Organization and Management Lesson 2 Evolution of Management Theories

Evolution of
Management
Theories
1
Scientific Management
Theory
Scientific Management
This management
Theory theory makes use
of the step by step, scientific
methods for finding the single best
way for doing a job.
Frederick W.
Taylor
Known as the father of Scientific
Management. While working as a
mechanical engineer in a steel
company in Pennsylvania in the USA,
he could not help but notice the
worker’s mistakes and inefficiencies in
doing their routine jobs. Their lack of
enthusiasm, the discrepancy between
their abilities and aptitudes, and their
job assignments result to low output.
Because of these observations, he
tried to identify clear guidelines for
the improvement of productivity.
Taylor’s Scientific Management
Principles are as follows:
1. develop a science for each element of an individual’s
work to replace the old rule of thumb method;
2. scientifically select and then train, teach, and develop
the workers;
3. heartily cooperate with the workers so as to ensure
that all work is done in accordance with the principles
of the science that has been developed; and
4. divide work and responsibility almost equally
between management and workers.
2
General
Administrativ
e Theory
General Administrative Theory
Concentrates on the functions and
what makes up good management
practice or implementation.
Henri Fayol
Fayols’s 19th century writings were

concerned with managerial activities
which he based on his actual
experience as a managing director in
a big coal mining company. He
believed that management is an
activity that all organizations must
practice and viewed in separate from
all other organizational activities such
as marketing, finance, research and
development and others.
Max Weber
German sociologist wrote in the early

1900’s that ideal organizations,
especially large ones, must have
authority structures and coordination
with others based on what he referred
to as bureaucracy.
Henri Fayol’s Management Principles Weber’s Bureaucracy
1. Work division or specialization
2. Authority
3. Discipline
4. Unity of command
According to Weber, bureaucracy is an
5. Unity of direction organizational form distinguished by the
6. Subordination of individual interest to following components:
general interest. • division of labor
• hierarchical identification of job
7. Remuneration/pay
positions
8. Centralization • detailed rules and regulations
9. Scalar chain of authority • Impersonal connections with one
another
10. Maintenance of order
11. Equity/fairness
12. Stability/security of tenure of workers
13. Employee initiative
14. Promotion of team spirit or esprit de
corps
3
Total Quality
Management
Total Quality Management
A management philosophy that
focuses on the satisfaction of
customers, their needs, and
expectations
W. Edwards
Deming
Joseph M. Juran
Introduced customer-oriented idea in the 1950s, however,

the concept had few supporters. The Americans did not
immediately take to the idea since the US was enjoying
supremacy in the global market at the time. Japanese
manufacturers, on the other hand, took notice of it and
enthusiastically experimented on its application. When
Japanese firms began to be recognized for their quality
products, Western managers were forced to give a more
serious consideration of Deming’s and Juran’s modern
management philosophy that eventually became the
foundation of today’s quality management practices.
Deming’s 14 Points for Top Management Juran’s Fitness of Quality
1. Create constancy of purpose for improvements of 1. Quality of Design- through market research,
products and services. product, and concept
2. Quality of Conformance- through management,
2. Adopt the new TQM philosophy
manpower, and technology
3. Cease dependence on mass inspection by 3. Availability- through reliability, maintainability,

doing things right and doing it right the first time. and logistic support
4. End the practice of awarding business on the 4. Full service- through promptness, competence,
basis of price tag alone. and integrity
5. Constantly improve the system of production
Juran’s Quality Planning Roadmap
and services.
6. Institute training. 1. Identify your customers.
7. Adopt and institute leadership. 2. Determine their needs.
8. Drive out fear. 3. Translate them into one’s language.
9. Break down barriers between staff areas. 4. Develop product that can respond to needs.
10. Eliminate slogans, focus on correction of 5. Develop processes which are able to produce
defects in the system. those product features.
6. Prove that the process can produce the
11. Eliminate numerical quota for the work force.
product.
12. Remove barriers that rob people of “pride of 7. Transfer the resulting plans to the operating
workmanship” forces
13.Encourage education and self-improvement
for everyone.
14. Take action to accomplish the transformation.

4
Organizational
Behavior (OB)
Approach
Organizational Behavior (OB)
Approach
Involves the study of the conduct,
demeanor, or action of people at work.
Research on behavior help managers
carry out their functions –leading, team
building, resolving conflict, and others

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Evolution of

Fayols’s 19th century writings were

German sociologist wrote in the early

Introduced customer-oriented idea in the 1950s, however,

3. Cease dependence on mass inspection by 3. Availability- through reliability, maintainability,

6. Institute training. 1. Identify your customers.

7. Adopt and institute leadership. 2. Determine their needs.

8. Drive out fear. 3. Translate them into one’s language.

14. Take action to accomplish the transformation.

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