FIRST YEAR

STUDENTS
PRINCIPLES
OF
MANAGEMEN
T
EVOLUTION OF
MANAGEMENT
THEORY
MEMBERS:
Sr NO. Roll No. Name

1. 107 Ashwini

2. 108 Jonathan Fernandes

3. 150 Rohan Vaidya

4. 149 Kritika

5. 160 Jash

6. 159 Shraddha
INTRODUCTION:
Management has developed from the time
world came into existence.
In olden days whenever group activity was
required 2 or more people did the work. They
were controlled by an individual.
It can be seen that Management is as old as
the human civilization.
It is obvious that a single man cannot perform
any task.
EXAMPLES OF MANAGEMENT IN ANCIENT
TIME
 Kautiliya’s Arthashastra

 Taj Mahal

 Great Wall of China

 Pyramids of Egypt
 SOME EARLY
CONTRIBUTORS
OF
MANAGEMENT
THOUGHT
 ROBERT OWEN

Constructed NEW VIEW OF SOCIETY (1816)

a rallying call for widespread social change.
 CHARLES BABBAGE

He was also a mathematician who gave the DIFFERENCE

MACHINE and the ANALYTICAL MACHINE.
 HENRY ROBINSON TOWNE

Developer of Yale lock. President of Yale and Towne

Manufacturing company. President of the American Society of
Mechanical Engineers
MATHEW BOULTON JAMES WATT JR.

Boulton established Soho Manufactory. Boulton, needing to

improve the power supply for his machinery, made the
acquaintance of James Watt, who on his side appreciated the
advantages offered by the Soho works for the development of
his steam-engine.
 CHARLES DUPIN

He was a French Catholic mathematician. In 1819 he

was appointed professor at the Conservatoire des Arts
et Métiers; he kept this post until 1854. In 1826 he
published a thematic map.
 F. W. TAYLOR

He wrote the book PRINCIPLES OF SCIENTIFIC

MANAGEMENT in which he has quoted, ”In the
past the man has been first; in the future the system
must be first.”
WORK OF FREDERICK W. TAYLOR
[FATHER OF SCIENTIFIC MANAGEMENT]
(1856-1915)
He observed the work performance of
managers and workers.
Greater outputs can be achieved by:
Systematization and
Standardization
F. W. Taylor says that Scientific
Management consists of philosophy of:
(a) Scientific selection and training of right
workers for the right job.
(b) Providing adequate working conditions.
(c) Providing system of monetary
incentives to efficient workers.
(d) Assumption of responsibilities by
managers and supervisors and placing
workers according to their experience and
qualification.
MEANING OF SCIENTIFIC
MANAGEMENT:
It is application of scientific methods of
study and analysis to the problems of
management.
It is systematic and thoughtful approach
to the job of management not like rule
of thumb or trial and error approaches.
DEFINITION OF SCIENTIFIC
MANAGEMENT:

F.W. Taylor says, “scientific

management means knowing exactly
what do you want your men to do and
seeing that they do it in the best and
cheapest way.”
PRINCIPLES OF SCIENTIFIC
MANAGEMENT GIVEN BY
TAYLOR:
 (a) Science and not rule of thumb
 (b) Scientific selection training and
development of workers.
 (c) Co-operation between workers and
management.
 (d) Equal division of work and
responsibility.
 (e) Maximum prosperity for both employers
and employees.
 (f) Mental revolution.
TECHNIQUES OR
ELEMENTS OR
FEATURES OF
SCIENTIFIC
MANAGEMENT
 Scientific work study

Method study Motion study Time study Fatigue study

SCIENTIFIC WORK STUDY

Itmeans, “Systematic objective and

critical examination of all factors
influencing the efficiency and
operations and to improve upon it.”
METHOD STUDY:
PURPOSE: Is to maximise
efficiency in use of materials,
machinery, manpower and
capital by improving work
methods.
MOTION STUDY:
PURPOSE: Eliminating
wastefulness from
unnecessary movement or
motions.
TIME STUDY:
PURPOSE: Recording,
analysing and synthesising
the time for any operation.
FATIGUE STUDY:
Fatigue may be mental or
physical. It is the study of
capacity of a worker to do
work without effect on his
health and efficiency.
(II)SCIENTIFIC TASK SETTING:

It is, “technique of forecasting

and viewing before hand every step
in a series of operations.”
The steps required for scientific task
planning/setting are:
STEPS REQUIRED FOR
SCIENTIFIC TASK SETTING:
Routing

Scheduling

Dispatching

Follow-up
(III) STANDARDISATION:
Itincludes size, design, shape, weight,
quality etc. should be according to the
requirement of customers

ADVANTAGE: It eliminates needless

variety and simplifies the production
process.
(IV) SELECTION AND TRAINING:

Afterthe employees are selected they

should be placed on right jobs.

ADVANTAGE: It is a tool to match the

job and job seeker.
(V) DIFFERENTIAL PIECE
RATE SYSTEM:
It
motivates the workers to produce
maximum quantity.

Two rates are used, higher rate for

workers who produce standard output or
more. Lower rate for those workers who
produce less then standard output.
 (VI) FUNCTIONAL FOREMANSHIP:
According to this concept instead of having
one foreman as an incharge for production
department all activities should be grouped
in two groups i.e. planning forum and
workshop.
LIMITATIONS/CRITICISM ON
SCIENTIFIC MANAGEMENT:
Scientific
 management is criticized as:
It is production oriented and concentrates on


technical aspects of work and does not consider

human factor.
It treats humans as extension of machines devoid


of feelings or emotions. It is more a theory of

industrial engineering than a general theory of
management.
It is more dogmatic than scientific.


Managers criticized it on the ground that it was



difficult and expensive to introduce.

 WORK OF
HENRI
FAYOL
(1841-1925)
 HENRI FAYOL

He was a French management theorist. His theories

are available in the book “General and Industrial
management.”
FAYOLS CLASSIFICATION OF
BUSINESS ACTIVITIES:
Technical activities.
Commercial activities.
Financial activities.
Security activities.
Accounting activities.
Managerial activities.
MANAGEME
NT PROCESS
Manage
Plan
Organise
Command
Co-ordinate
Control
QUALITIES
OF GOOD
MANAGER
Physical
Mental
Moral
Education
Specialised/ technical
knowledge
Experience
CRITICISM OF HENRI FAYOL’S
THEORY:
The theory is unclear and not deep
about the terms- structure and process
organisation. The terms organisational
authority and organisation are stressed
too much.
The theory says that management
should be taught but it does not state the
nature and content of management
education.
FURTHER CRITICISM ON
FAYOL’S THEORY:
Not even one classification of
management functions is acceptable for
functional theories. There is lack of
agreement about various terms used.
The principles which are universal do
not stand the test of observation in all
situations.
Functional approach over static
conditions but managers have to
function in dynamic environment.
 TAYLOR V. FAYOL
Sr Topic Taylor Fayol
No.
1. Perspective Shop floor Top level
level
2. Focus Work method General
and machines Administration

3. Own Profile Scientist Administrator

4. Technique Scientific Principles of

method management
5. Theory Science and Administrative
industrial theory
management
 BEHAVIOURAL SCIENCES
APPROACH
ITBRINGS OUT EXISTING AND NEWLY
DEVELOPED THEORIES,METHODS AND
TECHNIQUES OF SOCIAL SCIENCE UPON
THE STUDY OF HUMAN BEHAVIOUR.
E.G. PSYCHOLOGY, SOCIOLOGY, SOCIAL
PSYCHOLOGY AND
ANTHROPOLOGY(STUDY OF PHYSICAL,
BIOLOGICAL AND CULTURAL
VARIABLES AFFECTING BEHAVIOUR OF
INDIVIDUALS AS A MEMBER OF GROUP).
Contributor Details
Gantt and Managing involves getting things done with
Munsterberg and through people.
Hugo Munsterberg Application of psychology to industry and
management.
Walter Dill Scott Application of psychology to advertising,
marketing and personnel.
Max Weber Theory of bureaucracy
Vilfredo Pareto Called as the father of “social system
approach” to organization and management.
Elton Mayo and E.J Studies on influence of social attitudes and
Roethlisberger relationships of work group on performance.

2 3 4 5 6
BEHAVIOURAL SCIENCES
APPROACH
In this approach human factor is
the central focus and has pedestal
in organisation.
HUMAN RELATION MOVEMENT:
This movement covers unionism,
Hawthrone studies and
philosophy of individual
humanism.
MAIN FINDINGS OF
HAWTHRONE STUDIES:
Informal group
Social factors in output
First line supervision
Communication and consultation
Leadership
Employee behavior and conflict
Integrating pay with social needs
New conception of personnel management.
BEHAVIOURAL SCIENCE
APPROACH OR
ORGANISATIONAL
BEHAVIOUR APPROACH:
Due to short comings in the
human relation approach, efforts
were made by behavioral
scientists for analysing human
behaviour methodically.
DEFINITION:
Definition:- Behavioral science approach
may be defined as systematic and
scientific analyses of human behaviour
with a view to determine cause of
working behaviour of an individual.
This approach is also called
“organizational behaviour approach.”
This is an inter disciplinary approach of
studying human behaviour.
 This behavioural approach
consists of:
 Psychology

 Sociology

 Anthropology

 Importance: It explains why do

employees behave alike.
BASIS OF THIS APPROACH IS AS FOLLOWS:
Organisation Is socio-technique system
Individual goals and interest of
employees can be integrated with
organisational goals
Conflict and co-operation co-exist in
organization
Individual differences and motivation
People are key to productivity.
Different aspects of the approach were
developed by behavioural scientists.
CONTINGENCY APPROACH OR
SITUATIONAL APPROACH:
Line of thinking
Universal application
Dependence
Systematic attempt
Approach says that
The study should be in relation to
Dependence of effectiveness
Approach emphasis on situational variables
FEATURES OF CONTINGENCY
APPROACH:
This approach is situation oriented
After the analysis of situation
Examine
Prepare
Match requirements of the situation
Success depends upon
CRITICISM OF
CONTINGENCY
APPROACH
CONCLUSION FOR
CONTINGENCY APPROACH
Managerial practice depends on
circumstances/ situation.
This theory recognises influence of
given solutions on organisational
behaviour.
Managers have realised that there is no
single best way in which things can be
done.
 DIFFERENCE
BETWEEN
SYSTEM
APPROACH AND
CONTINGENCY
APPROACH
System approach
Says all organisation are
alike.
It gives importance to
interaction & interdependence of interdependence and their
between systems & sub
systems
Gives importance to
synergetic effect of
organisations & external
inputs
Vague & complex.
Contingency approach
Each organisation is unique.
One has to study similarities
& diffrences
It identifies the exact nature
impact on organisations
Relates organisation structure
& design to the environment
Pragmatic & action oriented.
THANK YOU