Evolution of Management Essay

EARLY MANAGEMENTOrganizations and theater directors have existed for thousands of years. The Egyptian pyramids and the Great Wall of China were projects of tremendous scope and magnitude, and gestated good management. Regardless of the titles given to managers end-to-end history, some angiotensin-converting enzyme has always had to plan what needs to be accomplished, organize populate and materials, lead and direct workers, and get down controls to ensure that goals were attained as planned.Another example of other(a) management can be open up in the city of Venice, which was a major(ip) economic and trade center in 1400s. the venetians developed an former(a) form of business enterprise and engaged in many activities common to to twenty-four hour periods organizations. The venetians utilize w arho intent and inventory systems to keep track of materials, man resource management functions to manage the force back get and an accounting system to keep track of revenues and cos ts.Two historical events significant to the study of management are work of Adam Smith, in his book, The Wealth of Nations, in which he argued brilliantly for the economic advantages of division of labor (the breakdown of jobs into narrow, repetitive tasks). The Industrial Revolution is second important pre-twentieth-century influence on management. The introduction of auto powers combined with the division of labor do large, efficient factories possible. Planning, organizing, leading, and controlling became necessary activities.There are six-spot major arisees to management. They are explained as follows1) SCIENTIFIC MANAGEMENTScientific management is defined as the utilize of the scientific method acting to de statusine the one best way for a job to be done. The or so important contributor in this field was Frederick W. Taylor who is known as the father of scientific management. Using his principles of scientific management (1) scientifically study each part of a task and dev elop the best method of performing the task, (2) scientifically select and thentrain, teach and develop the worker, (3) cooperate fully with workers to ensure that they use the proper method, (4) divide work and responsibility almost equally between management and workers. Management takes all 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. bounder and Lillian Gilbreth were inspired by Taylors work and proceeded to study and develop their own methods of scientific management. They devised a miscellany scheme to label 17 basic hand motions called therbligs in order to eliminate wasteful motions Guidelines devised by Taylor and others to improve production efficiency are still employ in straightaways organizations. However, authentic management practice is not restricted to scientific management practices alone.Elements of scientific management still use include1. Using time and motion studies2. Hiring b est qualified workers3. Designing incentive systems found on output2) GENERAL ADMINISTRATIVE THEORISTSThis gathering of writers, who focused on the entire organization, developed more universal 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 described the practice of management as trenchant from other typical business functions.He stated 14 principles of management which are as follows1. role of Work. Specialization increases output by making employees more efficient. 2. Authority. Managers must be able to give orders, and situation give them this dependable. 3. Discipline. Employees must obey and respect therules that govern the organization. 4. Unity of Command. Every employee should receive orders from only one superior. 5. Unity of Direction. The organization should have a single plan of action to guide managers and workers. 6. Subordination of someone interest to group interest. The interest of any one employee or group of employees should not take anteriority over the interests of the organization as a whole. 7. Remuneration. Workers must be paid a fair charter 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 pass on 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 provide orderly personnel provision and ensure that replacements are available to fill vacancies. 13. Initiative. Employees who are allowed to originate and carry out plans result maintain high levels of effort. 14. Espirit de corps. Promoting team spirit will build harmony an d unity within the organization.Max Weber was a German sociologist who developed a theory of authority structures and described organizational activity based on authority relations. He described the ideal form of organization as a bureaucratism marked by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships.Some contemporary 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 sharp 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 approach to management, sometimes known as operation s 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 military problems were developed for wartime use.The relevance of quantitative approach today is that it has contributed most this instant to managerial decision making, particularly in planning and controlling. The availability of sophisticated computer software programs has made the use of quantitative techniques more feasible for managers.4) ORGANIZATIONAL BEHAVIORThe field of study concerned with the actions (behaviors) 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, trust, teamwork, and conflict management.The early ad vocates of OB approach were Robert Owen, Hugo Munsterberg, Mary Parker Follett, and Chester Barnard. Their ideas served as the foundation for employee plectrum procedures, motivation programs, work teams, and organization- surroundings 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 control 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 literary criticism (concerning procedures, analyses of findings, and the conclusions), the Hawthorne Studies stimulated interest in human behavior in organizational investtings.In the present day context behavioral approach assists managers in designing jobs that motivate workers, in working with employee teams, and in facilitating the lessen 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 sixties researchers began to analyze organizations from a systems perspective based on the physical sciences. A system is a set of interrelated and interdependent parts arranged in a 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 envision 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 area will affect other areas.The systems approach recognizes that organizations are not self-containedthey rely on and are touch by factors in their external environment.6) THE CONTINGENCY APPROACHThe contingency approach recognizes that unlike 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 hazard VariablesOrganization sizeAs size increases, so do the problems of coordination.Routineness of task technologyRoutine technologies require organizational structure, leaders hip styles, and control systems that differ from those required by customized or non-routine technologies. Environmental uncertaintyWhat whole shebang best in a stable and predictable environment may be totally contrary in a rapidly changing and unpredictable environment.Individual differencesIndividuals differ in ground of their longing 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 end-to-end the world must deal with new opportunities and challenges inherent in the globalization of business.EthicsCases of corporate lying, misrepresentations, and monetary manipulations have been widespread in recent years. Managers of firms such as Enron, ImClone, Global Crossing, and Tyco International have determined their own self-interest ahead of other st akeholders welfare. While most managers continue to behave in a highly ethical manner, abuses suggest a need toupgrade ethical standards. Ethics education is more and more emphasized in college curricula today. Organizations are taking a more active role in creating and use 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. Accommodating 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 follow up on opportunities to create value and grow by fulfilling wants and needs through innovation and uniqueness, no matter what resources the enterpriser currently has.Three important themes stand out in this definitiona. The purs uit of opportunitiesb. Innovationc. produceEntrepreneurship will continue to be important to societies around 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 OrganizationsChange is occurring at an unprecedented rate. To be successful, todays organization must become a learning organizationone that has developed the mental ability to continuously learn, adapts, and change. Knowledge management involves cultivating a learning culture where organizational members systematically gather cognition and share it with others in the organization so as to achieve better performance. persona ManagementQuality management is a philosophy of management that is driven by continual improvement and response to client needs and expectatio ns. The objective of quality management is to create an organization committed to continuous improvement in work.