School of management:
• It is based on different assumption on human beings and the organization.
• The schools of management thoughts are divided into six categories. Scientific, administrative, behavioral, management (Quantitative), systems Contingency
The classical perspective:
• Focused on increasing efficiency of the production process or productivity though one best way. (job and task focused)
• Divided into two parts:
- Administrative management focused on the problems of top management faced in managing the entire organization, and
- Scientific Management focused on the main factory work place or shop floor management and efficiency of production.
Scientific Management:
• Scientific management concentrated on the problems of shop-floor management and efficiency of production.
- Concerned with improving the performance of individual workers
- Propounded by F.W Taylor
- Addition made by Gilberths and Henry Gantt.
- Productivity and efficiency are the foundation of scientific management theory.
- States’ productivity can be improved endlessly, inefficiency should not be allowed.
F.W.Taylor:
- Midvale Steel company Philadelphia(1878), observed “soldering”
- Design the most efficient way of doing each work ( by timing each element of the job).
- Simonds Rolling Machine Company (redesigned job, introduced rest periods, put piece work pay system).
- Piece work pay system (more pay to employee who met and exceeded the target level).
- Bethlehem steel. (efficient way of loading and unloading rail cars)
- The main principles of Taylors scientific management are
- Standardization
- Time and task study
- Systematic selection and training.
- Pay incentives
- Management and labor harmony.
- Steps in scientific Management to improve the efficiency of the workers.
- Develop a science for each element of the job to replace old rule of thumb methods (Standardization
- Scientifically select employees and then train them to do the job as described.
- Supervise employees to make sure they follow the prescribed methods for performing their jobs.
- Continue to plan the work, but use workers to actually get the work done.
- Labor argued that scientific management was just a device to get more work from each employee and to reduce the total number of workers needed by the firm.
Frank and Lillian Gilbreth : (Husband and wife team of industrial engineering)
- Analyzed and studied craft of bricklaying. (focused on doing the job more efficiently)
- Focus “ Economy of movements”
- Use of technique and methods to help workers in developing to their full potential through training, tools, environment, and standardized work method.
- Contribution:
- Work simplification through motion studies.
- Used ‘flow chart’ to record process and work flow.
- Study of worker fatigue affecting health and productivity.
Henry Gantt; (1861-1919)
- Associate of Taylor.
- Redefined production control and cost control technique.
- Develop other technique for improving worker output with Gantt chart.
- Gantt chart is essentially a means of scheduling work and can be generated for each worker or for a complex project as a whole.
- Redefine Taylors ideas about piece work pay system.
- A Gantt chart is a type of bar chart, developed by Henry Gantt, which illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project.
There are four types of dependencies:
- Start-to-Start, where a task cannot start until the linked task has started
- Start-to-Finish, where a task cannot start until the linked task has finished. This is the most common type of dependency
- Finish-to-Start, where a task cannot finish until the linked task has started.
- Finish-to-Finish, where a task cannot finish until the linked task has finished
Harrington Emersion (1853-1931)
- Twelve Principles of Efficiency.
- He discussed efficiency design of organization through 12 principles:
- Clearly defined ideals.
- Common sense
- Competent counsel
- Discipline
- The fair deal
- Reliable, immediate and adequate records
- Despatching
- Standards and schedules
- Standardized conditions
- Standardized operations
- Written standard-practice instructions
- Efficiency-reward
• Advocated job specialization in both managerial and operating jobs.
Limitation of Scientific Management:
- Concerned with shop level only
- Assumption that organization remains stable and simple
- Failed to take into account the psychological and sociological context of work
- Did not favor groups.
- Workers were view as economic being.
Administrative management and bureaucracy:
Focus on managing the total organization.
Heneri Fayol (French Industralist):( 1841-1925)
- He attempt to systematize the practice of management to provide guidance and direction to other manager.
- He was the first to Focus on management as function as: planning, organizing, leading, and controlling. And believed as the core management process.
- Develop 14 principles of management.
- Management Principles developed by Henri Fayol:
Max Weber: (German sociologist)*(1864-1920)
- Develop ‘principles of bureaucracy” or a theory of Authority Structure and Relations formal systems of organization and administration design to increase efficiency and effectiveness.
- The system is characterized by division of labor, clearly defined hierarchy, rules and regulations and impersonal relationship.
- Its features were:
- Job specialization: Division of labor
- Authority hierarchy: clearly defined hierarchy and chain of command must be established.
- Formal Selection and promotions: An employee should be chosen, placed, and promoted within an organization based on his/ her level of experience and competency to perform the job.
- Formal rules and regulations: set of standards operating procedures that facilitate consistency in both organization and management practices.
- Impersonality: must be there to promote fair and equal treatment to all employees, so that unbiased decision can be made.
- Career oriented: employee anticipates life long career. It states that employee should be made aware of their career growth and security of tenure protecting form arbitrary dismissal.
Chester Bernard: (1886-1961)
- Argues that people join organization to satisfy their personnel objective
- Looked into social aspect of organization.
- He suggested theory on acceptance of authority.
- The theory suggests that subordinates weigh the legitimacy of supervisors' directives, and then decide whether to accept them. An order is accepted if the subordinate understands it, is able of comply with it and views it as appropriate.
- He outlined the role of the senior executive in three major parts:
- Formulating the purpose and objectives of the organization
- Hiring, motivating and retaining key individuals
- Maintaining organizational communication.
The school of management thought are theoretical frameworks for the study of management. It is based on different assumptions about human beings and organization for which they work. The existing schools of management thought will be divided into six categories. They are : scientific,behavioral,quantitative, administrative,system and contingency.
ReplyDeleteThe Classical Perspective: This perspective is focused on that the managers should concentrate their attention and energies on increasing the efficiency of the production process.The classical management theory represents two vies toward the management of work and of organization
(i) Scientific management
(ii) administrative management
(i) Scientific management: It is that kind of management ,which conducts a business by standards established by facts or truths gained through systematic observation ,experiment or reasoning. It was developed to solve two major problems: how to increase the output of the average workers and how to increase the efficiency of the management.
(a) F.W Taylor: Taylor is known as the father of scientific management. He observed that the production and pay were poor. Inefficiency and waste we're very high. The companies he had worked for had tremendous unused potential. In addition, there were no standarized tools,task and work processes. To overcome these problems , he used technology such as time and motion studies, he advocated standardization of tools and enough rest to reduce fatigue. His entire approach to scientific management was the idea that there is the best way of doing everything. His main principles are: standardization,time and task study, systematic selection and training, pay incentives,close cooperation between managers and operatives.
(b) Frank and Lillian Gilbreth: They were both industrial engineers by profession, made significant contributions to the development of scientific management thoughts.Lillian Gillbreth is also known as the " First Lady of the management ". They used motion picture films to study hand-and-body motions. They analysed and studied bricklaying . Their main concern was on "economy of movement". Their contribution were mainly :
- work simplification by using motion studies .
- use "flow charts " to record process and work flow patterns.
-study of worker fatigue which affect workers' health and productivity.
(c) Henry Gantt: He sought to increase worker efficiency through scientific investigation. He modified Taylor's differential piece-rate system by combining guaranteed day rate. His work-scheduling charts are still used today. Gantt chart is essential device of scheduling work.
(d) Herrington Emerison: He focused on job specialization and standarization,,intestate Commerse Commision.
Administrative management and Bureaucracy: This perspective of management focuses on managing the whole organization. There are some authorities who had major contributions to the development of this administrative management theory.
ReplyDelete(a) Henri Fayol: He was the first to focus on the management as function as : planning ,organizing , leading and controlling . He developed the 14 principles of management. His work has significant influence on the modern day management thinking.
(b) Max Weber: He developed the principle of bureaucracy-a formal system of organization and administration designed to ensure efficiency and effectiveness. He defined bureaucracy as "an ideal form of organization whose activities and objectives are rationally thought out and whose divisions of labour are explicitly spelled. Bureaucracy is the system characterized by division of labour, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationship. It's features were:
- Job Specialization
- Authority Hierarchy
- Formal Selection
-Formal Rules And Regulations
-Impersonality
-Career Orientation
(c) Chester Barnard: He gave a new perspective of management theory he viewed organization as a social system that requires human cooperation. He outlined the role of the senior executive into three major parts: formulating the purpose of the organization, hiring key individuals and maintaining organizational communication. He argued that people join organizations to satisfy some of their personal objectives. He looked into social aspect of the organization .
(d) Lyndall Urwick: He intermixed the scientific and administrative management perspectives.
The classical management theory represents two views toward the management of work and of organization-(1). scientific management and (2). administrative management
ReplyDeleteScientific management-concentrated on the problems of shop-floor management and efficiency of production.
Administrative management-focused on the problems of top management faced in managing the entire organization.
Scientific management is that kind of management, whcich conducts a business by standards established by facts or truths gained through systematic observation,
experiment, or reasoning. this is mainly concentrated on the problems of shop-floor management and efficiency of production.
F. W. TAYLOR- is known as the father of scientific management. the main principles of Taylor's scientific management approach are:
standardization
time and task study
systematic selection and training
pay incentives
close cooperation between managers and operators
FRANK AND LILLIAN GILBRETH- their main concern was on "economy of movement", they emphasized on the use of techniques and methods to help workers in developing their
fullest potential through traingin, improved tools, working enivironment, and standardized work methods.
their contributions were mainly regard to:
work simpification by using motion studies,
use of the techniques called "flow charts" to record process and work-flow patterns,
study of worker fatigue which affect workers' health and productivity, and
application of principles of management and motion studies to improve organizational performance.
HENRY L. GANTT-like Taylor and Gilbreths, Gantt sought to increase worker efficiceny through scientific investigation. he refined the production control and cost
control techniques.he modified Taylor's differential piece-rate system by combining guaranteed day rate(minimum wage). his work-scheduling charts called Gantt
Chart is still used today. he is first theorist to urge managemetn to pay attention to service rather than profits.
HARRINGTON EMERSON-He concerned himself with management as a whole not only with efficiency and productivity of work. he focused on such things as overall
objectives, cost accounting, and the functions of staff department.
Limitations-
-scientific management concerned with the "shop level" only
-it assumed that the organizations remain stable and simple as today's business reality does not subscribe to these views.
-this theory failed to take part into account the psychological and sociological aspects of work.
-this did not favour groups
-the assumption made about the nature of human beings and their motivation also cause problems. workers were viewed as economic beings, who are interested only in
money, considered man as a machine.
Administrative management theory-this theory focused on overall approach to the administrative problems of organizations and the efficiency of organizations.
ReplyDeleteHENRY FAYOL-he was the first management author to state a series of management principles. he divided manager's job into five functions:1)planning, 2)organizing
3)commanding, 4)coordinating and 5)controlling
Fayol identified 14 different principles of mangement:-DIVISION OF WORK, AUTHORITY, DISCIPLINE, UNITY OF COMMAND, UNITY OF DIRECTION,
SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL INTERESTS, REMUNERATION, CENTRALIZATION, SCALAR CHAIN, ORDER, EQUITY, STABILITY OF TENURE OF PERSONNEL,
INITIATIVE, ESPIRIT DE CORPS.
MAX WEBER-he developed the principles of bureaucracy- a formal system of organization and administration designed to ensure efficiency and effectiveness.
he explained the basic principles of bureaucracy as a system characterized by divivsion of labour, a clearly defined hierarchy, detailed rules and regulations,
and impersonal relationship.
the important content of Weber's theory of bureaucracy are:-
Job specialization: Division of labor
Authority hierarchy: clearly defined hierarchy and chain of command must be established.
Formal Selection and promotions: An employee should be chosen, placed, and promoted within an organization based on his/ her level of experience and competency
to perform the job.
Formal rules and regulations: set of standards operating procedures that facilitate consistency in both organization and management practices.
Impersonality: must be there to promote fair and equal treatment to all employees, so that unbiased decision can be made.
Career oriented: employee anticipates life long career. It states that employee should be made aware of their career growth and security of tenure protecting
form arbitrary dismissal.
CHESTER BARNARD-he gave a new perspective to management theory. he viewed organization as a social system that requires human cooperation. Barnard outlined
the role of the senior executive into three parts:-1) formulating the purpose of organization, 2) hiring key individuals and 3) maintaining organizational
communication.
the recognition of the existence of "informal organization" and "teams" was the new and exciting idea proposed by Barnard.
but in our section we have studied only one f.w tyalor theory for scientific and henry fayol for adminstrative what the shit is this or we have to study that much only
ReplyDeleteThe schools of management thought are theoretical frameworks for the study of management. It is divided into six categories: classical, human relations, decision theory, management science, systems and contingency. The classical perspective focused on increasing efficiency of the production process or productivity though one best way and represents two views toward the management of work and of organization:
ReplyDeletei) Administrative management: It is focused on the problems of top management faced in managing the entire organization.
ii) Scientific management: It is "that kind of management, which conducts a business by standards established by facts or truths gained through systematic observation, experiment, or reasoning."
F.W.Taylor:
He is known as father of scientific management.
The main principles of Taylors scientific management are
Standardization
Time and task study
Systematic selection and training.
Pay incentives
Management and labor harmony.
Frank and Lillian Gilbreth:
They both made contributions to the development of scientific management.
i) Work simplification by using motion studies.
ii) Use of the techniques called "flow charts" to record process and the work- flow pattern.
iii) Study of worker fatigue which affect workers' health and productivity.
iv) Application of principles of management and motion studies to improve organizational performance.
Henry Gantt; (1861-1919): He redefined production control and cost control technique.
He develop other technique for improving worker output with Gantt chart.
Gantt chart is essentially a means of scheduling work and can be generated for each worker or for a complex project as a whole.
Redefine Taylors ideas about piece work pay system.
A Gantt chart is a type of bar chart, developed by Henry Gantt, which illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project.
Harrington Emersion (1853-1931):
He discussed efficiency design of organization through 12 principles:
Clearly defined ideals.
Common sense
Competent counsel
Discipline
The fair deal
Reliable, immediate and adequate records
Despatching
Standards and schedules
Standardized conditions
Standardized operations
Written standard-practice instructions
Efficiency-reward
Limitations of scientific management:
Scientific management was almost exclusively concerned with the "shop level"
It didn't favor groups.
Heneri Fayol:
14 principles
He was the first to Focus on management as function as: planning, organizing, leading, and controlling. And believed as the core management process.
Max Weber:
Develop ‘principles of bureaucracy” or a theory of Authority Structure and Relations formal systems of organization and administration design to increase efficiency and effectiveness.
The system is characterized by division of labor, clearly defined hierarchy, rules and regulations and impersonal relationship.
Chester Bernard:
He suggested theory on acceptance of authority. He viewed organization as a social system that requires human cooperation. Barnard outlined the role of the senior executive into three parts:-
1) Formulating the purpose of organization
2) Hiring key individuals
3) Maintaining organizational communication.
the recognition of the existence of "informal organization" and "teams" was the new and exciting idea proposed by Barnard.
Scientific management, also called Taylor ism, was a theory of management that analyzed and synthesized workflows. Its main objective was improving economic efficiency, especially labor productivity. It was one of the earliest attempts to apply science to the engineering of processes and to management. Its development began with Frederick Winslow Taylor in the 1880s and 1890s within the manufacturing industries. Its peak of influence came in the 1910s; by the 1920s, it was still influential but had begun an era of competition and syncretism with opposing or complementary ideas. Although scientific management as a distinct theory or school of thought was obsolete by the 1930s, most of its themes are still important parts of industrial engineering and management today. These include analysis; synthesis; logic; rationality; empiricism; work ethic; efficiency and elimination of waste; standardization of best practices; disdain for tradition preserved merely for its own sake or merely to protect the social status of particular workers with particular skill sets; the transformation of craft production into mass production; and knowledge transfer between workers and from workers into tools, processes, and documentation.
ReplyDeleteLimitation of Scientific Management:
-Concerned with shop level only
-Assumption that organization remains stable and simple
-Failed to take into account the psychological and sociological context of work
-Did not favor groups.
-Workers were view as economic being.
Henry Fayol was a french industrialist. he joined French Mining Company in 1860 as an engineer and later became manager director in 1888.he published a book "Administrative Industrielle generate" in 1916. Henry Fayol has suggested 14 principles of management:
ReplyDelete1 Division of Work,
2 Discipline,
3 Authority and responsibility,
4 Subordination of Individual Interest to General Interest,
5 Remuneration,
6 Centralisation,
7 Order,
8 Equity,
9 Initiative,
10 Esprit De Corps,
11 Stability of Tenure,
12 Unity of Direction,
13 Scalar Chain, and
14 Unity of Command.
Fayol is known as the father of management or the founder of the classical management. Not because he was first to investigate managerial behaviour, but because he was the first to systematize it. He was contemporary to Taylor. Taylor was basically concerned with organizational functions, whereas Fayol was interested in the total organization. It may be noted that Taylor is known as the father of scientific management, i.e. supervisory or lower management, while Fayol is recognized as the father of management, i.e. the higher management or the general management.
THE CLASSICAL PERSPECTIVE
ReplyDeleteScientific management
Scientific management focuses on ways to improve the performance of individual workers. Some of the major contributors are:
Frederick W. Taylor saw workers soldiering or deliberately working beneath their potential and designed a 4-step method to overcome this problem
It begins with breaking the job into its smallest pieces.
The second step is to select themost qualified employees to perform the job and train them to do it.
Next, supervisors are used to monitor the employees to be sure they are following the methods prescribed.
Finally, continue in this fashion, but only use employees who are getting the work done.
The Gilbreths, a husband and wife team, also helped to find more efficient ways for workers to produce output. Frank Gilbreth made his most important contribution in the field of bricklaying. He changed an 18-step process into a 5-step process and increased productivity by about 200 percent.
Henry Gantt introduced the Gantt chart, which is a way to schedule woric. Thistype of chart is still used today.
Harrington Emerson was an advocate of specialized management roles in organizations. He testified before the Interstate Commerce Commission that the rail road could save $1 million a day by using scientific management.
Administrative management
Administrative management focuses on managing the total organization.
Henri Fayol was the first to identify the four management functions-
planning,
organizing
leading, and
controlling,
and he developed guidelines for managers to follow. These guidelines form fourteen principles for effective management.
Lyndall Urwick is best known for integrating scientific management with administrative management.
Max Weber outlined the concept of bureaucracy based on a rational set of guidelines for structuring organizations in the most efficient manner. His work is the foundation of contemporary organization theory.
Chester Bamard wrote about the acceptance of authority and how managers get employees to do what they ask in a book called The Functions of the Executive.
Contributions
Laid the foundation for management theory.
Identified key processes, functions, and skills of managers that are still important today.
Made management a valid subject of scientific inquiry.
Limitations
Best used in simple, stable organizations.
Provided universal procedures that are not appropriate in all settings.
Most viewed employees as tools rather than resources.
The classical perspective of management emerged from the Industrial Revolution and focuses on the efficiency, productivity, and output of employees and on the efficiency of an organization as a whole. It generally does not focus on human or behavioral attributes or variances among employees.
ReplyDeleteScientific management
Scientific management focuses on ways to improve the performance of individual workers. Some of the major contributors are:
Frederick W. Taylor saw workers soldiering or deliberately working beneath their potential and designed a 4-step method to overcome this problem
It begins with breaking the job into its smallest pieces.
The second step is to select themost qualified employees to perform the job and train them to do it.
Next, supervisors are used to monitor the employees to be sure they are following the methods prescribed.
Finally, continue in this fashion, but only use employees who are getting the work done.
The Gilbreths, a husband and wife team, also helped to find more efficient ways for workers to produce output. Frank Gilbreth made his most important contribution in the field of bricklaying. He changed an 18-step process into a 5-step process and increased productivity by about 200 percent.
Henry Gantt introduced the Gantt chart, which is a way to schedule woric. Thistype of chart is still used today.
Harrington Emerson was an advocate of specialized management roles in organizations. He testified before the Interstate Commerce Commission that the rail road could save $1 million a day by using scientific management.
Administrative management
Administrative management focuses on managing the total organization.
Henri Fayol was the first to identify the four management functions-
planning,
organizing
leading, and
controlling,
and he developed guidelines for managers to follow. These guidelines form fourteen principles for effective management.
Lyndall Urwick is best known for integrating scientific management with administrative management.
Max Weber outlined the concept of bureaucracy based on a rational set of guidelines for structuring organizations in the most efficient manner. His work is the foundation of contemporary organization theory.
Chester Bamard wrote about the acceptance of authority and how managers get employees to do what they ask in a book called The Functions of the Executive.
Contributions
Laid the foundation for management theory.
Identified key processes, functions, and skills of managers that are still important today.
Made management a valid subject of scientific inquiry.
Limitations
Best used in simple, stable organizations.
Provided universal procedures that are not appropriate in all settings.
Most viewed employees as tools rather than resources.
The schools of management thought are theoretical frameworks for the study of management. It is divided into six categories: classical, human relations, decision theory, management science, systems and contingency. The classical perspective focused on increasing efficiency of the production process or productivity though one best way and represents two views toward the management of work and of organization:
ReplyDeletei) Administrative management: It is focused on the problems of top management faced in managing the entire organization.
ii) Scientific management: It is "that kind of management, which conducts a business by standards established by facts or truths gained through systematic observation, experiment, or reasoning."
F.W.Taylor:
He is known as father of scientific management.
The main principles of Taylors scientific management are
Standardization
Time and task study
Systematic selection and training.
Pay incentives
Management and labor harmony.
Frank and Lillian Gilbreth:
They both made contributions to the development of scientific management.
i) Work simplification by using motion studies.
ii) Use of the techniques called "flow charts" to record process and the work- flow pattern.
iii) Study of worker fatigue which affect workers' health and productivity.
iv) Application of principles of management and motion studies to improve organizational performance.
Henry Gantt; (1861-1919): He redefined production control and cost control technique.
He develop other technique for improving worker output with Gantt chart.
Gantt chart is essentially a means of scheduling work and can be generated for each worker or for a complex project as a whole.
Redefine Taylors ideas about piece work pay system.
A Gantt chart is a type of bar chart, developed by Henry Gantt, which illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project.
Harrington Emersion (1853-1931):
He discussed efficiency design of organization through 12 principles:
Clearly defined ideals.
Common sense
Competent counsel
Discipline
The fair deal
Reliable, immediate and adequate records
Despatching
Standards and schedules
Standardized conditions
Standardized operations
Written standard-practice instructions
Efficiency-reward
Limitations of scientific management:
Scientific management was almost exclusively concerned with the "shop level"
It didn't favor groups.
Heneri Fayol:
14 principles
He was the first to Focus on management as function as: planning, organizing, leading, and controlling. And believed as the core management process.
Max Weber:
Develop ‘principles of bureaucracy” or a theory of Authority Structure and Relations formal systems of organization and administration design to increase efficiency and effectiveness.
The system is characterized by division of labor, clearly defined hierarchy, rules and regulations and impersonal relationship.
Chester Bernard:
He suggested theory on acceptance of authority. He viewed organization as a social system that requires human cooperation. Barnard outlined the role of the senior executive into three parts:-
1) Formulating the purpose of organization
2) Hiring key individuals
3) Maintaining organizational communication.
the recognition of the existence of "informal organization" and "teams" was the new and exciting idea proposed by Barnard.
Management perspectives that emerged during the nineteenth and early twentieth centuries emphasized a rational scientific approach to the study of management and sought to make organizations efficient operating machines.
ReplyDeleteThe practice of management can be traced to 3000 B C to the first government organizations developed by the Sumerians and Egyptians but the formal study of management is relatively recent. The early study of management as we know it today began with what is now called the classical perspective.
The classical perspective on management emerged during the nineteenth and early twentieth centuries. The factory system that began to appear in the 1800s posed challenges that earlier organizations had not encountered problems arose in tooling the plants organizing managerial structure, employees (many of them non English speaking immigrants). Scheduling complex manufacturing operations, and dealing with increased labor satisfaction and resulting strikes.
These myriad new solutions and the development of large, complex organizations demanded a new approach to coordination and control and a new subspecies of economic man – the salaried manger – was born. Between 1880 and 1920 the number of professional managers in the United States grew from 161,000 to more than a million. These professional managers began developing and testing solutions to the mounting challenges of organizing, coordinating and controlling large number of people and increasing worker productivity . Thus began the evolution of modern management with the classical perspective.
This perspective contains three subfields each with a slightly different emphasis: Scientific management, bureaucratic organizations and administrative.
## Scientific Management:##
ReplyDeleteOrganizations somewhat limited success in achieving improvements in labor productivity lead a young engineer to suggest that the problem lay more in poor management practices than in labor. Frederick Winslow Taylor (1856–1915) insisted that management itself would have to change and further, that the manner of change could be determined only by scientific study; hence the label scientific management emerged. Taylor suggested that decisions based on rules of thumb and tradition be replaced with precise procedures developed after careful study of individual situations.
Taylor’s philosophy is encapsulated in his statement in the past the man has been first. In the future the system must be first. The scientific management approach is illustrated by the unloading of iron from rail cars and reloading finished steel for the Bethlelem Steel plant in 1898. Taylor calculated that with correct movements tools, and sequencing each man was capable of loading 47.5 tons per day instead of the typical 12.5 tons. He also worked out an incentive system that paid each man $ 1.85 a day for meeting the new standard an increase from the previous rate of $1.15. Productivity at Bethlehem Steel shot up overnight.
Although known as the father of scientific management. Taylor was not alone in this area. Henry Gantt an associate of Taylor’s developed the Gantt chart – a bar graph that measures planned and completed work along each stage of production by time elapsed . Two other important pioneers in this area were the husband and wife team of Frank B and Lillian M Gilbreth and Frank B Gilbreth (1868 – 1924) pioneered time and motion study and arrived to many of hi management techniques independently of Taylor. He stressed efficiency and was known for his quest for the one best way to do work.
Although Gilbreth is known for his early work with bricklayers his work had great impact on medical surgery by drastically reducing the time patients spent on the operating table. Surgeons were able to save countless lives through the application of time and motion study Lillian M Gilberth (1878 – 1972) was more interested in the human aspect of work. When her husband died at the age of 56 she had 12 children ages 2 to 19. The undaunted first lady of management went right on with her work. She presented a paper in place of her late husband continued their seminars and consulting lectured and eventually became a professor at Purdue University. She pioneered in the field of industrial psychology and made substantial contributions to human resources management.
The schools of management thought are theoretical frameworks for the study of management. It is divided into six categories: classical, human relations, decision theory, management science, systems and contingency. The classical perspective focused on increasing efficiency of the production process or productivity though one best way and represents two views toward the management of work and of organization:
ReplyDeletei) Administrative management: It is focused on the problems of top management faced in managing the entire organization.
ii) Scientific management: It is "that kind of management, which conducts a business by standards established by facts or truths gained through systematic observation, experiment, or reasoning."
F.W.Taylor:
He is known as father of scientific management.
The main principles of Taylors scientific management are
Standardization
Time and task study
Systematic selection and training.
Pay incentives
Management and labor harmony.
Frank and Lillian Gilbreth:
They both made contributions to the development of scientific management.
i) Work simplification by using motion studies.
ii) Use of the techniques called "flow charts" to record process and the work- flow pattern.
iii) Study of worker fatigue which affect workers' health and productivity.
iv) Application of principles of management and motion studies to improve organizational performance.
Henry Gantt; (1861-1919): He redefined production control and cost control technique.
He develop other technique for improving worker output with Gantt chart.
Gantt chart is essentially a means of scheduling work and can be generated for each worker or for a complex project as a whole.
Redefine Taylors ideas about piece work pay system.
A Gantt chart is a type of bar chart, developed by Henry Gantt, which illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project.
Harrington Emersion (1853-1931):
He discussed efficiency design of organization through 12 principles:
Clearly defined ideals.
Common sense
Competent counsel
Discipline
The fair deal
Reliable, immediate and adequate records
Despatching
Standards and schedules
Standardized conditions
Standardized operations
Written standard-practice instructions
Efficiency-reward
Limitations of scientific management:
Scientific management was almost exclusively concerned with the "shop level"
It didn't favor groups.
Heneri Fayol:
14 principles
He was the first to Focus on management as function as: planning, organizing, leading, and controlling. And believed as the core management process.
Max Weber:
Develop ‘principles of bureaucracy” or a theory of Authority Structure and Relations formal systems of organization and administration design to increase efficiency and effectiveness.
The system is characterized by division of labor, clearly defined hierarchy, rules and regulations and impersonal relationship.
Chester Bernard:
He suggested theory on acceptance of authority. He viewed organization as a social system that requires human cooperation. Barnard outlined the role of the senior executive into three parts:-
1) Formulating the purpose of organization
2) Hiring key individuals
3) Maintaining organizational communication.
the recognition of the existence of "informal organization" and "teams" was the new and exciting idea proposed by Barnard.
The classical perspective of management was first implemented in the late 1800s as a way to overcome the problems posed by the factory systems that had recently been implemented. These problems were organising chains of command, instructing employees what to do, as many of them did not speak English and also organising the workload to cope with increased workload. It is split into three different sections, Scientific Management, bureaucratic organizations and administrative principles.
ReplyDeleteScientific management is the most effective in terms of productivity. The idea was first introduced by Frederick Winslow Taylor; Taylor worked on the principle of following set procedure increased productivity. This technique was effective in producing results; this was combined with incentives for reaching the targets set, this also increased productivity to the desired level. The principle of rewarding employees with bonuses is a practise still used to this day, although within the modern workplace the rewards are mainly used within sales positions to encourage increased sales. The idea of having one set way to work efficiently is one that is also still used in today's workplace. However the main drawback of this method is that because it focuses solely on one set way to work efficiently it does not take into account the fact that the people who are carrying out the work are all different. Their individual needs and wants are not taken into account and this can cause anger and unrest among employees. A situation in which the scientific management theory was applied was in the assembly line for the Ford Magneto in 1913. According to Management by Daft, R.L, Henry Ford replaced workers with machines for heavy lifting and moving, therefore increasing productivity. Also the cars were moved along from one employee to the next, this cut production time by half. The same principle was applied to total car assembly, increasing efficiency and reducing the amount of worker hours required to produce a certain type of car.
The bureaucratic organisations approach was introduced into the workplace in the late 1800s by German theorist Max Weber. It was brought into place to combat managers using company resources to fulfil their individual desires rather than company ones. Before this approach was introduced companies were run almost family-like, Weber wanted get rid of this management way as it prevents employees from seeing who they actually work for;
Under Taylor's management system, factories are managed through scientific methods rather than by use of the empirical "rule of thumb" so widely prevalent in the days of the late nineteenth century when F. W. Taylor devised his system and published "Scientific Management" in 1911.
ReplyDeleteThe main elements of the Scientific Management are [1] : "Time studies Functional or specialized supervision Standardization of tools and implements Standardization of work methods Separate Planning function Management by exception principle The use of "slide-rules and similar time-saving devices" Instruction cards for workmen Task allocation and large bonus for successful performance The use of the 'differential rate' Mnemonic systems for classifying products and implements A routing system A modern costing system etc. etc. " Taylor called these elements "merely the elements or details of the mechanisms of management" He saw them as extensions of the four principles of management.[2]
1. The development of a true science
2. The scientific selection of the workman
3. The scientific education and development of the workman
4. Intimate and friendly cooperation between the management and the men.
administrative management The process of creating information systems and supervising its flow from and to others within an organization. Most job functions within a business involve performing some form of administrative management in order to store and pass on information to those within the company who need to use it in order to contribute to the business.
ReplyDeleteThe classical perspective of management was first implemented in the late 1800s as a way to overcome the problems posed by the factory systems that had recently been implemented. These problems were organising chains of command, instructing employees what to do, as many of them did not speak English and also organising the workload to cope with increased workload. It is split into three different sections, Scientific Management, bureaucratic organizations and administrative principles.
ReplyDeleteThe schools of management thought are theoretical frameworks for the study of management. It is divided into six categories: classical, human relations, decision theory, management science, systems and contingency. The classical perspective focused on increasing efficiency of the production process or productivity though one best way and represents two views toward the management of work and of organization:
i) Administrative management: It is focused on the problems of top management faced in managing the entire organization.
ii) Scientific management: It is "that kind of management, which conducts a business by standards established by facts or truths gained through systematic observation, experiment, or reasoning."
F.W.Taylor:
He is known as father of scientific management.
The main principles of Taylors scientific management are
Standardization
Time and task study
Systematic selection and training.
Pay incentives
Management and labor harmony.
Frank and Lillian Gilbreth:
They both made contributions to the development of scientific management.
i) Work simplification by using motion studies.
ii) Use of the techniques called "flow charts" to record process and the work- flow pattern.
iii) Study of worker fatigue which affect workers' health and productivity.
iv) Application of principles of management and motion studies to improve organizational performance.
Henry Gantt; (1861-1919): He redefined production control and cost control technique.
He develop other technique for improving worker output with Gantt chart.
Gantt chart is essentially a means of scheduling work and can be generated for each worker or for a complex project as a whole.
Redefine Taylors ideas about piece work pay system.
A Gantt chart is a type of bar chart, developed by Henry Gantt, which illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project.
Harrington Emersion (1853-1931):
He discussed efficiency design of organization through 12 principles:
Clearly defined ideals.
Common sense
Competent counsel
Discipline
The fair deal
Reliable, immediate and adequate records
Despatching
Standards and schedules
Standardized conditions
Standardized operations
Written standard-practice instructions
Efficiency-reward
Limitations of scientific management:
Scientific management was almost exclusively concerned with the "shop level"
It didn't favor groups.
Heneri Fayol:
14 principles
He was the first to Focus on management as function as: planning, organizing, leading, and controlling. And believed as the core management process.
Max Weber:
Develop ‘principles of bureaucracy” or a theory of Authority Structure and Relations formal systems of organization and administration design to increase efficiency and effectiveness.
The system is characterized by division of labor, clearly defined hierarchy, rules and regulations and impersonal relationship.
Chester Bernard:
He suggested theory on acceptance of authority. He viewed organization as a social system that requires human cooperation. Barnard outlined the role of the senior executive into three parts:-
1) Formulating the purpose of organization
2) Hiring key individuals
3) Maintaining organizational communication.
the recognition of the existence of "informal organization" and "teams" was the new and exciting idea proposed by Barnard.
Classical Theory:A. Scientific Management Theory (contd.) :F.W.Taylor’s Scientific Management Theory (contd.) :• Observed (in these companies) that production & pay were poor, inefficiency existed, wastage was high, workers put into job without matching their abilities and the workers used different techniques to perform the same work.• realized that work efficiency was low due to lack of order and system• This led him to come out with “The principle of scientific management” in 1911 A.D. in which the explained the principles of scientific management.• emphasized one best method of doing work to increase efficiency & productivity.
ReplyDeleteThe schools of management thought are theoretical frameworks for the study of management. It is divided into six categories: classical, human relations, decision theory, management science, systems and contingency. The classical perspective focused on increasing efficiency of the production process or productivity though one best way and represents two views toward the management of work and of organization:
ReplyDelete1. Administrative management: It is focused on the problems of top management faced in managing the entire organization.
2. Scientific management: It is "that kind of management, which conducts a business by standards established by facts or truths gained through systematic observation, experiment, or reasoning."
F.W.Taylor:
He is known as father of scientific management.
The main principles of Taylors scientific management are
Standardization
Time and task study
Systematic selection and training.
Pay incentives
Management and labor harmony.
Frank and Lillian Gilbreth:
They both made contributions to the development of scientific management.
1. Work simplification by using motion studies.
2. Use of the techniques called "flow charts" to record process and the work- flow pattern.
3. Study of worker fatigue which affect workers' health and productivity.
4. Application of principles of management and motion studies to improve organizational performance.
Henry Gantt; (1861-1919): He redefined production control and cost control technique.
He develop other technique for improving worker output with Gantt chart.
Gantt chart is essentially a means of scheduling work and can be generated for each worker or for a complex project as a whole.
Redefine Taylors ideas about piece work pay system.
A Gantt chart is a type of bar chart, developed by Henry Gantt, which illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project.
Harrington Emersion (1853-1931):
He discussed efficiency design of organization through 12 principles:
Clearly defined ideals.
Common sense
Competent counsel
Discipline
The fair deal
Reliable, immediate and adequate records
Despatching
Standards and schedules
Standardized conditions
Standardized operations
Written standard-practice instructions
Efficiency-reward
Limitations of scientific management:
Scientific management was almost exclusively concerned with the "shop level"
It didn't favor groups.
Heneri Fayol:
14 principles
He was the first to Focus on management as function as: planning, organizing, leading, and controlling. And believed as the core management process.
Max Weber:
Develop ‘principles of bureaucracy” or a theory of Authority Structure and Relations formal systems of organization and administration design to increase efficiency and effectiveness.
The system is characterized by division of labor, clearly defined hierarchy, rules and regulations and impersonal relationship.
Chester Bernard:
He suggested theory on acceptance of authority. He viewed organization as a social system that requires human cooperation. Barnard outlined the role of the senior executive into three parts:-
1. Formulating the purpose of organization
2. Hiring key individuals
3. Maintaining organizational communication.
the recognition of the existence of "informal organization" and "teams" was the new and exciting idea proposed by Barnard.
The classical perspective focused on increasing efficiency of the production process or productivity though one best way and represents two views toward the management of work and of organization:
ReplyDeletei) Administrative management: It is focused on the problems of top management faced in managing the entire organization.
ii) Scientific management: It is "that kind of management, which conducts a business by standards established by facts or truths gained through systematic observation, experiment, or reasoning."
F.W.Taylor:
He is known as father of scientific management.
The main principles of Taylors scientific management are
Standardization
Time and task study
Systematic selection and training.
Pay incentives
Management and labor harmony.
Frank and Lillian Gilbreth:
They both made contributions to the development of scientific management.
i) Work simplification by using motion studies.
ii) Use of the techniques called "flow charts" to record process and the work- flow pattern.
iii) Study of worker fatigue which affect workers' health and productivity.
iv) Application of principles of management and motion studies to improve organizational performance.
Henry Gantt; (1861-1919): He redefined production control and cost control technique.
He develop other technique for improving worker output with Gantt chart.
Gantt chart is essentially a means of scheduling work and can be generated for each worker or for a complex project as a whole.
Redefine Taylors ideas about piece work pay system.
A Gantt chart is a type of bar chart, developed by Henry Gantt, which illustrates a project schedule. Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project.
Harrington Emersion (1853-1931):
He discussed efficiency design of organization through 12 principles:
Clearly defined ideals.
Common sense
Competent counsel
Discipline
The fair deal
Reliable, immediate and adequate records
Despatching
Standards and schedules
Standardized conditions
Standardized operations
Written standard-practice instructions
Efficiency-reward
Limitations of scientific management:
Scientific management was almost exclusively concerned with the "shop level"
It didn't favor groups.
Heneri Fayol:
14 principles
He was the first to Focus on management as function as: planning, organizing, leading, and controlling. And believed as the core management process.
Max Weber:
Develop ‘principles of bureaucracy” or a theory of Authority Structure and Relations formal systems of organization and administration design to increase efficiency and effectiveness.
The system is characterized by division of labor, clearly defined hierarchy, rules and regulations and impersonal relationship.
Chester Bernard:
He suggested theory on acceptance of authority. He viewed organization as a social system that requires human cooperation. Barnard outlined the role of the senior executive into three parts:-
1) Formulating the purpose of organization
2) Hiring key individuals
3) Maintaining organizational communication.
the recognition of the existence of "informal organization" and "teams" was the new and exciting idea proposed by Barnard.
Henry Fayol has suggested 14 principles of management:
ReplyDelete1 Division of Work,
2 Discipline,
3 Authority and responsibility,
4 Subordination of Individual Interest to General Interest,
5 Remuneration,
6 Centralisation,
7 Order,
8 Equity,
9 Initiative,
10 Esprit De Corps,
11 Stability of Tenure,
12 Unity of Direction,
13 Scalar Chain, and
14 Unity of Command.
Ris lagtaaa mai ka kahu Administrative Theory of Management.
ReplyDelete