2MPA - Evolution of Management

8/8/2019 2MPA - Evolution of Management

http://slidepdf.com/reader/full/2mpa-evolution-of-management 1/27

THE E VOLUTION OF

M ANAGEMENT THINKINGBMG2083/4: Management Principles &

Applications – ILO1a



SUMMARY OF LEARNING OUTCOMES

To achieve this unit a learner must:

Develop an understanding of the principles of management, the work

of pioneers and founders of management, their evolution and

application to modern day practice





W HY DO WE NEED M ANAGEMENT?

Management is dynamic, life giving element

in every business.

Without Management, resources of

production remain resources and never

become production



DEFINITIONS OF M ANAGEMENT

Management is to forecast & plan, to

organise, to command, to co-ordinate & to

control

Management is a social process that

consists of planning, controlling, co-

ordinating and motivating.

Management is an operational process

initially best dissected by analysing the

managerial functions… the five essentialmanagerial functions are: planning,

organising, staffing, directing, leading &

controlling



E VOLUTION OF M ANAGEMENT

Industrial revolution

1750 – 1850

Initial focus was to increase production of

goods by the use of mechanical power James Watt – creator of steam engine

Techniques of management found support

mainly & application in production

engineering field




Frederick Winslow Taylor (1856-1915)

Father of Scientific Management

Began as apprentice patternmaker

Became mechanical engineer Industrial efficiency

One of the first management consultants




Taylor thought the by analysing work

scientifically, “one best way” would be

found

Taylorism /Taylor’s principles:

Replace rule-of-thumb methods with methods

based on scientific study of the tasks

Scientifically select, train & develop workers

rather than leaving them to learn themselves

Provide detailed instruction & supervision of each worker in the performance of that

worker’s discrete task

Divide work between managers & workers




Sir Frank Bunker Gilbreth (1886-1924)

Advocate of Scientific Management

Pioneer of Motion study

Began as bricklayer Became of building contractor

Studied work habits to find ways to

increase output

Gilbreth sought to reduce motions involvedto make processes more efficient

Later a founded a management consulting

firm




Henri Fayol (1841-1925)

Developed independent of the theory of

Scientific Management (Fayolism)

Began as an engineer in a mining company Became of director of the company

Company became largest iron and steel

producer in France

Published the book General and Industrial Management (1916)




Fayolism:

Popularized by Fayol with the acronym of POCCC:

Planning' (to foresee/anticipate and make plans)

Organisation (to provide the Function with all is needed

for its smooth running: Supplies, Tools, Funding,Employees)

Commandment (to lead the people employed by the

organisation)

Coordination (to harmonise all actions of an Organisation

in order to facilitate its smooth running and success)

Control (to verify if everything happens in accordance

with defined plans, orders given, and accepted principles)




Henri Fayol (1841-1925)

Developed independent of the theory of

Scientific Management (Fayolism)

Began as an engineer in a mining company Became of director of the company

Company became largest iron and steel

producer in France

Published the book General and Industrial Management (1916)




Fayolism:

Popularized by Fayol with the acronym of POCCC:

Planning' (to foresee/anticipate and make plans)

Organisation (to provide the Function with all is needed

for its smooth running: Supplies, Tools, Funding,Employees)

Commandment (to lead the people employed by the

organisation)

Coordination (to harmonise all actions of an Organisation

in order to facilitate its smooth running and success)

Control (to verify if everything happens in accordance

with defined plans, orders given, and accepted principles)











































Documents

2MPA - Evolution of Management