Major contributors of school of management thought

Major Management thinkers and their contribution of management theories and concepts in different era of school of management thought

1. M ajor Contributors of School of Management Thought ASHIDA AP ASSISTANT PROFESSOR Department of Commerce , acas

2. Scientific Management Era FW Tylor Henry Laurence Gantt(1861-1919) Frank Bunker Gilbreth (1868-1924) Mrs. Lillion Moller Gilbreth (1878-1912)

3. Henry Laurence Gantt(1861-1919 He got mechanical engineering degree from Strevonce Institute of Technology Assistant of FW Tylor at Midvali Steel Company Major contribution of Gantt as follows : Science in management Management function can applied in all field Gantt Chart- it measure an activity by amount of time needed to perform it. Remuneration- Task Bonus System- remunerating workers for their performance. Service rather than profit Management as Leadership function

4. T h e G ilbre ts : Frank Bunker Gilbreth (1868-1924 ) & Mrs . Lillion Moller Gilbreth (1878-1912 He was American Engineer, building c ontactor & management consultant He contributed Motion Study, Time study & Fatigue study Training to workers in every beginning 3 position plan of promotion “ Therbligs ”- rules of human motion Lillian and Frank collaborated on Fatigue And Motion Studies and focus on ways of promoting the individual worker’s welfare. To them, the ultimate aim of scientific management was to help workers reach their full potential as human beings.

5. Therbligs - 18 kinds of elemental motions, used in the study of motion economy in the  workplace

6. Scientific work of study:

7. Time Study I t refers to determine the standard time required to complete a particular activity. The standard time is determined on the basis of average time taken by the several experiences of the same work. This study is conducted with the help of a stopwatch. The main objectives of the study are: ( i ) T o get the estimated figure of labour costs , (ii) To determine the number of required workers and (iii) To decide about the suitable incentive plan.

8. Motion Study It refers to conduct the study of motions being performed by workers and machines while doing the job. The movie camera is used to conduct this study. The main objective of this study is to eliminate the unnecessary motions.

9. Fatigue Study It refers to determine the duration and frequency of rest intervals to complete a particular job. The main objective of this study is to maintain the efficiency level of workers. There may be so many causes of fatigue, such as long working hours, poor working conditions, unsuitable work, unhappy relations with the boss, etc.

10. Neo-Classical era Marry Parker Follet (1868-1933 ) Elton mayo(1880-1949) Chester I Bernard(1886-1961) Abraham H Maslow Frederick Herzberg Douglas Mc Geogor Rensis L ikert

11. Marry Parker Follet (1868-1933) She was educated in Cambridge University She studied political economy, political science, philosophy & law She was a political and social thinker Mary Parker Follett, or the "Mother of Modern Management," believed that management was "the art of getting things done through people." She made important contribution in the field of functional authority, co-ordination, leadership, controlling & handling conflict

12. Neo-Classical era The Neoclassical approach began with the Hawthorne studies in the 1920s. It grew out of the limitations of the classical theory . Under classical approach, attention was focused on jobs and machines. After some time workers resisted this approach as it did not provide the social and psychological satisfaction. Therefore, attention shifted towards the human side of management. George Elton Mayo (1890-1949) is considered to be the founder to the neoclassical theory. He was the leader of the team which conducted the famous Hawthorne Experiments at the Western Electric Company (USA) during 1927-1932.

13. George Elton Mayo(1880-1949) Australian management thinker. He was professor of industrial Research at Harvard University . He give attention to the human relationship. His studies have led to the development of Behavioural Approach to management practice He conducted a experiment at the Hawthorne work of Western Electric Company in Chicago,USA https :// youtu.be/W7RHjwmVGhs

14. The Hawthorne studies which were conducted by Elton Mayo and Fritz Roethlisberger in the 1920s with the workers at the Hawthorne plant of the Western Electric Company, were part of an emphasis on socio psychological aspects of human behaviour in organizations.

15. Hawthorne researchers hypothesized that choosing one's own co-workers, working as a group, being treated as special (as evidenced by working in a separate room), and having a sympathetic supervisor were reasons for increases in worker productivity. The Hawthorne studies found that monetary incentives and good working conditions are generally less important in improving employee productivity than meeting employees' need and desire to belong to a group and be included in decision making and work.

16. PARTS OF HAWTHORNE EXPERIMENT Part I - Illumination Experiments (1924-27 ) Part II - Relay Assembly Test Room Study (1927- 1929 ) Part III - Mass Interviewing Programme (1928- 1930 ) Part IV - Book Wiring Observation Room Experiment (1932 )

17. Main findings of Hawthorne Studies Responsiveness to total work situation Social factors in motivation Significance of human group Leadership Supervision Communication and consultation

18. C h e s t e r B e rnar d (1886-1961 ) President of New Jersey Bell Telephone Company & state director of New Jersey Relief Administration, a govt. ogranisation He managed United S ervice O rganization during the Second World War His famous books: “The function of Executive” “ Organisation and management”—1948 He divides organization in to

19. Abraham H Maslow (1908   –1970) Abraham Harold Maslow   was an American psychologist who was best known for creating Maslow's hierarchy of needs Notable contribution in the field of management : Group dynamics Human motivation & leadership He developed a need hierarchy theory to explain the human behavior within an organization

20. Need Hierarchy T heory

21. Frederick Irving Herzberg (1923-2000) He was an American psychologist who became one of the most influential names in business management. He is most famous for introducing  job enrichment and the Motivation –Hygiene theory. His 1968 publication "One More Time, How Do You Motivate Employees?" had sold 1.2 million reprints by 1987 and was the most requested article from the  Harvard Business Review .

22. Douglas Mc Gregor  (1906 –1964 ) He was an American  management professor at the MIT Sloan School of Management and president of Antioch College from 1948 to 1954 . He also taught at the Indian Institute of Management Calcutta. His 1960 book The Human Side of Enterprise had a profound influence on education practices. McGregor was a student of Abraham Maslow He has contributed much to the development of the management and motivational theory, and is best known for his  Theory X and Theory Y

23. Mnemonic device for the two theories : a person refusing to work ("X") and a person cheering the opportunity to work (" Y“)

24. Rensis Likert (1903 - 1981) He is psychologist as well as sociologist He conducted research on human behavior Books: New pattern of management-1961 The human organization-1967

25. System of Management Rensis Likert  along with his associates in Michigan University, USA conducted research to study the patterns and styles of managers over three decades, across 200 organizations and developed a four-fold model of the management system that helped in understanding the leadership behavior .

26. 1.Exploitative Authoritative System:   In this type of management system, the responsibility lies with the people in higher positions in the hierarchy. Here , the subordinates are not involved in the decision-making process. The superior has no trust and confidence in his subordinate and imposes decisions on him leaving no room for further discussions . In this system, the communication flows downwards

27. 2.Benevolent Authoritative System:   Like exploitative authoritative system, here also the responsibility lies with the people at the upper echelons of the hierarchy and the only difference is that the motivation is based on the rewards, not on fear and threat . The superior has that much trust and confidence in his subordinates which is required in a master-servant relationship . In this system, the subordinates are given rewards for their participation and the communication may flow upwards i.e. from subordinate to superior, but  restricted to what the superior wants to hear

28. 3.Consultative System   In this management system, the superior has substantial but not complete, trust and confidence in his subordinates and constructively uses the views and opinions given by them. Here , the motivation is based on rewards and the amount of the individual’s involvement in the decision-making process . The consultative system is characterized by a great flow of information both horizontally and vertically.  the upward flow of communication  

29. 4.Participative System   In the participative system, the management has full confidence in his subordinates and encourages them to participate actively in the decision-making process. Here , the subordinate feels absolutely free to discuss any issue related to a job with his superior . This system is characterized by a good teamwork The subordinates get motivated through rewards for their participation in the decision-making process.

30. With these four systems of management, Likert studied seven variables Viz. Leadership, motivation, decision-making process, communication, interaction-influence, control process and goal setting.

31. Modern Management Era It began from 1950 and extends to the present time. This period may be called as Period of Refinement, development and qualification of scientific management Modern theory considers an organization as an adaptive system which has to adjust to changes in its environment .

32. Contributers -Modern Management Era Lyndall Fowners Urwick Herbert Simon Peter F Drucker C K Prahalad Michael Porter

33. Lyndall Fowners Urwick   (1891 –1983 ) He was a British management consultant and business thinker He is recognised for integrating the ideas of earlier theorists like  Henri Fayol  into a comprehensive theory of management administration. book :   The Elements of Business Administration , published in 1943. With  Luther Gulick , he founded the academic journal  Administrative Science Quarterly .

34. Urwick’s Six Principles of Management

35. Hebert Simon Hebert Simon, a Noble Prize Winner in Economics Major contribution- Administrative b ehaviour and decision making He was an American economist, political scientist and cognitive psychologist, whose primary research interest was decision-making within organizations and is best known for the theories of "bounded rationality" and "satisficing "

36. Contributions: Administrative Man Organisational Communication 1.Intelligence activity 2. Design ability 3. Choice activity

37. Peter F Drucker was an Austrian-born American management consultant, educator, and author, whose writings contributed to the philosophical and practical foundations of the modern business  corporation He was also a leader in the development of management education, he invented the concept known as  management by objectives   (MBO ) and   self-control  and he has been described as "the founder of modern management"

38. Main contribution:

39. C K Prahalad (1941-2010) Coimbatore Krishnarao Prahalad    was the Paul and Ruth McCracken Distinguished University Professor of Corporate Strategy at University of Michigan Stephen M. Ross School of Business He was the co-author of "Core Competence of the Corporation (with  Gary Hamel) and " The Fortune at the Bottom of the Pyramid "(with  Stuart L. Hart), about the business opportunity in serving the Bottom of the Pyramid.

40. Michael Eugene Porter     He is an American academic known for his theories on economics, business strategy, and social causes . He is the Bishop William Lawrence University Professor at  Harvard Business School, and he was one of the founders of the consulting firm The Monitor Group (now part of Deloitte) and FSG, a social impact consultancy . Porter's five forces analysis, which is instrumental in business strategy development today.

41. Michael porter’s 5 forces

42. Thank you