Management Evolution Essay

The evolution of attention can be traced back to the start of the Industrial Revolution. Management and leadership abilities were non suasion of as learnable skills but derived from superstars heredity. There did not comprise the need for a theory of circumspection leaders were born, not make. (Montana & Charnov, 2008, p. 14). This teaching ignored the need for a written theory of watchfulness and focus on the give itself. As industrialization increased and spread, problems connect to the factory system began to appear. Large numbers of proles were needed to keep up with the fast economic expansion.M any(prenominal) of these engagementers were immigrant, unskilled, and non-English speaking. Managers did not know how to train these employees. This led to a scientific get hold of of attention and to what is today know as steering theory. Classical drill of Management The origin direction theory, Scientific Management, arose beca subroutine of a need to increase e xploiter strength and productivity. Emphasis of this glide path was pose on the best elan to get the around take in accomplished. commission was on examining the playact process and mystifying the skills of the bringforce.The classical domesticate owes its origins to some(prenominal) contributors including Frederick Taylor, Frank and Lillian Gilbreth, Henry Gantt, and Mary Parker Follet. Frederick Taylor is often referred to as the father of scientific management. He believed that presidencys should study and gain an understanding of work and develop precise procedures to complete it. Taylor believed that economic prosperity could only be achieved by maximal worker productivity, which in turn, would be the product of making workers to a greater extent(prenominal) than efficient (Montana & Charnov, 2008, p. 5).By analyzing every problem by means of scientific utterances, he felt there was only one best course of doing a cable. He believed managers should study eac h job and get word the minimum indispensable steps needed to complete it. Individuals step would be analyzed to de end pointine the most efficient way of performing it. Managers would and then total the period of each individual task to determine the optimum amount of epoch necessary to complete the entire task. Workers would then follow the precise operating instructions of management.If tasks were not completed in the optimal amount of granted up, workers were removed from the job. He believed this system gave managers power all over workers. Workers could no longer resist management demands. Managers possessed the knowledge and workers performed their detailed steps. Frank and Lillian Gilbreth were a husband and married woman team that studied job motions. The Gilbreths argon considered pioneers in making habituate of motion studies to improve worker efficiency (Montana & Charnov, 2008, p. 16).Frank analyzed worker actions to determine the best possible method of perform ing a given job. When he understood all the motions, he would seek to improve the efficiency of each action and reduce the number of motions need to accomplish the joba process called job simplification (Montana & Charnov, 2008, p. 16). Managers would then select, train, and develop workers with devised procedures. Lillian all-inclusive this theory into the home in an effort to determine the ideal way to complete household tasks. Henry Gantt developed the Gantt chart a work scheduling chart that measures planned and completed work along passim each stage of completion.The Gantt chart is a powerful planning and military rating tool used by managers. He believed inefficiency was a result of management unrealistic production standards. According to Gantt, work standards should be determined by scientific observation and measurement, and only then may realistic work standards be set (Montana & Charnov, 2008, p. 17). Gantt also believed that workers should be rewarded for good work th rough a gift system. He felt that workers would be more nut-bearing and achieve higher levels of production if there was an incentive. To motivate workers to go beyond the daily production quotas, he pioneered the use of a production bonus (Montana & Charnov, 2008, p. 18).Gantt also pore on the splendor of quality leadership and management skills and their relationship to building effective industrial organizations. Mary Parker Follet is often referred to as the mother of conflict re closure. Her re reckon and writings pointed to a cooperative uprise to problem solving that advocated compromise (Montana & Charnov, 2008, p. 17). Follet focused on the importance of establishing and developing common goals within the workplace.She believed workers should be allowed to participate in the close making process. She believed workers could and would comply and follow managements logical requests without organism given too many orders workers should not be micromanaged. The classica l approach to management theory had asserted that the key to worker efficiency and organizational productivity was efficient job design, use of appropriate incentives, and effective managerial functioning (Montana & Charnov, 2008, p. 23).This approach emphasized the work elements and eliminated the human dimensions. Behavioral School of Management The behavioural approach stresses that effective management will grapple from an understanding of the worker (Montana & Charnov, 2008, p. 23). Emphasis of this approach is base on the persuasion that every human being has social and physiological inevitably which touch on performance and motivation. Focus was on improving the self-esteem and self-confidence of the workforce. Contributors to the behavioral school include Elton mayo, Chester Barnard, and Douglas McGregor. Elton Mayo was the founder of the human relations movement. Mayo concluded that factors other than the physical aspects of work had the power of improving productio n.These factors related to the interrelationships mingled with workers and individual psychology (Montana & Charnov, 2008, p. 25). Mayo believed that if workers were treated with respect and their needs were being met, they would be more productive and their work would be more efficient therefore both the employee and management would benefit. Mayo is cognize for his work conducted at the Western Electric Company in Chicago known as the Hawthorne Experiments. He was able to prove that the relationship that employees have with management directly affects productivity.He concluded that management needed to be more directly involved with employees. Chester Barnard developed the acceptance theory of management, which focuses managerial authority. He believed that employees themselves determined if managerial order is legitimate and acceptable. He felt that in order for employees to accept that managers have legitimate authority to act, they mustiness first understand the intercourse they receive from management. Employees must also feel that the communication that is received is consistent with the organizations purpose.Bernard believed that managers needed to share a common purpose and express a willingness to cooperate with the employees. Douglas McGregor, in distinguishing between the pessimistic possibleness X view of employees and the optimistic scheme Y, had a dramatic impact on management theory and practice (Montana & Charnov, 2008, p. 27). Theory X which characterized the views of Taylor is based on the assumption that the average human being dislikes work and that because of this dislike they must be threatened and controlled before they will work.Theory X also assumes that the average person desires security and prefers being directed. Average people dislike responsibility and have little ambition. Theory Y which characterized the views of Mayo is based on the assumption that if a job is satisfying and the working conditions are good, then the wor ker will be committed to the organization. Theory Y also assumes that if the average worker is committed, then they will not only accept, but seek responsibility. McGregor believed that managers should operate with the view that workers will contribute more to an organization if they feel valued and are treated responsibly.The behavioral approach to management theory focused on the workforce and their needs the human element of the organization. This approach emphasized work as a group activity and aimed at increasing work productivity through collaboration. return Operations Management ( pom) Approach The Production Operation Management Approach to management was developed in solution to increasingly difficult operational problems and a rapidly changing environment. The concepts of the POM Approach were based on the belief that the scientific method was the solution to problem solving.Herbert Simon was a major contributor to the POM Approach. Herbert Simon is best known for his research in decision-making and information processing but also made contributions to cognitive psychology, computer science, public administration, philosophy of science, and artificial intelligence (Montana & Charnov, 2008, p. 29). Simon coined the term satisficing which was based on the belief that executives rarely had access to perfect information. They were more apt to accept data acquired early in a search and seek solutions or accept choices that are deemed good enough for their purposes.He believed that seeking the maximal solution or result expended resources. Production trading operations management stresses a systems approach that views the total operating system and analyzes a problem within that system. The problem is seen to exist as it relates to the total system, and any proposed solution is valued as it relates to the equivalent system (Montana & Charnov, 2008, p. 30). The POM approach focused more on production and less on the human factor. misadventure Approac h The contingency approach to management is the most recent school of thought about management.It combines the ideas of the other three approaches and states that there is no one universal set of management principles or one best way by which to manage an organization. This approach is based on the belief that to effective, planning, organizing, booster cable and controlling must be contingent on the circumstances in which an organization operates. Different problems require different solutions. This approach arose out of the observation that the three earlier approaches to managementthe classical, the behavioral, and productions operations researchdid not eternally lead to an acceptable solution (Montana & Charnov, 2008, p. 1). The contingency approach applies to all areas of management, not just organizing and leading. This approach takes into consideration both the internal and external environments of the organization. completion The foundations of the various approaches to s chools of management theory are found in a variety of disciplines, including economics, psychology, sociology, mathematics, philosophy, and industrial engineering.But management theory, even though it makes use of other scholarly areas and the observations of the practicing manager, has emerged as a separate area of study since the 1940s (Montana & Charnov, 2008, p. 4). The thoughts and ideas of the classical school have been analyzed and developed over the years however the basic concepts are still in practice today. Relation to Work Environment I believe that the contingency approach to management is the most effective. The classical, the behavioral, and productions operations research approaches all are based on a universal approach, one best way, of management that applies the same techniques to every organization. As a manager I have deal to realize that not all people and every situation should be handled identically.I believe managerial decisions and actions are contingent u pon a given situation. Managerial styles and techniques must vary according to the circumstances of the situation. To be effective, managers must determine which factors are relevant in what situation. I believe the most important aspect of the contingency theory is that it accounts for the human factor. As the eat Services Director at Miles Community College, I am required to make daily decisions concerning both my department and the organization as a whole.I believe that to be an effective manager it is necessary to evaluate each and every situation to come up with the appropriate decisions and actions. I understand that each and every situation is unique and requires a situational analysis. I also believe that every decision I make affects the organization therefore my decisions are based on the goals and values of the organization as a whole. I believe that the contingency theory best fits my management style.