Management Approaches
Table of Contents
Management: 2
Classical Approaches: 3
Scientific Management: 3
Human Relations: 3
Maslow Pyramid of Needs: 3
Bureaucracy: 3
Administrative Management: 4
Fayol’s Business Activities: 4
Contemporary Approaches 5
Quantitative Management: 5
Organisational Behaviour: 5
Systems Theory: 5
Contingency Theory: 6
Total Quality Management: 6
Organisational Culture: 7
B. 8
A.
Management:
“Management” (from Old French ménagement “the art of conducting, directing”, from Latin manu agere “to lead by the hand”) characterises the process of leading and directing all or part of an organization, often a business, through the deployment and manipulation of resources (human, financial, material, intellectual or intangible). …
Henri Fayol, analysed the process of management as “to forecast and plan, to organise, to command, to co-ordinate and to control.
In his comprehensive book ‘The Evolution of Management Thought’ Daniel A Wren writes:
“Within the practices of the past there are lessons of history for tomorrow in a continuous stream. We occupy but one point in this stream. The purpose... is to present…the past as a prologue to the future."
Classical Approaches:
Scientific Management:
F.W Taylor was the pioneer of this thought. Scientific management is the concept that by measuring the costs and efficiency of particularly production you can make decisions from the data that rearranges, reallocates, rearranges and so forth the units of production so that output is at the maximum size and operations for the lowest unit production cost in the long run. “The Principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee” (Taylor, 1947)
Human Relations:
The use of social relationship between workers as the prime motivator. Mayo found that it was fundamental to understand the human factor in a work situation. The need to understand the existence
Management: 2
Classical Approaches: 3
Scientific Management: 3
Human Relations: 3
Maslow Pyramid of Needs: 3
Bureaucracy: 3
Administrative Management: 4
Fayol’s Business Activities: 4
Contemporary Approaches 5
Quantitative Management: 5
Organisational Behaviour: 5
Systems Theory: 5
Contingency Theory: 6
Total Quality Management: 6
Organisational Culture: 7
B. 8
A.
Management:
“Management” (from Old French ménagement “the art of conducting, directing”, from Latin manu agere “to lead by the hand”) characterises the process of leading and directing all or part of an organization, often a business, through the deployment and manipulation of resources (human, financial, material, intellectual or intangible). …
Henri Fayol, analysed the process of management as “to forecast and plan, to organise, to command, to co-ordinate and to control.
In his comprehensive book ‘The Evolution of Management Thought’ Daniel A Wren writes:
“Within the practices of the past there are lessons of history for tomorrow in a continuous stream. We occupy but one point in this stream. The purpose... is to present…the past as a prologue to the future."
Classical Approaches:
Scientific Management:
F.W Taylor was the pioneer of this thought. Scientific management is the concept that by measuring the costs and efficiency of particularly production you can make decisions from the data that rearranges, reallocates, rearranges and so forth the units of production so that output is at the maximum size and operations for the lowest unit production cost in the long run. “The Principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for each employee” (Taylor, 1947)
Human Relations:
The use of social relationship between workers as the prime motivator. Mayo found that it was fundamental to understand the human factor in a work situation. The need to understand the existence