Development of Management Thought
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pratik_mehta7
Pratik Mehta
hi manoJIT.....guess your name itself contains a hint of new management technique JIT and i wonder you asking this question......well had the management thoughts allowed to be static..then you would be reffering to the same old Philip Kotler or Peter Drucker that was once used by our parents........
hence now do you understand why is the development of Management Thought neccessary...
hence now do you understand why is the development of Management Thought neccessary...
tarunesh_mathur
New member
see, the basic principles of mgmt remain the same....its just their application that differs from situation to situation. the thought of innovation in mgmt is vey imprtant in a globalized economy
abhishreshthaa
Abhijeet S
SOME KEY CONCEPTS
Many of the concepts of general systems theory are finding their way into the language of management. Managers need to be familiar with the systems vocabulary so they can keep pace with current developments.
SUBSYSTEMS. The parts that make up the whole of a system are called subsystems. And each system in turn may be a subsystem of a still larger whole. Thus a department is a subsystem of a plant, which may be a subsystem of a company, which may be a subsystem of a conglomerate or an industry, which is a subsystem of the national economy, which is a subsystem of the world system.
SYNERGY. Synergy means that the whole is greater than the sum of its parts. In organizational terms, synergy means that as separate departments within an organization cooperate and interact, they become more productive than if each were to act in isolation. For example, in a small firm, it is more efficient for each department to deal with one finance department than for each department to have a separate finance department of its own.
OPEN AND CLOSED SYSTEMS. A system is considered an open system if it interacts with its environment; it is considered a closed system if it does not. All organizations interact with their environment, but the extent to which they do so varies. An automobile plant, for example, is a far more open system than a monastery or a prison.
SYSTEM BOUNDARY. Each system has a boundary that separates it from its environment. In a closed system, the system boundary is rigid; in an open system, the boundary is more flexible. The system boundaries of many organizations have become increasingly flexible in recent years. For example, managers at oil companies wishing to engage in offshore drilling now must consider public concern for the environment A trend is that American communities are demanding more and more environmental responsibility from companies. For example, Santa Rosa, California, a city of 125,000, treats environmental violations such as "off-gassing" a waste product, that is, allowing it to evaporate into the atmosphere, as a potential criminal offense.
FLOW. A system has flows of information, materials, and energy (including human energy). These enter the system from the environment as inputs (raw materials, for example), undergo transformation processes within the system (operations that alter them), and exit the system as outputs (goods and services).
FEEDBACK. Feedback is the key to system controls. As operations of the system proceed, information is fed back to the appropriate people, and perhaps to a computer, so that the work can be assessed and, if necessary, corrected. For example, when Aluminum Company of America began feeding production data back to the factory floor, workers in the Addy, Washington, magnesium plant quickly observed ways to improve operations, boosting productivity by 72 percent. Figure 2-2 (not shown) shows the flows of information, materials, energy, and feedback in an open system.
Many of the concepts of general systems theory are finding their way into the language of management. Managers need to be familiar with the systems vocabulary so they can keep pace with current developments.
SUBSYSTEMS. The parts that make up the whole of a system are called subsystems. And each system in turn may be a subsystem of a still larger whole. Thus a department is a subsystem of a plant, which may be a subsystem of a company, which may be a subsystem of a conglomerate or an industry, which is a subsystem of the national economy, which is a subsystem of the world system.
SYNERGY. Synergy means that the whole is greater than the sum of its parts. In organizational terms, synergy means that as separate departments within an organization cooperate and interact, they become more productive than if each were to act in isolation. For example, in a small firm, it is more efficient for each department to deal with one finance department than for each department to have a separate finance department of its own.
OPEN AND CLOSED SYSTEMS. A system is considered an open system if it interacts with its environment; it is considered a closed system if it does not. All organizations interact with their environment, but the extent to which they do so varies. An automobile plant, for example, is a far more open system than a monastery or a prison.
SYSTEM BOUNDARY. Each system has a boundary that separates it from its environment. In a closed system, the system boundary is rigid; in an open system, the boundary is more flexible. The system boundaries of many organizations have become increasingly flexible in recent years. For example, managers at oil companies wishing to engage in offshore drilling now must consider public concern for the environment A trend is that American communities are demanding more and more environmental responsibility from companies. For example, Santa Rosa, California, a city of 125,000, treats environmental violations such as "off-gassing" a waste product, that is, allowing it to evaporate into the atmosphere, as a potential criminal offense.
FLOW. A system has flows of information, materials, and energy (including human energy). These enter the system from the environment as inputs (raw materials, for example), undergo transformation processes within the system (operations that alter them), and exit the system as outputs (goods and services).
FEEDBACK. Feedback is the key to system controls. As operations of the system proceed, information is fed back to the appropriate people, and perhaps to a computer, so that the work can be assessed and, if necessary, corrected. For example, when Aluminum Company of America began feeding production data back to the factory floor, workers in the Addy, Washington, magnesium plant quickly observed ways to improve operations, boosting productivity by 72 percent. Figure 2-2 (not shown) shows the flows of information, materials, energy, and feedback in an open system.
Business-education
Business Education
Management thought in five schools of management theory
1. The Operational (Management Process) School.
2. The Empirical School.
3. The Human Relations or Human Behaviour School.
4. The Social Systems School.
5. The Decision Theory School.
1. The Operational (Management Process) School.
2. The Empirical School.
3. The Human Relations or Human Behaviour School.
4. The Social Systems School.
5. The Decision Theory School.