Background of That TimeThere were no clear concepts of responsibilitiestoworkers and managers.No effective work standards existedManagement decisions were based on hunch and intuitionWorkers were placed on jobs with little orno concern formatching their abilities and aptitudes with the tasksrequired.Managers and workers considered themselves to be incontinual conflict-any gain by one would be at the expense ofthe other
Background of That Time There were no clear concepts of responsibilities to workers and managers. No effective work standards existed. Management decisions were based on hunch and intuition. Workers were placed on jobs with little or no concern for matching their abilities and aptitudes with the tasks required. Managers and workers considered themselves to be in continual conflict—any gain by one would be at the expense of the other
Taylor's Four Principles ofManagement Develop a scientific way for each element of an individual'swork,whichreplacesthe oldrule-of-thumb methodScientifically select and then train, teach, and develop theworker. Heartily cooperate with the workers so as to ensure that allwork is done in accordance with the scientific way that hasbeen developed. Divide work and responsibility almost equally betweenmanagers and workers. Managers take over all work forwhich it is better fitted than the workers
Taylor’s Four Principles of Management Develop a scientific way for each element of an individual’s work, which replaces the old rule-of-thumb method. Scientifically select and then train, teach, and develop the worker. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the scientific way that has been developed. Divide work and responsibility almost equally between managers and workers. Managers take over all work for which it is better fitted than the workers
Chapter Two The Development ofManagement TheoryUp to the 20th century Adam smith s contributiontothefield ofmanagementIndustrialrevolution'sinfluence on management practicesIn the early 20th centuryScientific management+GeneraladministrativetheoryThehumanresourcesapproachThequantitativeapproachFrom the later 20th century to the presentTheprocessapproachThe systems approachThecontingencyapproach
Chapter Two The Development of Management Theory Up to the 20th century ❖ Adam smith’s contribution to the field of management ❖ Industrial revolution’s influence on management practices In the early 20th century ❖ Scientific management ❖ General administrative theory ❖ The human resources approach ❖ The quantitative approach From the later 20th century to the present ❖ The process approach ❖ The systems approach ❖ The contingency approach
General Administrative TheoryHerial Favol's contributionsHe argued that management was an activity common to allhuman undertakingsin business, in government,and even in thehome.He stated 14 principles of management--fundamental oruniversal truths.MaxWeber's contributionsWeber developed a theory of authority structures and describedorganizational activity on the basis of authority relations:Hedescribed an ideal type of organization thathe called abureaucracy, characterized by division of labor, a clearly definedhierarchy, detailedrules and regulations,andimpersonalrelationships
General Administrative Theory Herial Fayol’s contributions He argued that management was an activity common to all human undertakings in business, in government, and even in the home. He stated 14 principles of management—fundamental or universal truths. Max Weber’s contributions Weber developed a theory of authority structures and described organizational activity on the basis of authority relations. He described an ideal type of organization that he called a bureaucracy, characterized by division of labor, a clearly defined hierarchy, detailed rules and regulations, and impersonal relationships