In the Beginning

Evolution of Management

In the Beginning

1. The Origins of Management

1.1 Management Ideas and Practice Throughout History

1.2 Why We Need Managers Today

2. Scientific Management

2.1 Father of Scientific Manage-ment: Frederick Taylor

2.2 Motion Studies: Frank and Lillian Gilbreth

2.3 Charts: Henry Gantt

3. Bureaucratic and Administrative Management

3.1 Bureaucratic Management: Max Weber

3.2 Administrative Management: Henri Fayol

4. Human Relations Management

4.1 Constructive Conflict and Coordination: Mary Parker Follett

4.2 Hawthorne Studies: Elton Mayo

4.3 Cooperation and Accep-tance of Authority: Chester Barnard

5. Operations, Information, Systems, and Contingency Management

5.1 Operations Management

5.2 Information Management

5.3 Systems Management

5.4 Contingency Management

Key Terms

THE HISTORY OF MANAGEMENT

We begin by reviewing the origins of management ideas and practice throughout history and the historical changes that produced the need for managers. Next, you’ll learn about various schools of management thought, beginning with scien-tific management. You’ll learn about the key contributions to scientific manage-ment made by Frederick Taylor, Frank and Lillian Gilbreth, and Henry Gantt. Next, you’ll read about Max Weber and bureaucratic management and then about Henri Fayol and administrative management. Following that, you’ll learn about human relations management and the ideas of Mary Parker Follett (con-structive conflict and coordination), Elton Mayo (Hawthorne Studies), and Chester Barnard (cooperation and acceptance of authority). Finally, you’ll learn about the history of operations management, information management, systems management, and contingency management.

In the textbook, you learn that management is getting work done through others,
that strategic plans are overall plans that clarify how a company will serve cus-
tomers and position itself against competitors over the next two to five years, and
that just-in-time inventory is a system in which the parts needed to make some-
thing arrive from suppliers just as they are needed at each stage of production.
Today’s managers would undoubtedly view those ideas and many of the others
presented in the book as self-evident. For example, tell today’s managers to
“reward workers for improved production or performance,” “set specific goals to

increase motivation,” or “innovate to create and sustain a competitive advan-tage,” and they’ll respond, “Duh! Who doesn’t know that?” A mere 125 years ago, however, business ideas and practices were so different that today’s widely accepted management ideas would have been as “self-evident” as space travel, cell phones, and the Internet. In fact, 125 years ago, management wasn’t yet a field of study, and there were no management jobs and no management careers. Now, of course, managers and management are such an integral part of the busi-ness world that it’s hard to imagine organizations without them. So, if there were no managers 125 years ago, but you can’t walk down the hall today without bumping into one, where did management come from?

After reading the next section, you should be able to

1 explain the origins of management.

Дата добавления: 2014-12-17