presentation-uFML4fCimAYQQwNQQQaW.pptx.pdf

Great — here is a comprehensive, slide-by-slide lecture on sustainability Conventions and Global Frameworks Ratified by Pakistan.”

1. Introduction to
Management Thought
Saira Younis

2. Introduction to Management Thought
Why Understanding the Past Matters
The importance of history
Knowing the past helps us understand how today's management systems
developed and why they work the way they do.
What is management thought?
It includes formal systems and general ideas about managing people, tasks,
and goals.
Why it matters
Management ideas reflect the society and time they come from. They grow
and change with new challenges.
Long roots of management
People have thought about leadership and organization since ancient times
—from China and Greece to medieval Europe.

3. What is Management Thought?
Two Ways to Understand the Idea
Formal management systems: These are
organized sets of ideas and rules about how to
manage, like Taylor’s scientific management.
General ideas about management: This includes
broader thinking—like beliefs about leadership,
people, tasks, and purpose.
Not always a full theory: Some ideas are helpful
even if they aren’t complete systems. They can
still guide practice.
Blurred boundaries: It’s often hard to draw a line
between formal theory and general ideas. Both
shape how we manage today.

4. Why Study the History of Management Thought?
Past Ideas Help Explain Today
It gives context: History shows us where today’s
ideas came from and helps us see how they
changed over time.
Ideas build on each other: New theories are
shaped by older ones. Management thought
evolves like a chain.
Old ideas still matter: Concepts from thinkers like
Confucius, Plato, or Machiavelli still influence
modern business.
Lessons from the past: Looking back helps us
avoid repeating mistakes and shows what works in
different times.

5. Early Thinkers in Management
Big Ideas from Long Ago
Confucius: Focused on harmony, duty, and ethical
leadership—ideas still relevant in East Asian
management today.
Plato: Discussed justice, order, and the ideal
leader. His thoughts shaped Western views on
authority.
Ibn Khaldun: Explored leadership, social
organization, and economic life in his book
Muqaddimah.
Other roots: Ideas about management appear in
many cultures—India, Egypt, Mesopotamia, and
more.

6. The Industrial Revolution
Why Better Management Was Needed
Rapid growth of factories: New machines and
production methods created large, complex
workplaces that needed strong coordination.
New kinds of workers: Factories brought together
many people with different skills and roles,
requiring better organization.
Old methods no longer worked: Traditional, small-
scale ways of managing were not enough for big
industrial operations.
A new need for planning: Owners and supervisors
began searching for systems to boost efficiency
and control.

7. Frederick Taylor & Scientific Management
The Birth of Modern Management Theory
Taylor’s big idea: Taylor wanted to make work
more efficient by studying tasks and finding the
‘one best way’ to do them.
Time and motion studies: He measured how long
tasks took and used this data to redesign jobs for
speed and accuracy.
Divide planning and doing: Workers would follow
exact plans made by managers—this created clear
roles.
Big impact on factories: Many factories adopted
Taylor’s methods to raise productivity and lower
waste.

8. Criticisms of Scientific Management
Why Taylor’s Ideas Faced Pushback
Too focused on efficiency
Critics said Taylor cared more about speed and output than about
people and their needs.
Workers became machines
His methods made work repetitive and boring, reducing worker
satisfaction and creativity.
Ignored teamwork
Taylor's system treated workers as individuals, not as teams or groups
that learn together.
Not always flexible
His ‘one best way’ idea didn’t work well in all industries or fast-changing
environments.

9. Gilbreths, Gantt, and Early Contributors
Building on and Expanding Taylor’s Ideas
Frank and Lillian Gilbreth
Focused on reducing wasted motion and improving worker well-being.
Introduced the ‘therblig’ system.
Henry Gantt
Created the Gantt chart—a visual tool to plan and track projects, still
widely used today.
More human focus
These thinkers cared more about how people felt at work and how to
support them better.
Better planning and control
They brought tools and ideas that helped managers organize work more
clearly and fairly.

10. Administrative and Classical Management
Henri Fayol & Max Weber’s Key Ideas
Henri Fayol’s 14 principles
Fayol offered clear advice for managers—like unity of command, division
of work, and centralization.
Focus on structure
He saw management as a process of planning, organizing, leading, and
controlling.
Max Weber and bureaucracy
Weber believed in rules, roles, and hierarchy to create fair and efficient
organizations.
Clear roles and order
Both thinkers helped create more organized workplaces where tasks
and authority were defined.

11. The Human Relations Movement
Why People Matter in Management
Hawthorne Studies: Experiments showed that
workers perform better when they feel noticed
and valued.
Elton Mayo’s role: He led the Hawthorne studies
and argued that social needs and teamwork affect
performance.
Shift from machines to humans: This movement
viewed workers as people with emotions—not just
tools for output.
Focus on motivation and morale: Good
relationships, communication, and support
became key parts of managing.

12. Systems & Contingency Approaches
One Size Doesn’t Fit All
Organizations as systems
Systems theory sees a business as a set of parts working together—
each part affects the others.
Environment matters
Contingency theory says there’s no one right way to manage—what
works depends on the situation.
Adapting to change
Successful managers adjust their style and structure to fit new
problems or goals.
Fit between strategy and structure
Good results come when a company’s way of working matches its
environment and tasks.

13. Modern Management Trends
From Total Quality to Agile
Total Quality Management (TQM)
Focuses on continuous improvement, customer satisfaction, and involving
all employees in quality.
Lean Thinking
Aims to remove waste, speed up processes, and deliver more value using
fewer resources.
Agile Management
Encourages flexibility, team collaboration, and fast response to change—
especially in tech.
Learning Organizations
Companies that adapt and grow by encouraging knowledge sharing and
innovation.

14. Lessons from History
Continuity, Influence, and Reinvention
Old ideas still shape today
Modern management draws from thinkers like Confucius, Plato,
Machiavelli, and Adam Smith.
Chains of influence
Each generation builds on past thinkers—creating an invisible link
between old and new ideas.
Repackaging the classics
Many ‘new’ management trends are old concepts, updated for today’s
world.
Balance of change and tradition
Knowing what to keep and what to change helps managers avoid
mistakes and stay effective.

15. Challenge and Response
Why New Management Ideas Emerge
Driven by real problems
New theories appear when old ones can’t handle new challenges—like
big factories or global markets.
Examples from history
Scientific management answered problems from the Industrial
Revolution; agile grew from software needs.
Social and political change
Ideas like participation and democracy shaped how we think about
leadership and work.
Business is never static
As technology, culture, and goals change, management ideas must
evolve too.

16. Final Reflections
Why History Still Matters Today
Helps avoid repeating mistakes: Knowing past
failures and successes gives managers better
judgment for current decisions.
Connects past with present: History explains how
today’s methods evolved and why they still work—
or don’t.
Inspires better thinking: Studying past ideas
encourages creativity and deeper insight into
today’s challenges.
Reminds us of what matters: Leadership, purpose,
ethics, and human needs have always been at the
heart of good management.

17. Thank you!