Evolution of Management
There are many contributors to the field of management creating different management styles and theories. The major contributors to management thought are Frederick Taylor with the scientific management, as described in "Shop Management 1903," "Principles of Scientific Management, 1911" (Koontz & Weihrich, 2006). This thought believes that the main concern for management is the increment of productivity and pay for employees, by applying scientific methods. The theory emphasizes on the use of science, creation of harmony and cooperation in groups, realizing maximum output, and improving workers. This management thought has other contributors like Henry Gantt (1901) who proposes harmony and cooperation between management and employees (Koontz & Weihrich, 2006). In addition, are Frank Gillbreth (1900) pioneered the time and motion studies, while Lillian Gillbreth focused on human aspects in work, human needs, and personalities.
The second group of thought is the modern operational management theory postulated by Henri Fayol (1916). He is famous for the 14 management principles, the teaching of management, and division of work into commercial, technical, security, financial, managerial, and accounting. The third are the behavioral sciences with pioneers like Walter Dill (1911) that believed in the application of psychology in marketing, personnel, and advertising. Max Weber (1947) developed the theory of bureaucracy, Hugo MUnsterberg (1912) who applied psychology to management and industry. This also includes Elton Mayo who developed the Hawthorne studies and Roethlisberger F.J. (1933) with the influence of social relationships and attitudes on group performance. The forth is the systems theory developed by Chester Barnard (1938), that describes a manager's task as the maintenance cooperation, and the use of social systems in management. Others include Peter Drucker and Edwards Deming on quality control (Koontz & Weihrich, 2006).
Henri Fayol in "General and Industrial Management," tackles the fourteen principles of management (Daft & Lane, 2009). The first is unity of command, where each subordinate receives orders from only one superior. Division of work entails he specialization of managerial and technical work to increase productivity and efficiency. Unity of command requires the grouping of similar activities under one manager (Daft & Lane, 2009). Scalar chain is the extension of authority from top to bottom of an organization. Discipline is the application of obedience, and behavior that marks respect to the organization's codes and employees. Unity of direction is the unity in an organization towards one purpose, goal, and plan of activities (Daft & Lane, 2009). Subordination of a person's interest to the interest of the group requires the interests of individuals not to prevail over the interests of the whole organization. Remuneration of employees entails fair compensation at all levels of employment that is satisfactory to all. Centralization entails the natural sequence of organization, and order entails orderly rules, policies, actions, and instructions. Equity is the equal and fairness for all, as stability of tenure is the time for staff to adapt to work (Daft & Lane, 2009). Initiative is the zeal and enthusiasm of work at all levels by all employees, and esprit de corps is the harmony in the workforce, teamwork, and close relationships.
Henri Fayol's identifies the basic elements of management as organizing, commanding, planning, controlling, and coordinating. Fayol believes planning is the development of organizational structures and functions of command to execute plans, coordination makes sure plans, and resources work together. This is similar to organization of rules, plans, goals, and human resources, as control concerns itself with ensuring everything proceeds as planned.
The trait leadership approach focus on identifying innate characteristics and qualities by great political, social, and military leaders. These studies were popular in the 1900s, and identified core traits like achievement drive, honesty, integrity, self-confidence, cognitive ability, emotional maturity, knowledge, and creativity, and flexibility among others (Northouse, 2012). This theory is credited to Sir Galton Francis who believes that distinct psychological and physical traits account for effective leadership. The trait leadership theory is also associated to the Great Man Theory. However, the Great Man theory believes that leaders are born, and an inherited traits as proposed by Frederick Adams (1913) (Northouse, 2012).
The (1930) behavioral approach focuses on the behavior of leaders, how they act, and carry themselves. The theory was developed by Blake and Moulton in the 1960s, in an attempt to explore how managers use relationship behaviors and task behaviors in an organization (Northouse, 2012). The situational leadership approach calls for different styles of leadership for different situations. This theory was developed by Hersey, Blanchard and Reddin in the 1960s, leading to the path-goal theory. This examines how leaders utilize employee motivation in enhancing satisfaction and performance (Northouse, 2012). In addition, it led to the creation of the contingency theory of leadership. This focuses of the matching leadership style with specific situations....
However, it presented the major problems of covering only half of the workers of the labor force and the undercutting of political support for public health insurance (Berkowitz). The 50s As social security became popular and Congress passed bills raising social security benefits in that decade, reformers were inclined to extend health insurance to social security beneficiaries, mostly elderly persons (Berkowitz 2001). Most of them had stopped paying for their employer-based
Contingency theory, which emerged in the 1960's ("Management History"), holds that a management practice or reaction to a situation must depend on a compatible fit between an organization and the individual situation itself: It calls for fitting the structure of the organization to various possible or chance events. It questions the use of universal management practices and advocates using traditional, behavioral, and systems viewpoints independently or in combination to deal
Management Organization Learning The efforts of a collective group of people can often transcend that of an individual; teams have been a functional part of the business culture for over twenty years with the goal of accomplishing just this feat. While "system thinking," "mental models" and "team communication" continue to hold great importance in the synergy of multi-contributor accomplishment, it hasn't proven to be quite enough. Working teams accumulate an almost infinite
Union Management Relations in Perspective Unions are very important for fostering change both in the national and international societies. This is a judgment based on the consideration of the managerial features which helps to engender that crucial bond between an employee and his/her employer. Unions which run under management regularly pay attention to their output of work although sometimes they could wield significant influence on the political and social landscapes. Trade Unions
In this regard, a project manager must have a follow-up on facilities development in order to ascertain success. Strategic Planning and Project Programming A good strategic plan shapes programming of essential capital projects in an organization. Market demands and resource constrictions impede the success of the projects. The programming activities linked with planning, and other management functions establishes the priorities and time required for completion of various projects to achieve the
Performance Management Systems The Paradox of Performance Management Systems And Their Effect on Corporate Performance Performance Management Systems including annual performance reviews are only as effective as the contextual relevance and insight of a manager or leader into how to create greater alignment of personal and professional goals of an employee. The continued evolution of performance management systems provide a useful index of how management and leadership theories have progressed beyond obvious measures
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