Description
Evolution is the change in the inherited characteristics of biological populations over successive generations. Evolutionary processes give rise to diversity at every level of biological organisation, including species, individual organisms and molecules such as DNA and proteins.
Theory on Evolution of Management
Both theory and history are essential tools for managing modern organizations.Differentmanagement approaches or methodologies find ways to increase productivity and efficiency, while maintaining mission effectiveness. Evolution of modern management began with late 19th century, after the industrial evolution.
Early classical perspective on management
Before 1890, the real development of management thought began with the scientific management approach stated by Taylor.Early management thoughts have come from the Roman Catholic Church, military organizations, the Cameraliasts, a group of public administrators. The best example is Catheryn Seckler-Hudson’s 12 principles of management. Contributions were made by Charles Babbage, James Watt and Robinson Boulton, Robert Owen and Simon. For an example Robert Owen (1771-1858) managed a group of textile mills in Scotland and is well known as the promoter of co-operative and trade union movements in England. However,these contributions were made little by little and in a random manner and have failed to encourage further study.
Classical perspective on management (1890)
So, classical perspective on management divided into scientific, administrative and bureaucratic management.
1. Scientific management
General approaches of Scientific management are developed Efficiency of workers, Standardization of job roles/activities and Discipline - the role of managers and the business hierarchy.Many large and successful organizations, such as McDonalds hamburger chain or call centers, appear to use a modern version of scientific management.The scientific management theory had a huge impact on the commercial industry at the beginning of the 20th century.
Since the birth of this theory the management became a separate body of knowledge, a science which can be learned, taught and applied in different organizations.
Among the contributions, Taylor’s contribution is important and because of this, he is considered
as the father of scientific management.The elements of scientific management are: determination of the task, planning, proper selection and training of workers improvement in methods, modification of organization and mental revolution such as ‘job specialization’. As a result, it became more concerned with physical things than towards the people even though increased the output. Therefore systematic management failed to lead to production efficiency and jobs became very boring. In 2010 a major producer of Apple products; Foxconn, had an outbreak in factory worker suicides due to the tiring working conditions and an average of 120 overtime hours per month (Moore, 2010). There is no doubt that dehumanization plays a role in the application of scientific management, but the fact is that economically it works. Perhaps modern organizations are leading too much towards the efficiency of the workers.
2. Bureaucratic management
Bureaucratic management is obedient with detailed rules and regulations fixed by the authority of a superior. The task of the bureaucrat is to perform what these rules and regulations order. Max web’s contribution plays a significant role here. According to his observations, he concluded that many early organizations were inefficiently managed, with decisions based on personal relationships and loyalty. He proposed that a form of Work specification and division of labor, Abstract rules and regulations, Impersonality of managers and Hierarchy of organization structure would lead to more efficient management. Weber also thought that managers' authority in an organization should be based not on tradition, charisma and rational but on the position held by managers in the organizational hierarchy and looking at the organization as a whole systematic manner. Bureaucratic organization is a very rigid type and inflexible organization. It does not give importance to human relations. It is also suitable for organizations where change is very slow
with extra paperwork. No importance is given to informal groups. Nowadays, informal groups play an important role in all business. So, it is suitable for government organizations such as Government Printing Office, not for current business organizations.
3. Administrative management
Administrative management focuses on the process of an organization and principles of management rather than the individual. It provides a more general theory of management. Henry Fayol was the main contributor to this management. This develops the skills, attitudes and knowledge appropriate for the efficient and effective administration of organizations. Fayol was a management practitioner who brought the subject of management functions and principles. Process consists of functions, which Fayol termed planning, organizing, commanding, coordinating, and controlling. For an example, in today’s business models, Sports team consists like any other business, upper management executives (CEO, President and GM), managers (coaches) and employees (players). Sometimes here, this management plays a role for the profit purposes.
Humanistic perspective (1930)
It has categorized into Human relations movement, Human resources perspective and Behavioral sciences approach based on accented understanding human behavior, needs and attitudes in a workplace.
1. Human Relations Movement
During 1920s, years of great depression, larger attention began to be paid to the social factor and to the employee’sbehavior rather than the organization structure itself. This is what the human relation theory is about.Beyond the money, people expect more out of their work. They wish to contribute, to see that their contribution is making a difference. Employees are willing
to learn, to grow and mainly they want to feel that they are part of a successful organization.Hawthorne expressed it.
Hawthorne Experiment
This is the study of workers efficiency at the Hawthorne works of the western electric company during 1924-1932.Employees are not motivated by only money, butthrough proper communication, management can easily identified the problem faced by employees and can easily solve out. Workers as members of a group, behavior depends upon their mental level. Workers began to influence their group behavior towards management. They preferred to maintain friendly relationship with their co-workers. Teamwork and Group psychology increases productivity and satisfaction. Hawthorne experiment was not conducted scientifically.
2.Human Resources Perspective
Maslow acknowledged that people have a variety of needs that differ in immediacy and which need satisfying at different times. He arranged these needs in a hierarchy.
3. Behavioral Sciences Approach
Behavioral science approach focuses on the psychological and sociological processes (attitude, motivation and group dynamics) that influence employee performance which provided management with a systematic understanding to enable more productivity and efficiency.
Management Science Perspective (1940)
An approach to management that uses severely accurate quantitative techniques to help managers to make maximum use of organizational resources. Those are quantitative management, operations management, TQM and MIS.
Systems Theory (1950)
This considers relationship inside and outside the organization and the impact of stages. The environment consists of forces, conditions and influences outside the organization. An open system interacts with the environment. A closed system is self-contained.
Contingency View of Management (1970)
This assumes there is no one best way to manage. The environment impacts the organization and mangers must be flexible to react to environmental changes.
Total Quality Management (TQM) (1980)
In the 1980s to the 1990s, a new attitude of quality control and management began.TQM includes phrases such as: customer focus, the involvement of all employees and continuous improvement into the organization. TQM use a variety of tools and theories to empower employees, build a team atmosphere and focus on the voice of the customer to deliver quality products on time to customers.TQM models are often called Business Excellence Models. Today, TQM companies create an atmosphere of teamwork and empower workers to take the initiative to improve processes and quality.
doc_726772468.docx
Evolution is the change in the inherited characteristics of biological populations over successive generations. Evolutionary processes give rise to diversity at every level of biological organisation, including species, individual organisms and molecules such as DNA and proteins.
Theory on Evolution of Management
Both theory and history are essential tools for managing modern organizations.Differentmanagement approaches or methodologies find ways to increase productivity and efficiency, while maintaining mission effectiveness. Evolution of modern management began with late 19th century, after the industrial evolution.
Early classical perspective on management
Before 1890, the real development of management thought began with the scientific management approach stated by Taylor.Early management thoughts have come from the Roman Catholic Church, military organizations, the Cameraliasts, a group of public administrators. The best example is Catheryn Seckler-Hudson’s 12 principles of management. Contributions were made by Charles Babbage, James Watt and Robinson Boulton, Robert Owen and Simon. For an example Robert Owen (1771-1858) managed a group of textile mills in Scotland and is well known as the promoter of co-operative and trade union movements in England. However,these contributions were made little by little and in a random manner and have failed to encourage further study.
Classical perspective on management (1890)
So, classical perspective on management divided into scientific, administrative and bureaucratic management.
1. Scientific management
General approaches of Scientific management are developed Efficiency of workers, Standardization of job roles/activities and Discipline - the role of managers and the business hierarchy.Many large and successful organizations, such as McDonalds hamburger chain or call centers, appear to use a modern version of scientific management.The scientific management theory had a huge impact on the commercial industry at the beginning of the 20th century.
Since the birth of this theory the management became a separate body of knowledge, a science which can be learned, taught and applied in different organizations.
Among the contributions, Taylor’s contribution is important and because of this, he is considered
as the father of scientific management.The elements of scientific management are: determination of the task, planning, proper selection and training of workers improvement in methods, modification of organization and mental revolution such as ‘job specialization’. As a result, it became more concerned with physical things than towards the people even though increased the output. Therefore systematic management failed to lead to production efficiency and jobs became very boring. In 2010 a major producer of Apple products; Foxconn, had an outbreak in factory worker suicides due to the tiring working conditions and an average of 120 overtime hours per month (Moore, 2010). There is no doubt that dehumanization plays a role in the application of scientific management, but the fact is that economically it works. Perhaps modern organizations are leading too much towards the efficiency of the workers.
2. Bureaucratic management
Bureaucratic management is obedient with detailed rules and regulations fixed by the authority of a superior. The task of the bureaucrat is to perform what these rules and regulations order. Max web’s contribution plays a significant role here. According to his observations, he concluded that many early organizations were inefficiently managed, with decisions based on personal relationships and loyalty. He proposed that a form of Work specification and division of labor, Abstract rules and regulations, Impersonality of managers and Hierarchy of organization structure would lead to more efficient management. Weber also thought that managers' authority in an organization should be based not on tradition, charisma and rational but on the position held by managers in the organizational hierarchy and looking at the organization as a whole systematic manner. Bureaucratic organization is a very rigid type and inflexible organization. It does not give importance to human relations. It is also suitable for organizations where change is very slow
with extra paperwork. No importance is given to informal groups. Nowadays, informal groups play an important role in all business. So, it is suitable for government organizations such as Government Printing Office, not for current business organizations.
3. Administrative management
Administrative management focuses on the process of an organization and principles of management rather than the individual. It provides a more general theory of management. Henry Fayol was the main contributor to this management. This develops the skills, attitudes and knowledge appropriate for the efficient and effective administration of organizations. Fayol was a management practitioner who brought the subject of management functions and principles. Process consists of functions, which Fayol termed planning, organizing, commanding, coordinating, and controlling. For an example, in today’s business models, Sports team consists like any other business, upper management executives (CEO, President and GM), managers (coaches) and employees (players). Sometimes here, this management plays a role for the profit purposes.
Humanistic perspective (1930)
It has categorized into Human relations movement, Human resources perspective and Behavioral sciences approach based on accented understanding human behavior, needs and attitudes in a workplace.
1. Human Relations Movement
During 1920s, years of great depression, larger attention began to be paid to the social factor and to the employee’sbehavior rather than the organization structure itself. This is what the human relation theory is about.Beyond the money, people expect more out of their work. They wish to contribute, to see that their contribution is making a difference. Employees are willing
to learn, to grow and mainly they want to feel that they are part of a successful organization.Hawthorne expressed it.
Hawthorne Experiment
This is the study of workers efficiency at the Hawthorne works of the western electric company during 1924-1932.Employees are not motivated by only money, butthrough proper communication, management can easily identified the problem faced by employees and can easily solve out. Workers as members of a group, behavior depends upon their mental level. Workers began to influence their group behavior towards management. They preferred to maintain friendly relationship with their co-workers. Teamwork and Group psychology increases productivity and satisfaction. Hawthorne experiment was not conducted scientifically.
2.Human Resources Perspective
Maslow acknowledged that people have a variety of needs that differ in immediacy and which need satisfying at different times. He arranged these needs in a hierarchy.
3. Behavioral Sciences Approach
Behavioral science approach focuses on the psychological and sociological processes (attitude, motivation and group dynamics) that influence employee performance which provided management with a systematic understanding to enable more productivity and efficiency.
Management Science Perspective (1940)
An approach to management that uses severely accurate quantitative techniques to help managers to make maximum use of organizational resources. Those are quantitative management, operations management, TQM and MIS.
Systems Theory (1950)
This considers relationship inside and outside the organization and the impact of stages. The environment consists of forces, conditions and influences outside the organization. An open system interacts with the environment. A closed system is self-contained.
Contingency View of Management (1970)
This assumes there is no one best way to manage. The environment impacts the organization and mangers must be flexible to react to environmental changes.
Total Quality Management (TQM) (1980)
In the 1980s to the 1990s, a new attitude of quality control and management began.TQM includes phrases such as: customer focus, the involvement of all employees and continuous improvement into the organization. TQM use a variety of tools and theories to empower employees, build a team atmosphere and focus on the voice of the customer to deliver quality products on time to customers.TQM models are often called Business Excellence Models. Today, TQM companies create an atmosphere of teamwork and empower workers to take the initiative to improve processes and quality.
doc_726772468.docx