Evaluation of Management Thought:

a) Classical School: - F.W.Taylor, Scientific management Theory, Classical Organisation Theory,

Fayols
Principles of Management, Max Webers Bureacratic Model

Organizational behavior
A field of study that investigates the impact that individuals, groups, and structure have on behavior
within organizations, for the purpose of applying such knowledge toward improving an
organizations effectiveness.

OB can be defined as the understanding, prediction and management of human behaviour in
organizations.
Philosophies and Approaches to Management Practice
The evolution of Management thought
a. Early strategists
b. Scientific Management schools
c. Classical organization theory school
d. The behavioral school
e. The systems approach
f. The contingency approach
The Scientific Management Movement
In the late 19
th
century management decisions were often arbitratry and workers often worked at an
intentially slow pace.
No systemantic management
Scientific management was introduced in an attempt to create a mental revolution in the workplace.
In the earlier part of the 20
th
century a school of thought known as scientific management emerged.

Management which conducts a business or affairs by standards established by facts or truths
gained through systematic observation, experiment or reasoning.
Focussed on increasing labour efficiency and productivity primarily by managing the work of
employees in the organizations technical core.
Characterized by close forms of supervision and control oriented management practices.
Systematic study of work methods in order to improve efficiency.


Scientific Management Pioneers
1) Charles Babbage (1792-1871)
Advocated division of labour and job specialization
Breaking up work into relatively narrow, standardized and repetitive jobs
Promoted time studies to establish performance standards and rewards for exceeding
standards.

2) Frederick Taylor (1856-1915)
Believed in the science of work- the underlying laws, or principles, that govern
various work activities.
Believed in the economically motivated mutuality of interest of employees and
managers.
4 principles
Replace rule of thumb work methods with methods based on a scientific study of
the tasks.
Scientifically select, train and develop each employee rather than passively leaving
them to train themselves.
Provide Detailed instruction and supervision of each worker in the perfoemance of
that workerss discrete task
Divide work nearly equally between managers and workers, so that the managers
apply scientific management principles to planning the work and the workers
actually perform the tasks.
Frederick Taylors scientif management prescriptions

Develop the science of work (one best way).
Scientifc method to work in order to determine the best method for accomplishing
each task.
Emphasize an absolute adherence to work standards.
Management should take complete responsibility for planning the work and that
workers primarily responsibility should be implementing managements plans.
Scientifically select, place, and train workers

Apply a financial incentive system.

Monetary awards are a source of motivation.
Utilize specialized functional supervision.

3)The Gilbreths
Frank Gilbreth (18681924) and
Lillian Gilbreth (18781972) pioneers of time and motion study.
to describe the motions (therbligs) used in the performance of a job
With the use of motion picture cameras, the Giberths found the most efficient and
economical motions for each task thus reducing and upgrading production.

4)Henry Gantt (18611919)
Developed the Gantt chart to summarize work activities and identify those tasks that
should be performed simultaneously or sequentially.
Advocated a minimum-wage-based incentive system and bonuses for work above
and beyond the expected standard by employees.
Proposed a bonus system for supervisors to encourage them to manage
subordinates effectively.
Drawbacks of Scientific Management
1) While scientific management principles improved productivity and has a substantial impact on
industry, they also increased the monotony of work. The core job dimensions of skill variety, task
identity, task significance, autonomy and feedback all were missing from the picture of scientific
management.
Criticism
Workers Viewpoint
1. Unemployment- Workers feel that management reduces employment opportunities from them
through replacement of men by machines and by increasing human productivity less workers are
needed to do work leading to chucking out from their jobs.
2. Exploitation- Workers feel theu
Administrative Management and the Bureaucratic Organization
Organizations were viewed as giant machines created to achieve goals.
A basic set of universal laws, or principles should govern organization design and allow
managers to run those machines effectively.

Henri Fayol (18411925)
- Real father of modern management theory
Believed that all managers perform five managerial functions:
Planning
Organizing
Commanding
Coordinating
Controlling

Fayols Fourteen Principles
1. Division of labor
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interest for common good
7. Remuneration
8. Centralization
9. Scalar chain
10. Order
11. Equity
12. Stability of tenure
13. Initiative
14. Esprit de corps
The Bureaucratic Organization
Max Weber (18641920)
Envisioned an organization managed on an impersonal and rational basis.
Goals of the bureaucratic model:
Speed
Precision/accuracy
Order
Unambiguity/ no vagueness
Continuity
Predictability
Structure of the Bureaucratic Model
Division of labor (functional specialization)
Well-defined hierarchy of authority (centralization of authority)
Systems of rules for employees and work procedures
Impersonal organizational relationships
Selection and promotion solely on competence
Career employment and well-defined promotion path to top of organization
Organizational transactions extensively documented
Contributions and Limitations
Contributions
Prescriptions for how to manage organizations
Search for one best way to manage to lead to greater organizational efficiency
Spurred additional research into management and organizational systems
Limitations
Limited view of employees as resources without social needs
Pursuit of one best way (universal principles) to manage
Control-oriented approach creates an inflexible, mechanistic organization