History of Management (Video)

Vocabulary flashcards covering key concepts from the lecture notes on the history of management, classical theories, and contemporary approaches.

Management Functions

Planning, organizing, leading, and controlling—the core activities guiding organizational work.

Early Management (Ancient Practice)

Organized endeavors directed by people responsible for planning, organizing, leading, and controlling activities in ancient times.

Pyramids (3000-2500 BCE)

Ancient large-scale projects requiring planning, organizing, leading, and controlling thousands of workers.

Venetian Arsenal (1400s)

Early use of warehouse/inventory systems, labor management, and accounting—precursors to modern management.

Adam Smith (1776)

Advocated division of labor; argued that job specialization increases productivity.

Division of Labor / Job Specialization

Breaking work into narrow, repetitive tasks to boost productivity; has potential drawbacks.

Industrial Revolution

Birth of the modern corporation; large factories necessitated forecasting, material management, task assignment, and overall management.

Frederick W. Taylor

Author of Principles of Scientific Management (1911); regarded as the father of scientific management.

Frank and Lillian Gilbreth

Early proponents of time-and-motion studies; contributors to scientific management.

Henry Gantt

Developed scheduling charts; foundational to modern project management.

Henri Fayol

Proponent of general administrative theory; identified five management functions and 14 principles.

Max Weber

Bureaucracy; described a rational organizational form ideal for large organizations.

Fayol's Five Management Functions

Planning, Organizing, Command, Coordinating, Controlling.

Division of Work (Fayol)

Division of labor; specialization increases output and efficiency.

Authority

Managers must be able to give orders; authority comes with responsibility.

Discipline

Employees must obey rules; effective leadership and penalties for infractions are important.

Unity of Command

Each employee should receive orders from only one superior.

Unity of Direction

Activities with the same objective should be directed by one manager using one plan.

Subordination of Individual Interests to General Interest

Individual interests should not take precedence over the organization's interests.

Remuneration

Workers must be paid a fair wage for their services.

Centralization

Balance between centralized and decentralized decision making; find the optimum degree for each situation.

Scalar Chain

Line of authority from top management to the lowest ranks; communications should follow this chain, with cross-communications allowed when agreed.

Order

People and materials should be in the right place at the right time.

Equity

Managers should be fair and kind to subordinates.

Stability of Tenure of Personnel

High turnover is inefficient; promote orderly personnel planning and available replacements.

Initiative

Employees allowed to originate and carry out plans will exert high levels of effort.

Esprit de Corps

Promoting team spirit builds harmony and unity within the organization.

Quantitative Approach

Uses statistics, optimization models, information models, computer simulations, and other quantitative techniques to aid management.

Behavioral Approach

Focuses on workers' actions; aims to motivate and lead to achieve high performance.

Contemporary Approaches

Starting in the 1960s, researchers began examining the external environment beyond the organization.