Evolution of Management Essay

EARLY MANAGEMENTOrganizations and conductors have existed for thousands of years. The Egyptian pyramids and the expectant Wall of China were projects of tremendous scope and magnitude, and required bang-up way. heedless of the titles given to managers passim history, some unmatchable has always had to plan what necessitys to be accomplished, organize people and materials, lead and direct attainers, and impose controls to go over that goals were attain as planned.Another example of early steering can be found in the city of Venice, which was a study scotch and deal out center in 1400s. the venetians busted an early form of business concern forthrighting move and engaged in many activities common to todays compositions. The venetians apply w arhouse and inventory systems to keep pencil lead of materials, human resource management functions to manage the labor force and an accounting system to keep track of revenues and costs.Two historical events significant to the study of management are process of Adam Smith, in his book, The Wealth of Nations, in which he argued brilliantly for the economic advantages of contribution of labor (the breakd induce of jobs into narrow, repetitive tasks). The Industrial Revolution is plump for important pre-twentieth-century influence on management. The introduction of machine powers combined with the division of labor made openhanded, efficient factories possible. Planning, organizing, leading, and controlling became necessary activities.There are six major climb upes to management. They are explained as follows1) SCIENTIFIC MANAGEMENTscientific management is delineate as the use of the scientific method to get a line the one best way for a job to be done. The nearly important contributor in this field was Frederick W. Taylor who is love as the drive of scientific management. Using his principles of scientific management (1) scientifically study all(prenominal) part of a task and develop the best me thod of acting the task, (2) scientifically select and thentrain, t to severally one and develop the shiter, (3) cooperate fully with imparters to ensure that they use the proper method, (4) divide run short and responsibility to the high upest degree equally between management and workers. Management takes over all work for which it is better fitted than the workers.Taylor was able to define the one best way for doing each job. Frank and Lillian Gilbreth were inspired by Taylors work and proceeded to study and develop their own methods of scientific management. They devised a classification scheme to label 17 basic hand motions called therbligs in state to eliminate wasteful motions Guidelines devised by Taylor and others to correct production efficiency are still used in todays geological formations. However, authorized management practice is not cut back to scientific management practices alone.Elements of scientific management still used implicate1. Using time and motion studies2. Hiring best qualified workers3. Designing incentive systems based on output2) GENERAL ADMINISTRATIVE THEORISTSThis assemblage of writers, who cogitate on the entire plaque, developed more ecumenic theories of what managers do and what constitutes good management practice.Henri Fayol and Max Weber were the two most prominent proponents of the general administrative approach. Fayol focused on activities common to all managers. He expound the practice of management as distinct from other typical business functions.He stated 14 principles of management which are as follows1. discrepancy of Work. Specialization increases output by making employees more efficient. 2. Authority. Managers must(prenominal) be able to give orders, and self-assurance give them this practiced. 3. Discipline. Employees must obey and obedience therules that govern the organization. 4. wiz of Command. Every employee should receive orders from only one superior. 5. Unity of Direction. T he organization should have a single plan of action to take out managers and workers. 6. Subordination of individual interest to group interest. The interest of any one employee or group of employees should not take precedence over the interests of the organization as a whole. 7. Remuneration. Workers must be paid a plum net income for their services.8. Centralization. This term refers to the degree to which subordinates are involved in finale making. 9. Scalar Chain. The line of authority from top management to the lowest ranks is the scalar chain. 10. Order. People and materials should be in the right place at the right time. 11. Equity. Managers should be kind and fair to their subordinates. 12. Stability of tenure of personnel. Management should succeed orderly personnel planning and ensure that replacements are available to lead vacancies. 13. Initiative. Employees who are allowed to originate and carry out plans will exert high levels of effort. 14. Espirit de corps. Pro moting team spirit will build harmony and unity within the organization.Max Weber was a German sociologist who developed a guess of authority structures and described organisational activity based on authority relations. He described the ideal form of organization as a bureaucracy marked by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships. slightly up-to-date management concepts and theories can be traced to the work of the general administrative theorists. The functional view of a managers job relates to Henri Fayols concept of management. Webers bureaucratic characteristics are evident in many of todays large organizationseven in highly flexible organizations that employ talented professionals. Some bureaucratic mechanisms are necessary in highly innovative organizations to ensure that resources are used efficiently and effectively.Webers Ideal bureaucracy3) QUANTITATIVE APPROACH TO MANAGEMENTThe quantitative approac h to management, sometimes known as trading operations research or management science, uses quantitative techniques to improve decision making. This approach includes applications of statistics, optimization models, information models, and computer simulations. The quantitative approach originated during World War II as mathematical and statistical solutions to armed forces problems were developed for wartime use.The relevance of quantitative approach today is that it has contributed most at present to managerial decision making, particularly in planning and controlling. The availability of advanced computer software programs has made the use of quantitative techniques more possible for managers.4) ORGANIZATIONAL BEHAVIORThe field of study concerned with the actions ( looks) of people at work is organizational behavior. Organizational behavior (OB) research has contributed much of what we know about human resources management and contemporary views of motivation, leadership, tru st, teamwork, and conflict management.The early advocates of OB approach were Robert Owen, Hugo Munsterberg, Mary Parker Follett, and Chester Barnard. Their ideas served as the foundation for employee selection procedures, motivation programs, work teams, and organization- milieu management techniques.The Hawthorne Studies were the most important contribution to the development of organizational behavior.This series of experiments conducted from 1924 to the early 1930s at Western Electric Companys Hawthorne Works in Cicero, Illinois, were initially devised as a scientific management experiment to assess the impact of changes in various physical environment variables on employee productivity.After Harvard professor Elton Mayo and his associates joined the study asconsultants, other experiments were included to look at redesigning jobs, make changes in workday and workweek length, introduce rest periods, and introduce individual versus group wage plans.The researchers concluded that social norms or group standards were key determinants of individual work behavior.Although not without criticism (concerning procedures, analyses of findings, and the conclusions), the Hawthorne Studies stimulated interest in human behavior in organizational masstings.In the present day context behavioral approach assists managers in designing jobs that motivate workers, in working with employee teams, and in facilitating the flow of communication within organizations. The behavioral approach provides the foundation for current theories of motivation, leadership, and group behavior and development.5) THE SYSTEMS APPROACHDuring the 1960s researchers began to analyze organizations from a systems office based on the physical sciences. A system is a set of interrelated and interdependent parts arranged in a personal manner that produces a unified whole. The two basic types of systems are open and closed. A closed system is not influenced by and does not interact with its environment . An open system interacts with its environment.The Organization as an Open SystemUsing the systems approach, managers show an organization as a body with many interdependent parts, each of which is important to the well-being of the organization as a whole. Managers coordinate the work activities of the various parts of the organization, realizing that decisions and actions taken in one organizational playing field will affect other areas.The systems approach recognizes that organizations are not poisedthey rely on and are affected by factors in their extraneous environment.6) THE CONTINGENCY APPROACHThe contingency approach recognizes that various organizations require different ways of managing. The contingency approach to management is a view that the organization recognizes and responds to situational variables as they arise.Popular Contingency VariablesOrganization size of itAs size increases, so do the problems of coordination.Routineness of task technologyRoutine techno logies require organizational structure, leadership styles, and control systems that differ from those required by customized or non-routine technologies. environmental uncertaintyWhat works best in a stable and inevitable environment may be totally inappropriate in a rapidly changing and unpredictable environment.Individual differencesIndividuals differ in hurt of their desire for growth, autonomy, tolerance or ambiguity, and expectations.CURRENT TRENDS AND ISSUESThe following are the current concepts and practices are changing the way managers do their jobs today.Globalization Organizational operations are no longer limited by national borders. Managers throughout the world must deal with new opportunities and challenges inherent in the globalisation of business.EthicsCases of corporate lying, misrepresentations, and financial manipulations have been widespread in recent years. Managers of firms such as Enron, ImClone, Global Crossing, and Tyco International have placed their own self-interest ahead of other stakeholders welfare. While most managers continue to assoil in a highly ethical manner, abuses suggest a need toupgrade ethical standards. Ethics education is increasingly emphasized in college curricula today. Organizations are taking a more active role in creating and using codes of ethics, ethics training programs, and ethical hiring procedures.Workforce diversityIt refers to a workforce that is heterogeneous in terms of gender, race, ethnicity, age, and other characteristics that reflect differences. accommodate diverse groups of people by addressing different lifestyles, family needs, and work styles is a major challenge for todays managers.EntrepreneurshipIt is the process whereby an individual or group of individuals use organized efforts to pursue opportunities to lay down value and grow by fulfilling wants and needs through innovation and uniqueness, no matter what resources the entrepreneur presently has.Three important themes stand ou t in this definitiona. The hobbyhorse of opportunitiesb. Innovationc. GrowthEntrepreneurship will continue to be important to societies more or less the world. Managing in an E-Business World E-business (electronic business) is a comprehensive term describing the way an organization does its work by using electronic (Internet-based) linkages with its key constituencies in order to efficiently and effectively achieve its goals.Knowledge Management and Learning Organizations switch is occurring at an unprecedented rate. To be successful, todays organization must become a learning organizationone that has developed the dexterity to continuously learn, adapts, and change. Knowledge management involves cultivating a learning culture where organizational members systematically gather knowledge and share it with others in the organization so as to achieve better performance.Quality ManagementQuality management is a philosophy of management that is driven by continual returns and respon se to customer needs and expectations. The objective of quality management is to create an organization committed to continuous improvement in work.