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MindMap Gallery Evolution of Management Theories
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Evolution of Management Theories
This expansive mind map traces the evolution of management theories through the ages, from the early scientific management principles proposed by Frederick Taylor to the complex organizational environment theories of the 1950s. It highlights key figures, concepts, and the progression of thought in management, making it a valuable resource for students, educators, and professionals interested in the history and development of management practices.
Edited at 2022-01-27 01:35:30- Recommended to you
- Outline
The evolution of management theories
scientific management theory (1890)
Defined by Frederick Taylor to replace the rule of Thumb Knowledge in 1890
Four principles of theory
1) Study the ways jobs are performed now and determine new ways to do them.
2) Codify the new methods into rules.
3) Select workers whose skills match the rules.
4) Establish fair levels of performance and pay a premium for higher performance.
Problems with this theory
• Managers frequently implemented only the increased output side of Taylor’s plan. Workers did not share in the increased output. • Specialized jobs became very boring, dull. Workers ended up distrusting the Scientific Management method. • Workers could purposely “under-perform.” Management responded with increased use of machines and conveyors belts.
Frank and Lillian Gilbreth
Also studied worker-related fatigue problems caused by lighting, heating, and the design of tools and machines.
• Refined Taylor’s work and made many improvements to the methodologies of time and motion studies.
Administrative Management theory (The study of how to create an organizational structure that leads to high efficiency and effectiveness) (right after the presence of scientific management theory)
Max Weber
The concept of bureaucracy
Sub Topic
Five principles of bureaucracy
1) Authority is the power to hold people accountable for their actions. 2) Positions in the firm should be held based on performance, not social contacts. 3) Position duties are clearly identified so that people know what is expected of them. 4) Lines of authority should be clearly identified such that workers know who reports to who. 5) Rules, standard operating procedures (SOPs), and norms guide the firm’s operations.
14 Fayol’s Principles of Management
1. Division of Labor: allows for job specialization. Fayol noted jobs can have too much specialization leading to poor quality and worker dissatisfaction. 2. Authority and Responsibility Fayol included both formal and informal authority resulting from special expertise. 3. Unity of Command Employees should have only one boss. 4. Line of Authority A clear chain of command from top to bottom of the firm. 5. Centralization The degree to which authority rests at the top of the organization. 6. Unity of Direction A single plan of action to guide the organization. 7. Equity The provision of justice and the fair and impartial treatment of all employees. 8. Order The arrangement of employees where they will be of the most value to the organization and to provide career opportunities. Fayol’s Principles of Management Administrative Mgnt Theory 15 Instructor: LTT Xuan 16 9. Initiative The fostering of creativity and innovation by encouraging employees to act on their own. 10. Discipline Obedient, applied, respectful employees are necessary for the organization to function. 11. Remuneration of Personnel An equitable uniform payment system that motivates contributes to organizational success. 12. Stability of Tenure of Personnel Long-term employment is important for the development of skills that improve the organization’s performance. 13. Subordination of Individual Interest to the Common Interest The interest of the organization takes precedence over that of the individual employee. 14. Esprit de corps Comradeship, shared enthusiasm foster devotion to the common cause (organization).
Behavioral Management Theory (nearly 1915)
- The study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals. - Focuses on the way a manager should personally manage to motivate employees.
Mary Parker Follett
- Suggested workers help in analyzing their jobs for improvements, the worker knows the best way to improve the job. • If workers have relevant knowledge of the task, then they should control the task
The Hawthorne Studies
Theory X and theory Y
Theory X: assumes the average worker is lazy, dislikes work and will do as little as possible.
Theory Y: assumes workers are not lazy, want to do a good job and the job itself will determine if the worker likes the work
Sub Topic
Management Science Theory (1940)
Quantitative management—utilizes linear programming, modeling, simulation systems.
Operations management—techniques to analyze all aspects of the production system.
Total Quality Management (TQM)—focuses on improving quality throughout an organization.
Management Information Systems (MIS)— provides information about the organization.
Organizational Environment Theory (1950)
The concept: The set of forces and conditions that operate beyond an organization’s boundaries but affect a manager’s ability to acquire and utilize resources.
The open-system view
Concept: A system that takes resources for its external environment and converts them into goods and services that are then sent back to that environment for purchase by customers.
+ Inputs: the acquisition of external resources. • Conversion: the processing of inputs into goods and services. • Output: the release of finished goods into the environment.
Sub Topic
• Closed system • A system that is self-contained and thus not affected by changes occurring in its external environment. • Often undergoes entropy and loses its ability to control itself and fails.
Synergy • Performance that results when individuals and departments coordinate their actions üPerformance gains of the whole surpass the sum of the performance of the individual components.
Sub Topic
Mechanistic Structure
• Authority is centralized at the top. (Theory X) • Employees are closely monitored and managed. • Can be very efficient in a stable environment.
Organic structure
• Authority is decentralized throughout the organization. (Theory Y) • Tasks and roles are left ambiguous to encourage employees to react quickly to changing environment.