Week 1
t/m 9 september
Marshev History of management thought (411 -450) & New
Public management Melo, 2025;
HMT = History of management thought = Searching for efficient management of
organizations in market system.
Early 1900s → rise of industrialization and large-scale organizations → need for
systematic management
1900–1910s → Scientific Management → broader movement applying scientific
methods to study and improve work efficiency (Taylor, Gilbreths, Gantt)
At firs there were some (1922) conferences that sought to improve worker conditions.
AOM = Academy of Management, founded 1936, promotes research, education, and
practice in management.
Scientific Management Theory
1. Task division and specialization
2. Scientific selection of workers
3. Scientific analysis of work methods: Tasks are studied and standardized using
time and motion studies to find the most efficient method.
4. Collaboration between management and workers: Managers train and guide
employees to follow standardized methods.
5. Performance and rewards: Financial incentives, like piece-rate pay, motivate
workers to increase output and efficiency.
Downturn to Managerialism / Scientific Management
• Reduced autonomy → workers had little control over their tasks.
• Lower motivation and creativity → workers became “cogs in a machine.”
• Alienation → feeling disconnected from purpose of work.
• Over-specialization → repetitive tasks limited skill development.
• Resistance or sabotage → some workers resisted strict procedures.
• Managerial burden → constant supervision increased bureaucracy.
Taylorism (1911) = specific approach within scientific management → studying and
teaching workers the best ways to perform jobs efficiently
→ Methods: data collection, processing, application of scientific knowledge
→ Analysis and synthesis → breaking down work (analysis) and then designing optimal
,methods (synthesis)
→ Hierarchy, Task division, Monitoring
The Taylor society = professional group promoting Taylorism
Management for initiative and encouragement (gave workers autonomy and recognition
to motivate them)
→ Problem: responsibility was exclusively on the employee
→ Taylor believed managers should share responsibility
Taylor (1856–1915) – efficiency & production
Studied tasks scientifically, used time studies and standardization. Workers seen
mainly as parts of a machine. Stopwatch was symbol.
Emerson (early 1900) - Organization wide efficiency
→ 12 Principles of Efficiency”, covering things like standardization, coordination,
discipline, planning, and incentives. focused on organization-wide efficiency, looking
at all processes and administrative structures, not just individual jobs.
Fayol (1841–1925) - Organization wide efficiency
→ Focused on the theory of management itself. Developed universal management
functions (planning, organizing, commanding, coordinating, controlling) and
principles to guide managers in any organization. Emphasized structure, foresight,
and coordination as the basis for managing the entire organization.
Emerson = practical efficiency across the organization
Fayol = theoretical framework for general management
Gilbreth (early 1900s, 1910s–1920s) – motion & fatigue reduction
Supported Taylor’s timing methods but used motion picture cameras → reduced
unnecessary motion and worker fatigue → introduced goal-task management →
transitional approach between efficiency and human-centered ideas.
Goal-task = breaks work into clear objectives (goals) and specific steps (tasks) while
minimizing unnecessary motion and worker fatigue.
Gantt (& Polyakov) - human-centric planning
ontributed Gantt chart for planning and scheduling → promoted worker
incentives/bonus systems. “Of all the problems of management, the most important is
the problem of the human factor” → served workers and organizational goals first →
profit follows → spoke out against Taylor’s rigid methods.
,Alford (active 1920s–1930s) – systemic management
Emphasized flexibility and human relations → critiqued Taylor’s rigidity → management
should adapt to workers’ social needs.
Elton Mayo (1880–1949) – human relations
Hawthorne Studies (1920s–1930s) → Western Electric, Chicago → Hawthorne Effect:
people worked harder when observed → emphasized worker welfare, social needs, and
motivation → opposed purely scientific efficiency. Emphasized worker welfare.
Werner Sombart
emphasizes that we need to soberly and accurately define what scientific enterprise
management really is — a methodical, analytical, and organized way of managing an
enterprise, not just applying rules or slogans. He’s warning against oversimplifying or
misusing the concept,
From PPA → NPM
• Public Policy and Administration (PPA) originally followed bureaucratic
principles rooted in Weberian rational-legal authority: clear hierarchies,
standardized procedures, and rule-based governance. Efficiency was achieved
through control, predictability, and impartiality, similar to Taylor’s logic of
standardization in early management theory.
• New Public Management (NPM) emerged in the 1980s–1990s as a response to
the perceived inefficiency and rigidity of traditional bureaucracy. Influenced by
private-sector management theories — especially scientific management,
systems thinking, and managerialism — NPM sought to modernize the public
sector by importing market mechanisms and performance-based
accountability.
Core ideas of NPM:
• Efficiency and results: Shift from rule-following to achieving measurable
outcomes (“value for money”).
• Decentralization: Greater autonomy for agencies and managers to encourage
flexibility and innovation.
• Market orientation: Competition, outsourcing, and customer-focus in public
services.
• Performance management: Setting quantifiable targets and evaluating
managers based on results.
, • Managerial accountability: “Let managers manage” – giving them responsibility
and freedom to deliver outcomes efficiently.
•
McCann et al. Elgar Encyclopedia of Critical managemnt
Chapter 11 - Business schools - Parker 2025
Critical management studies (CMS) = is a scholarly movement that questions
mainstream management thinking and practice, focusing on the social injustice, power
dynamics, and environmental destructiveness inherent in capitalist systems and
organizations.
“business is not just a discipline being taught within the university but a parasite which
is reshaping its host,” he’s suggesting that business (and especially business
schools/management education) doesn’t merely exist as one academic subject among
others. Instead, it behaves parasitically:
• Not neutral knowledge: Business education doesn’t just sit alongside philosophy,
history, or physics in the university. It influences the whole institution.
• Parasitic effect: Like a parasite, it feeds on the resources, prestige, and structures of
the university but also transforms them in its own image.
• Reshaping the host: Instead of the university shaping business into an academic
subject, business practices (profit logic, efficiency, managerialism, corporate funding
models) are reshaping the university itself — how it teaches, how it values research,
even how it organizes itself.
Instead of being shaped by the broader academic mission, business schools impose
corporate logics of efficiency, profitability, and competition onto the university’s
governance, teaching, and research. This development reflects a wider historical shift
from knowledge as truth-seeking (e.g. monasteries) to knowledge as utility-seeking
(usefulness) under utilitarianism.
The republic - Plato - We need to be careful how we educate those who might lead
us: Business schools increasingly compete with each other, training students in narrow
business techniques while ignoring larger questions of political economy, social
justice, and planetary boundaries. In doing so, they normalize a worldview where only
market-oriented organizations matter, dismissing alternative forms such as families,
trade unions, or matriarchal systems. This narrowing of perspective is as limiting as a
biology that only studies fungi while neglecting the rest of the living world.
Chapter 82 Performance management Costea et al., 2025
PM = Scientific Management focuses on optimizing tasks and efficiency, treating
workers like parts of a machine. Performance Management is broader, aligning
t/m 9 september
Marshev History of management thought (411 -450) & New
Public management Melo, 2025;
HMT = History of management thought = Searching for efficient management of
organizations in market system.
Early 1900s → rise of industrialization and large-scale organizations → need for
systematic management
1900–1910s → Scientific Management → broader movement applying scientific
methods to study and improve work efficiency (Taylor, Gilbreths, Gantt)
At firs there were some (1922) conferences that sought to improve worker conditions.
AOM = Academy of Management, founded 1936, promotes research, education, and
practice in management.
Scientific Management Theory
1. Task division and specialization
2. Scientific selection of workers
3. Scientific analysis of work methods: Tasks are studied and standardized using
time and motion studies to find the most efficient method.
4. Collaboration between management and workers: Managers train and guide
employees to follow standardized methods.
5. Performance and rewards: Financial incentives, like piece-rate pay, motivate
workers to increase output and efficiency.
Downturn to Managerialism / Scientific Management
• Reduced autonomy → workers had little control over their tasks.
• Lower motivation and creativity → workers became “cogs in a machine.”
• Alienation → feeling disconnected from purpose of work.
• Over-specialization → repetitive tasks limited skill development.
• Resistance or sabotage → some workers resisted strict procedures.
• Managerial burden → constant supervision increased bureaucracy.
Taylorism (1911) = specific approach within scientific management → studying and
teaching workers the best ways to perform jobs efficiently
→ Methods: data collection, processing, application of scientific knowledge
→ Analysis and synthesis → breaking down work (analysis) and then designing optimal
,methods (synthesis)
→ Hierarchy, Task division, Monitoring
The Taylor society = professional group promoting Taylorism
Management for initiative and encouragement (gave workers autonomy and recognition
to motivate them)
→ Problem: responsibility was exclusively on the employee
→ Taylor believed managers should share responsibility
Taylor (1856–1915) – efficiency & production
Studied tasks scientifically, used time studies and standardization. Workers seen
mainly as parts of a machine. Stopwatch was symbol.
Emerson (early 1900) - Organization wide efficiency
→ 12 Principles of Efficiency”, covering things like standardization, coordination,
discipline, planning, and incentives. focused on organization-wide efficiency, looking
at all processes and administrative structures, not just individual jobs.
Fayol (1841–1925) - Organization wide efficiency
→ Focused on the theory of management itself. Developed universal management
functions (planning, organizing, commanding, coordinating, controlling) and
principles to guide managers in any organization. Emphasized structure, foresight,
and coordination as the basis for managing the entire organization.
Emerson = practical efficiency across the organization
Fayol = theoretical framework for general management
Gilbreth (early 1900s, 1910s–1920s) – motion & fatigue reduction
Supported Taylor’s timing methods but used motion picture cameras → reduced
unnecessary motion and worker fatigue → introduced goal-task management →
transitional approach between efficiency and human-centered ideas.
Goal-task = breaks work into clear objectives (goals) and specific steps (tasks) while
minimizing unnecessary motion and worker fatigue.
Gantt (& Polyakov) - human-centric planning
ontributed Gantt chart for planning and scheduling → promoted worker
incentives/bonus systems. “Of all the problems of management, the most important is
the problem of the human factor” → served workers and organizational goals first →
profit follows → spoke out against Taylor’s rigid methods.
,Alford (active 1920s–1930s) – systemic management
Emphasized flexibility and human relations → critiqued Taylor’s rigidity → management
should adapt to workers’ social needs.
Elton Mayo (1880–1949) – human relations
Hawthorne Studies (1920s–1930s) → Western Electric, Chicago → Hawthorne Effect:
people worked harder when observed → emphasized worker welfare, social needs, and
motivation → opposed purely scientific efficiency. Emphasized worker welfare.
Werner Sombart
emphasizes that we need to soberly and accurately define what scientific enterprise
management really is — a methodical, analytical, and organized way of managing an
enterprise, not just applying rules or slogans. He’s warning against oversimplifying or
misusing the concept,
From PPA → NPM
• Public Policy and Administration (PPA) originally followed bureaucratic
principles rooted in Weberian rational-legal authority: clear hierarchies,
standardized procedures, and rule-based governance. Efficiency was achieved
through control, predictability, and impartiality, similar to Taylor’s logic of
standardization in early management theory.
• New Public Management (NPM) emerged in the 1980s–1990s as a response to
the perceived inefficiency and rigidity of traditional bureaucracy. Influenced by
private-sector management theories — especially scientific management,
systems thinking, and managerialism — NPM sought to modernize the public
sector by importing market mechanisms and performance-based
accountability.
Core ideas of NPM:
• Efficiency and results: Shift from rule-following to achieving measurable
outcomes (“value for money”).
• Decentralization: Greater autonomy for agencies and managers to encourage
flexibility and innovation.
• Market orientation: Competition, outsourcing, and customer-focus in public
services.
• Performance management: Setting quantifiable targets and evaluating
managers based on results.
, • Managerial accountability: “Let managers manage” – giving them responsibility
and freedom to deliver outcomes efficiently.
•
McCann et al. Elgar Encyclopedia of Critical managemnt
Chapter 11 - Business schools - Parker 2025
Critical management studies (CMS) = is a scholarly movement that questions
mainstream management thinking and practice, focusing on the social injustice, power
dynamics, and environmental destructiveness inherent in capitalist systems and
organizations.
“business is not just a discipline being taught within the university but a parasite which
is reshaping its host,” he’s suggesting that business (and especially business
schools/management education) doesn’t merely exist as one academic subject among
others. Instead, it behaves parasitically:
• Not neutral knowledge: Business education doesn’t just sit alongside philosophy,
history, or physics in the university. It influences the whole institution.
• Parasitic effect: Like a parasite, it feeds on the resources, prestige, and structures of
the university but also transforms them in its own image.
• Reshaping the host: Instead of the university shaping business into an academic
subject, business practices (profit logic, efficiency, managerialism, corporate funding
models) are reshaping the university itself — how it teaches, how it values research,
even how it organizes itself.
Instead of being shaped by the broader academic mission, business schools impose
corporate logics of efficiency, profitability, and competition onto the university’s
governance, teaching, and research. This development reflects a wider historical shift
from knowledge as truth-seeking (e.g. monasteries) to knowledge as utility-seeking
(usefulness) under utilitarianism.
The republic - Plato - We need to be careful how we educate those who might lead
us: Business schools increasingly compete with each other, training students in narrow
business techniques while ignoring larger questions of political economy, social
justice, and planetary boundaries. In doing so, they normalize a worldview where only
market-oriented organizations matter, dismissing alternative forms such as families,
trade unions, or matriarchal systems. This narrowing of perspective is as limiting as a
biology that only studies fungi while neglecting the rest of the living world.
Chapter 82 Performance management Costea et al., 2025
PM = Scientific Management focuses on optimizing tasks and efficiency, treating
workers like parts of a machine. Performance Management is broader, aligning
