Professional Documents
Culture Documents
The Evolution of Management Theory The Evolution of Management Theory
The Evolution of Management Theory The Evolution of Management Theory
Learning Objectives
"to be a great pretender and
dissembler."
“cunning and intrigue, the
triumph of force over reason.”
"a prince" ought to have no
other aim or thought, nor select
anything else for his study,
than war and its rules and
discipline."
The Evolution of Management Theory
Contingency Approach
Systems Theory
ECONOMIC
SOCIAL OPERATING
ENVIRONMENT
NEW ENTRANTS
SUPPLIER
INTERNAL
ENVIRONMENT
PRODUCTION
TECHNOLOGY
SUBSTITUTES STRUCTURE
POLITICAL INPUTS
COMPETITION
TECHNOLOGY
CUSTOMER
LEGAL
The Classical Approach
The classical approach (ca1890) to
management is a management approach that
emphasizes organizational efficiency to
increase organizational success.
Environment in ca1890
•Industrial revolution
•Autocratic management was the norm
•“Science" as a solution to the inefficiencies
and injustices of the period
•Idea of interchangeable parts
The Classical Approach
Scientific Management
Frederick W. Taylor
Frank and Lillian Gilbreth
Henry Gantt
Bureaucratic Management
Max Weber
Administrative Management
Henri Fayol
Taylor’s Four Principles of Scientific Management
Specialization of labor
Formal rules and procedures
Impersonality
Well-defined hierarchy
Career advancement based on merit
Fayol’s 14 Principles of
Administrative Management
1. Division of work 8. Centralization
2. Authority 9. Scalar chain
3. Discipline 10. Order
4. Unity of command 11. Equity
5. Unity of direction 12. Stability and
6. Subordination of tenure
individual interest to
13. Initiative
the general interest
14. Esprit de corps
7. Remuneration
Environment in ca1910
•The Newtonian science that supported "the one best way" of
doing things was being strongly challenged by the "new
physics" results of Rutherford and Einstein
•In the work place there were strong pressures for shorter
hours and employee stock ownership.
•As the effects of the 1929 stock market crash and following
depression were felt, employee unions started to form
Behavioral Perspective
Physical Needs
McGregor’s Theory X and Theory Y
Environment in ca1940
•Application of OR in solving complex problems in
warfare (WWII)
•Significant technological and tactical
breakthroughs
•Interest in manufacturing and selling after WWII
The System Approach
The system approach (ca 50’s-60’s) to
management is a management approach
based on general system theory--the theory
that to understand fully the operation of an
entity, the entity must be viewed as a system.
This requires understanding the
interdependence of its parts.
ECONOMIC
SOCIAL OPERATING
ENVIRONMENT
NEW ENTRANTS
SUPPLIER
PLANNING, ORGANIZING,
INFLUENCING, CONTROLLING
INPUT PROCESS OUTPUT
SUBSTITUTES
POLITICAL
COMPETITION
TECHNOLOGY
CUSTOMER
LEGAL
The Contingency Approach
MA
Management Model
N AG
N
O
EM
TI
E
MA
NT
GENERAL
OR
ENVIRONMENT
SC
F
I
IN
EN
ECONOMIC
SOCIAL OPERATING
ENVIRONMENT
D
C
SE
NEW ENTRANTS
E-
SUPPLIER
BA
BA
SE
Y
PLANNING, ORGANIZING,
LL
INFLUENCING, CONTROLLING
D
INPUT PROCESS OUTPUT
CA
IN
SUBSTITUTES
POLITICAL
F
COMPETITION
SI
OR
TECHNOLOGY
AS
MA
CL
CUSTOMER
TI
O
LEGAL
N
BEHAVIORALLY BASED INFORMATION
Type Z Organization
(Theory Z by Ouchi 1981)
Theory Z (ca 80’s) suggests that involved workers
are the key to an increase in productivity and it
offers offers ways to manage (collective decision
making, slow evaluation and promotion, and
holistic concern for people) so that they can work
together more effectively.
Environment in ca1980’s
•Slow American productivity improvement
•Rise of Japanese companies
•Japanese management may offer solutions to this
problem
Theory Z
Environment in ca1990’s
•Start of Internet age
•Highly competitive environment
•Emergence of communications technologies
•Emergence of new work practices (virtual teams,
network organizations)
Chaordic Organizations
Purpose
• Clarity
of purpose and
shared values
Principles, People, and Concept •Operate through
network of equals, not
hierarchies
System Thinking
Every organization member understands his or her own job and
how the jobs fit together to provide finals products to the
customer
Shared vision
All organization members have a common view of the purpose
of the organization and a sincere commitment to accomplish the
purpose
Challenging of the mental models
Organization members routinely challenge the the way business
is done and the thought processes people use to solve
organizational problems
From “The Fifth Discipline” by Peter Senge, 1990
Building a Learning Organization
Team learning
Organization members work together, develop solution to new
problems together, and apply the solutions together.
Working as teams rather than than individuals will help the
organization gather collective force to achieve organizational
goals
Personal mastery
All organization members are committed to gaining a deep and
rich understanding of their work
Such an understanding will help organizations to reach important
challenges that confront them
System thinking
(Systems Approach)
Organization
•Workflow - 1970