EVOLUTION OF MANAGEMENT - identifying strategies

I. Classical School - achieving the goals of organizations

Characteristics: Steps in planning
1. Centralized authority Tools and techniques
2. Clear lines of authority Issues and concerns
3. Specialization and expertise - planning may create rigidity
4. Marked division of labor - plans cannot be developed for a
5. Rules and regulations dynamic environment
6. Clear separation of staff and line - formal plans can’t replace intuition and
3 Streams of Thought: creativity
1. Scientific Management (F. Taylor) - planning focuses managers’ attention on
2. Administrative Management/Process today’s competition not on tomorrow’s
School/Classical Organization Theory (H. survival
Fayol) - formal planning reinforces may lead to
3. Bureaucracy (M. Weber) failure
Basic Contributions:
1. One best way of doing things
II. Organizing
2. Right amount of motion for doing work
3. Proper compensation/remuneration - Process of establishing the orderly use
4. Piece rate system of resources
5. Formal authority to direct work - Assigning and coordinating tasks
6. Division of labor - Departmentalization
7. Hierarchy of command - Formal relationships
8. Specialization of functions Purpose of organizing
9. Rest periods - Divides work into specific jobs and
10. Training and education departments
11. Hire the right people - Assigns tasks and responsibilities to
12. Good relations individuals
13. Plan & schedule work activities - Establishes formal lines of authority
- Coordinates diverse organizational tasks
II. Neo-classical School (Human - Clusters jobs into units
relations/Behavioral School) Organizational structure
Characteristics - A formal framework by which job tasks
1. Delegation of authority are divided, grouped, and coordinated.
2. Employee autonomy - The challenge for managers is to design
3. Trust and openness an organizational structure that allows
4. Concerns with the “whole person” the employees to effectively and
5. Interpersonal dynamics efficiently do their work.
Organizational chart
III. Modern Theory (Systems concept, Emergent Formal reporting/ relationships
theories, Convergent theories, Contingent Unity of command
theories, Dynamic engagement)
Characteristics III. Leading
1. Systems Viewpoint - Influencing of employees
2. Dynamic (interaction; negative entropy) - Motivation
3. Multi-level and multi-dimensional; - Communication
importance of parts in considering the whole; - Teamwork
synergism, gestalt, holism, organicism Leadership theories
4. Multi-motivated - Trait
5. Probabilistic (no certainty: “will”, “maybe”.
- Behavioral
“usually”)
- Contingency
6. Contingency (it depends)
Motivational theories
7. Multi-disciplinary (eclectic)
8. Descriptive - Hierarchy of Needs (A. Maslow)
9. Multi-variable (interrelated, inter-dependent) - Two factor theory (Herzberg)
10. Adaptive (acceptance to change) - Theory X and Y (Mc Gregor)
11. Equifinality (achieving outputs through - Reinforcement Theory (BF Skinner)
different ways utilizing varied inputs)
IV. Controlling
Management Functions - Establishing standards
I. Planning - Monitoring performance
- process of defining goals - Correcting deviations
Types of Control Measures
- Feedforward
- Concurrent
- Feedback
Issues and problems
- Technology’s role
- Quality initiatives
- Uality goals
- Mass customization and lean
orgnization