Lesson 1B Evolution of Management Theories
Lesson 1B Evolution of Management Theories
Management Theories
From the time of the dawn of civilization, one of the biggest concerns of
an organization has been management. While we can trace organization and
management as far back as 530 BC, the systematic study and examination of
management is primarily the product of the last four decades of research. Various
management theories developed during this time and contributed to the way we
currently approach and understand management. In this lesson, we will explore
management theories of different authors or proponents.
They would break the tasks into separate elements and movements and record the time
it took to complete one element. In this way, they were able to predict the most efficient
workflow for a particular job. The films the Gilbreths made were also useful for
creating training videos to instruct employees in how to work productively. The
Gilbreths were also focused on worker welfare and motivation. They believed that by
reducing the amount of motions associated with a particular task, they could also
increase the worker’s well-being. Their research, along with Taylor’s, provided many
important principles later incorporated into quality assurance and quality control
programs begun in the 1920s and 1930s.
3. GANTT Chart
Henry Gantt who is also an associate of Taylor is probably best known for his two key
contributions to classical management theory: the Gantt chart and the task and bonus
system.
The Gantt chart is a tool that provides a visual (graphic) representation of what occurs
over the course of a project. The focus of the chart is the sequential performance of
tasks that make up a project. It identifies key tasks, assigns an estimated time to
complete the task, and determines a starting date for each element of a task.
2
HUMAN RELATIONS BEHAVIORAL
George Elton Mayo MANAGEMENT
-Psychologist Mary Parker Follet
-Industrial researcher Social worker and Philosopher
THEORY Organization
X ANDtheory
Y and
behavior
Douglas Mc Gregor
Management Professor
Fritz Roethlisberger
-Social scientist
-Management theorist
HAWTHORNE STUDIES
Robert Owen
-Father of Personnel Management
-Reformed the factory system by
improving worker’s working &
living conditions
-Informal workers participation to
management
-the first person who paid
attention to labor welfare.
Elton Mayo
A. Human Relations Fritz Roethlisberger
Management Theory - conducted the Hawthorne studies on workers that
took place at the Hawthorne plant of the Western Electric
-emphasizes on strong Company near Chicago during the late 1920s and early 1930s.
The Hawthorne studies were part of a refocus on managerial
interpersonal relationships. strategy incorporating the socio-psychological aspects of human
behavior in organizations.
3. Theory X and Y
In 1960, Douglas McGregor formulated Theory X and Theory Y suggesting two aspects of human
behavior at work, or in other words, two different views of individuals (employees): one of which is
negative, called as Theory X and the other is positive, so called as Theory Y. According to McGregor,
the perception of managers on the nature of individuals is based on various assumptions.
Theory X - assumed that average person dislikes work, thus, they must be lead, coerced, directed or
threatened to make them work towards the realization of organization’s goal.
Theory Y - assumed that people view work as part of their lives and are therefore internally motivated and
committed to realize goal especially if it will give them rewards.
4.Acquired-Needs Theory/Human Motivation Theory/Three Needs Theory (Need for Achievement, Need for
Affiliation
and Need for Power Theory)
David McClelland’s theory states that individual acquire three types of needs that he believed we all have, as a result of
our life experiences. These needs are the need for achievement, need for affiliation and need for power. People will have
different characteristics depending on their dominant motivator.
McClelland says that, regardless of our gender, culture, or age, we all have three motivating drivers, and one of these will
be our dominant motivating driver. This dominant motivator is largely dependent on our culture and life experiences.
Dominant Motivator Characteristics of This Person
•Has a strong need to set and accomplish challenging goals.
•Takes calculated risks to accomplish their goals.
Achievement
•Likes to receive regular feedback on their progress and achievements.
•Often likes to work alone.
•Wants to belong to the group.
•Wants to be liked and will often go along with whatever the rest of the group wants to
Affiliation do.
•Favors collaboration over competition.
•Doesn't like high risk or uncertainty.
•Wants to control and influence others.
•Likes to win arguments.
Power
•Enjoys competition and winning.
•Enjoys status and recognition.
Management Theory:
Mary Parker Follett, the Mother of Modern Management believed that
management was “the art of getting things done through people”.
Follett practiced these principles of coordination that helped develop her theory of
management as follows:
•Direct contact. Direct contact between employees and managers helps organizations avoid
conflict and misunderstandings. Holding regular meetings or discussing assignments in
person is a simple way to practice this principle.
•Early stages. Coordination should be learned and mastered straight away. No employee
should feel less important than the next; each has a significant role that compliments the
roles of others.
•Reciprocal relationship. Every worker, regardless of their level in hierarchy, is responsible
for pulling their weight and integrating with the rest of the organization. No one person
should be trying less or more than another – it's a team effort.
•Continuous process. Coordination must be maintained. Don't just learn it and forget about
it; channel it in everything you do.
MAIN PRINCIPLES OF THE MANAGEMENT THEORY INCLUDES:
Integration
Follett thought that workers of all levels should integrate to reach the organization's goals. If
conflict arises, there should be a conscious effort to pull instead of push, and to work together
as a team. Because each member is doing their part, overall, they'll be more likely to be content
with result.
Power with
Rather than establishing a strict hierarchy and delegating power to certain individuals over
others, Follett believed that workers should practice co-active power. Powering with their team
is better than powering over them; this way, each member feels just as valued as the next.
This is not to say that hierarchy should be eliminated entirely, however. Structure is still
crucial, but employees should not feel like they are less valuable than their managers.
Group power
Group power should be valued over personal power. Organizations do not exist for one
person's benefit, but rather the entire company of workers. If this selfless mindset prevails, then
all workers will feel like they're on the same team, rather than in competition with each other.
Personnel Management Theory;
Robert Owen, father of Personnel Management, believed that the quantity and quality
of worker’s output were influenced by his total by his total environment, by his conditions both
on and off job.
Throughout his life, he worked for building up of a spirit of cooperation between the workers
and the management.
He believed and practiced the idea that workers should be treated as human beings.
He made provision for reduced working hours, housing facilities, education of workers and
their children, and a system of discipline combined with justice in the factories being managed
by him.
He also took active part in the introduction of British Factory Act, 1819.
He was greatly admired for giving human treatment to the workers.
He preached that personnel management pays dividends to the employer and is an essential
part of every manager's job.
Modern / New
Management Theories
3
MODERN / NEW
MANAGEMENT
PROPONENTS
LUDWIG VON BERTALANFFY
SYSTEMS APPROACH
MANAGEMENT THEORY