Paper 1 The history of
management: a global
perspective
By Pindur, Rogers & Suk Kim
Introduction Summary
1) 1300 BC Egypt: Importance of organization - Scientific management
2) Moses: management consultant >promote efficiency & production
-> design organization - Behavior theories
3) 400 BC Socrates management = skill >importance of employees’ needs and
(separate from knowledge and experience) behaviors
4) Plato: management = separate art & -Processes
promoted principles of specialization >organizational development
5) Roman empire: organizational hierarchies -Quantitative management
-> reorganized empire >tools increasing effectiveness & efficiency
6) tribes into one nation: delegated authority. -Systems theory
-> accountability for successes and failures >consider environmental influences
7) Roman Catholic church: church delegations , -Contingency theory
responsabilities, job description; hierarchie >What functions in one organization may not be
appropriate in another setting
-Japanese management theory
>holistic approach seeking operation &
harmony
-Excellence approach
>descriptive common characteristics possessed
outstanding corporations
Classical management movement 1885 – 1940
Started during the Industrial revolution: efficient planning, organization,
influencing & controlling of all work activities
1) scientific management: ways to improve productivity
2) general administration management: organization more effective &
efficient
Scientific Management
Watt & Boulton inventing several management techniques: Market
research & forecasting, planned site location, production planning,
production process standards and standardization of product components.
Formed training, programs for development, work-study and welfare such
as sickness benefit program.
Owen: father of modern personnel management improved mworking
conditions as raising minimum age, meals set up stores for necessities and
build houses.
, Babbage: mutual interests of workers and owners with a profit-
sharing system as workers profit from their productivity.
Poor: effective management, top down report and organizational
structure where there is individual accountability.
Taylor: greater output through worker participation, there was a
need for labour and management co-operation. High wage rates for
performance and low rates for work.
Gantt: wage incentive program where workers receive a bonus when
finishing work in less time. Planning and control techniques with his chart
to display relationships between planned and completed work.
Gilbreth: Laws of motion economy with principles like the use of the
human body, the workplace arrangement and tools & equipment design.
General administrative management
Fayol: Systematic management theory. Basic functions of a manager
incorporated planning, organizing, commanding, coordinating and
controlling. All activities involving industrial projects could be separated
into six sections: Technical, Commercial, Financial, Security, Accounting
and Managerial. Recommended meetings of department heads and liaison
officers to improve co-ordination of organizational operations.
Weber: father of bureaucratic management. Individual gets
responsibilities and position is based on qualifications. Promotions
rewarded seniority and achievement.
Barnard: connected scientific management with human relations.
Organization is a system of discerning coordinated individual activities or
forces. Acceptance theory of authority where employees accepted
directives or not. With every formal organization there was an informal
one which dealt with communication and relationships (occurred without
purpose). In modern theory these informal groups achieve intergroup
goals that aren’t met by formal organizations.
Gulick: management functions are universal. Seven-activities
acronym POSDCORB (planning, organizing, staffing, directing,
coordinating, reporting and budgeting. Concept of span of control: factor
limiting the number of people a manager can supervise. Unity of command
because people should know to whom they were responsible.
Homogeneity of work was contribution in area of departmentalization.
Urwick: 10 principles of improving managerial effectiveness.
Fostering modern thought about management functions of planning,
organizing, controlling and developing.
Mooney: 3 primary management principles. Coordination (individuals
performing activities together to obtain common goal), scalar (rating of
the duties for different members according to degree of authority and
responsibility) and functional principle (differentiation between various
kinds of duty).
Contributions:
Applying science
Foundation for later management developments
Classifying processes, functions & skills
management: a global
perspective
By Pindur, Rogers & Suk Kim
Introduction Summary
1) 1300 BC Egypt: Importance of organization - Scientific management
2) Moses: management consultant >promote efficiency & production
-> design organization - Behavior theories
3) 400 BC Socrates management = skill >importance of employees’ needs and
(separate from knowledge and experience) behaviors
4) Plato: management = separate art & -Processes
promoted principles of specialization >organizational development
5) Roman empire: organizational hierarchies -Quantitative management
-> reorganized empire >tools increasing effectiveness & efficiency
6) tribes into one nation: delegated authority. -Systems theory
-> accountability for successes and failures >consider environmental influences
7) Roman Catholic church: church delegations , -Contingency theory
responsabilities, job description; hierarchie >What functions in one organization may not be
appropriate in another setting
-Japanese management theory
>holistic approach seeking operation &
harmony
-Excellence approach
>descriptive common characteristics possessed
outstanding corporations
Classical management movement 1885 – 1940
Started during the Industrial revolution: efficient planning, organization,
influencing & controlling of all work activities
1) scientific management: ways to improve productivity
2) general administration management: organization more effective &
efficient
Scientific Management
Watt & Boulton inventing several management techniques: Market
research & forecasting, planned site location, production planning,
production process standards and standardization of product components.
Formed training, programs for development, work-study and welfare such
as sickness benefit program.
Owen: father of modern personnel management improved mworking
conditions as raising minimum age, meals set up stores for necessities and
build houses.
, Babbage: mutual interests of workers and owners with a profit-
sharing system as workers profit from their productivity.
Poor: effective management, top down report and organizational
structure where there is individual accountability.
Taylor: greater output through worker participation, there was a
need for labour and management co-operation. High wage rates for
performance and low rates for work.
Gantt: wage incentive program where workers receive a bonus when
finishing work in less time. Planning and control techniques with his chart
to display relationships between planned and completed work.
Gilbreth: Laws of motion economy with principles like the use of the
human body, the workplace arrangement and tools & equipment design.
General administrative management
Fayol: Systematic management theory. Basic functions of a manager
incorporated planning, organizing, commanding, coordinating and
controlling. All activities involving industrial projects could be separated
into six sections: Technical, Commercial, Financial, Security, Accounting
and Managerial. Recommended meetings of department heads and liaison
officers to improve co-ordination of organizational operations.
Weber: father of bureaucratic management. Individual gets
responsibilities and position is based on qualifications. Promotions
rewarded seniority and achievement.
Barnard: connected scientific management with human relations.
Organization is a system of discerning coordinated individual activities or
forces. Acceptance theory of authority where employees accepted
directives or not. With every formal organization there was an informal
one which dealt with communication and relationships (occurred without
purpose). In modern theory these informal groups achieve intergroup
goals that aren’t met by formal organizations.
Gulick: management functions are universal. Seven-activities
acronym POSDCORB (planning, organizing, staffing, directing,
coordinating, reporting and budgeting. Concept of span of control: factor
limiting the number of people a manager can supervise. Unity of command
because people should know to whom they were responsible.
Homogeneity of work was contribution in area of departmentalization.
Urwick: 10 principles of improving managerial effectiveness.
Fostering modern thought about management functions of planning,
organizing, controlling and developing.
Mooney: 3 primary management principles. Coordination (individuals
performing activities together to obtain common goal), scalar (rating of
the duties for different members according to degree of authority and
responsibility) and functional principle (differentiation between various
kinds of duty).
Contributions:
Applying science
Foundation for later management developments
Classifying processes, functions & skills
