expectations.

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• Behavioral management theory has significantly influenced modern management
practices, shaping how organizations approach employee relations, motivation, and
productivity.

2.5 Classical organization Theory

Classical organization theory, a branch of classical management, emerged to
address the need for managing complex organizations, unlike scientific
management, which focused on individual productivity. Its goals were to establish
principles for designing and maintaining large organizations and to define essential
management functions. Key contributors include Henri Fayol, Lyndall Urwick,
Chester Barnard, and Max Weber, with Fayol offering the most detailed

insights. Henri Fayol, 1841–1925, French industrialist and founder of classical

organization theory, felt that management was a skill to be taught rather than a
personal talent. With the benefit of his management experience, he felt
management principles would apply to any organization from the smallest to the
most complex. His seminal work General and Industrial Management published in
1916 attained worldwide acceptance with its translation in 1940. Fayol recognized
six fundamental business activities: technical (production), commercial

(buying/selling), financial (capital optimization), security (protecting employees

and assets), accounting (costs, profits, and liabilities records), and managerial (to
plan, organize, command, coordinate, and control). Fayol also claimed that
management was a specific profession with a field of study in business, at home, in
the military, in the church, or within politics, for which formal training in
managerial skills was required to perform a vital yet largely unrecognized function.

General administrative theory

It focused more on what managers do and what constituted good management

practice. Henri Fayol first identified five functions that managers perform:
planning,organizing, commanding, coordinating, and controlling.Fayol wrote
during the same time period as Taylor.

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While Taylor was concerned with first-line managers and the scientific method,
Fayol’s attention was directed atthe activities of all managers. He wrote from his
personal experience as the managing director of a large French coal-mining firm.
Fayol described the practice of management as something distinct from
accounting, finance,production, distribution, and other typical business functions.
His belief that management was an activity common to all business
endeavors,government, and even the home led him to develop 14 principles of
management—fundamental rules of management that could be applied to all
organizational situations and taught in schools. These principles are:Division of
Work, Authority,Discipline,Unity of command, Unity of direction,Subordination
of individual interests to the general interest,Remuneration,Centralization,Scalar
chain,Order, Equity,Stability of tenure of personnel,Initiative,Esprit de corps.

Limitations of Classical Organization Theory

Some of the principles are rigid- e.g. chain of command, unity of command.

The 14 principles are applicable in a relatively stable and predictable environment

and hence they are less appropriate in today's turbulent environment. The
principles of classical organization theorists are too general for today's complex

organizations. It doesn't provide guidance for deciding which principle should take

precedence over the other.

3 Modern Approaches to
Management
The Modern Theory is the integration of valuable concepts of the classical models
with the social and behavioral sciences. This theory posits that an organization is a
system that changes with the change in its environment, both internal and external.
There are several features of the modern theory that make it distinct from other sets
of organizational principles, these are: systems and contingency theories.
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3.1 System theory

This is a newly developed approach which came existence in 1960. This
approach was developed by Chester I. Bernard, Herbert A. Simon and their
colleagues. The system approach means a group of small inter-related
units.According to the system approach, the whole organization is a system and
its various departments are its sub-systems. All the sub-systems work in unison.
There are two types of systems: open and closed.

Open System
An open system means a system which remains constantly in touch with its
environment and is influenced by it. Modern management experts consider an
organization as an open system. Environment is a combination of many factors.

The chief factors of the environment of an organization happen to be raw

material, power, finance, machine, man-power, technique, market, new
products, government policies, etc. All these factors of environment enter an
organization as Input. Within the organization, they are converted into products
through the process of various activities.

 Closed-system

closed-system models, were the products of the problems and subsequent changes
that emerged during the Industrial Revolution. At the beginning of industrialization
in the mid1800s, the early factories were highly inefficient. There were no
documented correct ways of doing work. Organizations were constantly thinking
of ways to design and manage work to increase productivity, with the focus
primarily being internal.
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The theories and models that emerged as a result are often termed machine models,
also popularly known as classical models or traditional models.

Closed-models consider the external environment (technological advancements,

the cultural and demographic characteristics of the community, legal decisions,
political decisions, etc. to be stable and predictable, and they assume that it does
not intervene in or cause problems for the functioning of an organization.
Therefore, the closed-system models do not depend on the external environment
for explanations or solutions to managerial issues; instead, they are enclosed and
sealed off from the outside world. These models rely primarily on internal
organizational processes and dynamics to account for organizational, group, and
individual behaviors.

3.2 Contingency or Situational Approach

Contingency approach to management is an important modem approach. This
approach originated in around 1970. According to it, the managers should take
decisions not according to principles but according to the situations. Its chief
reason is the constantly changing nature of environment. Here environment
means the sum total of all the factors which influence the organization.

These factors are both internal and external. The internal factors include
objectives, policies, organization structure, management information system,
etc. The external factors include customers, suppliers, competitors, government
policies, political set-up, legal system, etc. The system approach has failed to
establish a relationship between the organization and environment. The
contingency approach has made an attempt to remove this weakness.

4. Integrative Approach
An integrative approach within systems theory emphasizes a holistic perspective,
combining knowledge and methodologies from various disciplines to tackle
complex issues. This approach encourages systems thinking, which allows
individuals to see patterns and interconnections among different components rather
than relying solely on linear cause-and-effect relationships. By acknowledging
feedback loops and the emergence of complex behaviors.
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this method helps to anticipate how changes in one part of a system can impact the
whole. Engaging multiple stakeholders ensures that diverse perspectives are
considered, fostering collaborative solutions that address broader social,
ecological, and economic dimensions.

SUMMARY
The emergence and development of management can be traced back to the need for
organized efforts to achieve goals efficiently. Early forms of management appeared
in ancient civilizations like Egypt and Mesopotamia, where large projects such as
pyramids and irrigation systems required coordination and planning.

The Industrial Revolution marked a significant turning point, as it introduced

complex organizations and highlighted the need for systematic approaches to
managing resources, labor, and production. This era led to the development of
classical management theories, such as Taylor’s Scientific Management and
Fayol’s Administrative Theory, focusing on efficiency, hierarchy, and structured
processes.

Over time, management evolved to include human relations (Hawthorne Studies),

behavioral science, and systems thinking. In the modern era, management has
expanded to address globalization, technology, and sustainability, emphasizing
flexibility, innovation, and stakeholder engagement.

REFERENCES
 Lee G. Bolman, Terrence E. Deal Modern Approaches to Understanding and
Managing Organizations.

 Managment 11th edition by Stephen p robbis mary coulter pdf qwerty 80

 Organizational Behavior byStephen P. Robbins

 General theory of Bearucracy By Elliot Jaques

 Pioneer contributor to Management fromUnrewnowned author writtenmaterial.

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