CONTEMPORARY MANAGEMENT THINK

MANAGEMENT
S.NO. THINKERS PROFESSION/CAREER YEAR
1856-
1 F.W. TAYLOR MECHANICAL ENGINEER, 1915

1ST MANAGEMENT
CONSULTANT

French mining engineer,

mining executive,developed
general theory of business 1841-
2 HENRI FAYOL administration 1925

American social
MARY PARKER worker,management 1868-
3 FOLLETT consultant 1933
 American business
executive, public 1886-
4 CHESTER BARNARD administrator 1961

HARRINGTON 1853-
5 EMERSON 1931

1884-
6 MOONEY & RAILEY 1957

1909-
7 PETER DRUCKER 2005
8 MICHAEL PORTER 1947-_

1900-
9 W.E. DEMING 1993
10 PETER SENGE 1947-_
ONTEMPORARY MANAGEMENT THINKERS

PRINCIPLES / CONTRIBUTION
4 PRINCIPLES OF SCIENTIFIC THE DEVELOPMENT OF A TRUE
MANAGEMENT 1 SCIENCE OF WORK

THE SCIENTIFIC SELECTION AND

PROGRESSIVE DEVELOPMENT OF
2 THE WORKMAN

THE BRINGING TOGETHER OF THE

SCIENCE OF WORK AND THE
SCIENTIFICALLY SELECTED AND
3 TRAINED
THE DIVISION OF WORK AND
RESPONSIBILITY BETWEEN
4 MANAGEMENT AND WORKERS

14 principles of management 1 division of work

2 authority and responsibility
3 discipline
4 unity of command
5 unity of direction
subordination of individual interest
6 to general interest
7 remuneration of personnel
8 centralisation
9 scalar chain
10 order (placement)
11 equity
12 stability of tenure of personnel
13 initiative
14 espirit de corps

coordination as the reciprocal

4 principles of coordination 1 relating of all factors in a situation
2 coordination by contact
3 coordination in the early stage

4 coordination as a continuing process

 Formal channel of communication is
a must.
principles of communication 1

Everyone must have access to the

formal channel of communication.
2
Complete Channel should be used.
3
The channel of communication must
4 be short and direct
5 Competence
Non-interruptions in the channel of
6 communication
All the communication needs to be
7 authenticated

12 principles of efficiency 1 ideals

2 common sense
3 competent counsel
4 discipline
5 fair deal
6 proper records
7 dispatching
8 standards and schedules
9 standard conditions
10 standardised operations
11 standard practice instructions
12 efficiency reward
THE COORDINATIVE PRINCIPLE OF
principles of organization 1 ORGANIZATION
THE SCALAR PRINCIPLE OF
2 ORGANIZATION
THE FUNCTIONAL PRINCIPLE OF
3 ORGANIZATION
4

Specific - Target a specific area for

principles of MBO 1 improvement.

Measurable - Quantify or suggest

an indicator of progress.
2
Assignable - Specify who will do it.
3

principles of strategy
14 points of management (quality)
Realistic - State what results can
realistically be achieved, given
4 available resources.
Time-bound - Specify when the
5 result(s) can be achieved
1 right goal
2 value proposition
3 distinctive value configuration
4 trade-offs
all the elements of what a company
5 does fit together
6 continuity of direction
1. Create constancy of purpose
toward improvement of product and
service, with the aim of becoming
competitive,staying in business and
1 providing jobs.
2. Adopt the new philosophy.
Western management must awaken
to the challenge, must learn their
responsibilities and take on
2 leadership for change.
3. Cease dependence on mass
inspection. Build quality into the
3 product from the start.
4. End the practice of awarding
business on the basis of price tag
alone. Instead, minimise total cost.
Move towards a single supplier for
any item, based on a long-term
4 relationship of loyalty and trust.
5. Improve constantly and forever
the system of production and service
5 to improve quality and reduce waste.
6 6. Institute training and retraining.
7. Institute leadership. The aim of
supervision should be to lead and
7 help people to do a better job.
 8. Drive out fear so that everyone
may work effectively for the
8 company.

9. Break down barriers between

departments. People in research,
design, sales and production must
work as a team,to foresee and solve
9 problems of production.

10. Eliminate slogans, exhortations

and targets for the workforce as they
do not necessarily achieve their
10 aims.

11. Eliminate numerical quotas in

order to take account of quality and
11 methods, rather than just numbers.
12. Remove barriers to pride of
12 workmanship.

13. Institute a vigorous program of

education and re-training for both
13 the management and the workforce.

14. Take action to accomplish the

transformation. Management and
14 workforce must work together.

principles of learning 1 Building a Shared vision

2 Systems Thinking
3 Mental Models
4 Team Learning
5 Personal Mastery
REFERENCE