Evolution of Management Thought

Sumerians and Egyptians (c. 3000 B.C.)

Early civilizations demonstrated planning, organizing, coordination, and control in

governing communities and completing massive projects such as temples, irrigation systems, and the Egyptian pyramids.

Ancient China

Large-scale projects and government administration demonstrated sophisticated organization, coordination, division of labor, and supervision. The Great Wall is a prominent example of

managing enormous human and material resources.

China (c. 1100 B.C.)

Early Chinese administrative practices reflected functions comparable to modern planning, organizing, leading, and controlling (POLC).

Ancient Greece (c. 400–350 B.C.)

Greek thinkers recognized management as a distinct activity and contributed ideas concerning

specialization, division of labor, and systematic approaches to work.

Roman Empire

Rome demonstrated decentralization and delegation of authority in governing its extensive territories, illustrating the importance of organizational structure in managing large institutions.

Ancient (c. 3000 B.C.–A.D. 500)

• Sumerians and Egyptians (c. 3000 B.C.)

• Ancient China

• China (c. 1100 B.C.)

• Ancient Greece (c. 400–350 B.C.)

• Roman Empire

Middles Ages/Medieval (c. A.D. 500–1500)

• Roman Catholic Church

• Feudal System (Europe)

• Military Organizations

• Medieval Production

• Venice (particularly the Venetian Arsenal)

• Labor Systems

Roman Catholic Church

The development of a clear hierarchy of authority and

defined organizational roles provides a long-standing example of organizational structure and continuity.

Feudal System (Europe)

Work and economic relationships were organized through a hierarchical system of lords, vassals, and laborers, demonstrating early forms of authority, responsibility, and resource allocation.

Military Organizations

Ancient and medieval armies required hierarchy, discipline, specialization, coordination, command, and control, principles that later influenced formal organizational structures.

Medieval Production

Economic activities increasingly involved specialized labor, workshops, inventory control, warehousing, and standardized production, anticipating some later operations-management practices.

Venice (particularly the Venetian Arsenal)

Venice became an important commercial and manufacturing center. Its shipbuilding operations demonstrated sophisticated production planning, standardized components, specialized labor, inventory management, and assembly-like production methods.

Labor Systems

Much ancient economic activity depended on enslaved and other forms of coerced labor. While historically important to understanding how labor was organized, these systems should be distinguished from modern principles of human-resource management.

Common principles and practices shaped the concept of management during ancient and medieval times

• Management evolved from the need to coordinate people, resources,

  and activities to achieve common goals. Ancient civilizations

  demonstrated early practices of planning, organizing, leading,

  controlling, specialization, and decentralization, while medieval

  societies strengthened hierarchy, division of labor, authority,

  communication, and resource management. Together, these practices

  provided important foundations for the development of modern

  management.

• Across various civilizations, management was essential for the successful

  execution of large-scale projects, maintaining social order, and ensuring the

  efficient use of resources.

Early Modern & Pre-Scientific (c. 1500 - 1880s)

• The Advent of Industrial Revolution (18th Century)

• Charles Babbage (London, UK: 1729-1871)

• James Watt Junior (Scotland, UK: 1769-1848)

• Mathew Boulton (Warwickshire, England: 1728-1809)

• Other contributors

• Industrial Revolution

The Advent of the Industrial Revolution (18th Century)

The rise of efficient manufacturing and production processes and tools in Great Britain, Europe and USA. The dominion of machine utilization in the industry contributing to the growth of the world economy. These economic developments give rise to fresh perspective of management ideas.

Charles Babbage (London, UK: 1729-1871)

He is a professor of sciencenand mathematics who believed the applicability of these subjects in the realm of business due to their precision and accuracy.

James Watt Junior (Scotland, UK: 1769-1848)

As an engineer, his engineering methods and inventions have huge contributions in the management and industry: watts (W) as a unit power.

Mathew Boulton (Warwickshire, England: 1728-1809)

A manufacturer, engineer and businessman, who collaborated with Watt and worked on the steam-engine factory employing management techniques in the context of engineering.

Other contributors

• Robert Owens - on human relations and cooperative movement

• Henry Towne - on scientific management and economics;

• Seebohm Rowntree - on labor welfare and poverty.

Common principles and practices shaped the

concept of management during early modern and

pre-scientific times

• Management evolved alongside the expansion of trade, commerce,

  banking, accounting, and industrialization. The Industrial

  Revolution introduced factories, mechanization, division of labor,

  and larger organizations, creating greater demands for planning,

  coordination, supervision, and control.

• Although management

  remained largely based on experience and trial and error, these

  developments created the need for more systematic approaches

  to managing people and resources, paving the way for scientific

  and classical management theories.

Scientific or Classical Management Period (c. 1880s–1930s)

• Scientific Management

• Administrative Management

• Bureaucratic Theory of Management

Scientific Management

A further development of the management thought focusing on economic efficiency and productivity in the 18th century. The period when the foundation of management took place when traditional management concepts were questioned and the new movement—scientific management—was founded by Fredrick Taylor.

Administrative Management

The theory believes in the functions of management, fourteen (14) principles and view of management relative to the organizational efficiency and effectiveness coined by Henri Fayol, a French mining engineer.

Bureaucratic Theory of Management

This is rigid and highly formalized development of the administrative management. In theory, Bureaucratic Model features the strict adherence to processes, hierarchy, rules, regulations, guidelines, structures, task specification and labor division in the organization popularized by Max Weber.

Fredrick Winslow Taylor, ME, Sc.D. (TAYLORISM)

• Born in 1856 and died in 1915 in Philadelphia, USA.

  • Licensed Mechanical Engineer, Masters in Engineering, obtained an academic

  doctorate degree in Science (Sc.D.)

  • An American inventor and engineer heavily influenced by the industrial

  engineering and production management called industrial revolution.

  • Past president of the American Society of Mechanical Engineers

  • Coined the philosophical doctrine called Taylorism which is a system industrial

  management.

  • Relevant experience: an apprentice of commerce, patternmaking and machinery

  at Enterprise Hydraulic Works executing the progressive roles of being laborer,

  shop clerk, machinist, foreman, maintenance and chief engineer.

  • Management Science: At 25, he became passionate about time-and-motion

  study assessing the efficiency of tasks and actions performed in a limited time

  allotment. Later, this concept has been widely practiced in the US in 20th

  century measuring industrial performance and improving work methodology.

  • Key words: efficiency, productivity, time-and-motion, industrial revolution

Fredrick Winslow Taylor, ME, Sc.D. (TAYLORISM)

• • Published Works: The Principles of Scientific Management (1909)

  • A written response to President Roosevelt address at the Whitehouse on “The

  Conservation of our National Resources as Only Preliminary to the Larger

  Question of National Efficiency” but was supposed to be a paper presentation

  to the American Society of Mechanical Engineers

  • Key points: conservation of material resources, increasing national efficiency

  • Past Prevailing Idea: “Captains of industry are born, not made”

  • Get the right man, methods will be in place

  • Revolutionary Idea: In the past, “man has been first, but in the

  future system must be first.”

  • Other specific intentions on the written paper of Taylor:

  • The country will suffer great loss through inefficiency

  • Systematic Management as the only remedy for inefficiency

  • The best management is a true science objectively advocating defined

  laws, rules and principles.

  • Fundamental principle of scientific management is all-encompassing and

  comprehensive applicable to social activities, home and family

  management, business management, church and nonprofit or

  philanthropic organizations, schools and universities and governments.

Henry Lawrence Gantt, M.E (1861-1819) (TAYLORISM)

• A son of wealthy farmers in Maryland in1860s.

• Finished master’s degree in engineering major in Mechanical Engineering from

Stevens Institute of Technology, a teacher/superintendent, a

draughtsman/draftsman, management consultant, and a mechanical engineer.

• Was a Chief Engineer Assistant of Frederick Taylor at Midvale Steel Company

(Philadelphia)

• Later became a loyal disciple of Taylor and developed further Taylorism or the

Scientific School of Management

• Published works:

▪ Work, Wages and Profits

▪ Industrial Leadership

▪ Organizing for Work

▪ Training Workmen in Habits of Industry and Cooperation

• Has four (4) major notable contributions in the philosophy of management:

▪ Task-and-bonus system

➢ A further enhancement of Taylor’s piece-rate system in 1901 is Gantt’s

task-and-bonus system.

➢ Idea: additional daily performance bonus is given for every completed task

of the day; full pay even for an unfinished task of the day.

➢ Aim for productivity and higher efficiency by ensuring higher employee

morale. Earning extra pay on top of minimum pay for being productive on

that day.

Harrington Emerson (TAYLORISM)

• Emerson (1853-1931) on the observation of efficiency by the management called “efficiency engineering."

• The gospel of efficiency: “efficiency means that the right thing is done in the right manner, by the right man, at the right place, at the right time."

Henri Fayol (1841-1925) (FAYOLISM)

• A French mining/metallurgical and military engineer, born from a wealthy family in Constantinople, France.

• Published works:

• General and Industrial Management (originally in French, “Administration Industrielle et Générale”)

• In this book, he demonstrated the five (5) functions of management and fourteen (14) principles popularly

understood as Fayolism.

• Fayolism is a modern philosophical doctrine of management that gives heavy emphasis on the organization itself especially on the managerial functions relatively contributing to the organization’s overall effectiveness and efficiency. It encapsulates the concepts on management functions and principles of business management too.

Henri Fayol (1841-1925) (FAYOLISM)

• Core Functions of Management (PLOC)

• Planning

• Commanding

(Directing/Leading)

• Organizing

• Controlling

• Administrative Management provides the overall framework for managing an organization by applying principles that bring order, discipline, efficiency, and unity of purpose.

• Good administration is the foundation of a successful

organization.

Fayol’s 14 Principles of Management

1. Division of Work

2. Authority and Responsibility

3. Unity of Command

4. Line of Authority

5. Centralization

6. Unity of Direction

7. Equity

8. Order

9. Initiative

10. Discipline

11. Remuneration of Personnel

12. Stability of Tenure

13. General Interest over Individual Interest

14. Esprit de Corps

James D Mooney and Alan Campbell Reiley (FAYOLISM)

Published Works:

• Onward Industry (1931) and The Principles of Organization by J.D Mooney

• Mooney sees the application of the administrative management theory in the national and international

arena.

The Gilbreths (Frank & Lillian Gilbreth) (TAYLORISM)

• Frank Gilbreth (1867-1924) and Lilian Gilbreth (1878-1972) are couple whostrongly agreed with Taylor’s scientific management theory or Taylorism.

• Frank Gilbreth is an American engineer who collaborated with his partner focusing on the motions and actions of workers toward effecting efficiency.

• Lillian Moller Gilbreth is an American Psychologist, engineer, consultant, researcher, holding bachelor and master’s degree in literature and doctorate in psychology, helped refined the scientific management by concentrating on the time-and-motion study of Taylorism.

• The Gilbreths published their collaborative study called Motion Study in 1911 emphasizing on the number of motions acted and the time spent in performing in particular job.

• Their concepts of industrial management and scientific management is not solely dedicated to the pure science approach, but also encapsulates the human factors such as incentive wage plan.

Luther Gulick and Lyndal Urwick (FAYOLISM)

• See the application of administrative management theory in the areas of private and public service.

• Urwick massively have written about the comprehensive theory ofmanagement and administration specifically on the concept of theprinciple of authority.

• Gulick gives importance on the concept of unity of command wherein each subordinate is expected to adhere to one direct supervisor to ensure alignment, efficiency and clear directives.

WEBERIAN BUREAUCRATIC MODEL

• Maximilian Karl Emil Weber was a German sociologist, social theorist, professor, historian, and political economist, finished various degrees in law, history, philosophy and economics.

• Published Works:

• The Protestant Ethic and the Spirit of Capitalism (1905)

• Economy and Society (1922)

• Rationalization Thesis

• Bureaucratic Organizations is a classical management theorythat employs a systematic approach in the organization. That is, the model highlights the impersonal, and rational approach with the provision of well-defined authority, formality and separation of management and ownership. (Daft, 2010)

WEBERIAN BUREAUCRATIC MODEL

• Under this theory, he further argues the role of rational authority in leading an organization due to the favorable outcome brought but sustainability that can be acquired given that the structure is more on the competence and technical capabilities. It heavily relies therefore on written rules, regulations and policies fostering continuity of the organization in due course.

Characteristics of Weberian Bureaucracy

▪ That the ideal bureaucracy model must include:

✓ Division of labor, with clear definitions of authority andresponsibility

✓ Positions organized in a hierarchy of authority

✓ Managers subject to rules that will ensure reliable, predictable behavior

✓ Management separate from the ownership of the organization

✓ Administrative acts and decisions recorded in writing

✓ Personnel selected and promoted based on technical qualifications

MODERN MANAGEMENT (c. 1930s-1980s)

• Humanistic & Behavioral Approaches

• Human Relations/Neo-classical to Contingency Approaches

Humanistic & Behavioral Approaches

• Elton Mayo’s Hawthorne Studies demonstrated that employee productivity is influenced not only by physical working conditions and financial incentives, but also by social and psychological factors in the workplace.

• Significance to Management: The Hawthorne Studies helped shift management thinking from the classical emphasis on tasks, efficiency, structure, and rules toward greater attention to people, relationships, motivation, and organizational behavior.

Humanistic & Behavioral Approaches

The studies highlighted several important ideas:

• Social relationships matter: Employees are influenced by their relationships and interactions with coworkers.

• Group dynamics affect performance: Informal groups develop their own norms and expectations that can influence individual productivity.

• Attention and recognition matter: Employees may respond positively when they feel that management is interested in their work and well-being.

• Communication is important: Opportunities to communicate and express concerns can improve employee attitudes and workplace relationships.

• Leadership affects behavior: Supportive supervision can contribute to employee motivation, satisfaction, and performance.

• Employees are social beings: Workers should not be viewed merely as economic resources motivated only by wages and incentives.

Human Relations/Neo-classical to Contingency Approaches

• Human Relations/Neo-Classical: Hawthorne Studies, Elton Mayo, motivation and informal groups;

• Behavioral Science: leadership, motivation, organizational behavior;

Classical Management: How can we structure work to maximize efficiency?

↓

Human Relations Approach: How do people, groups, relationships, and workplace conditions influence performance?

Human Relations/Neo-classical to Contingency Approaches

This contributed to the development of Human Resource Management (HRM) and Organizational Behavior (OB), particularly in areas such as employee motivation, leadership, teamwork, communication, engagement, and job satisfaction.

Human Relations/Neo-classical to Contingency Approaches

• Quantitative/Management Science

• Systems and Contingency Approaches

• Systems Approach

• Contingency Approach

Quantitative/Management Science

operations research and decision models

Systems and Contingency Approaches

organizations as interconnected systems and management according to situational conditions

Systems Approach

A systemized approach to every interdependent and interrelated segments producing one result. It has two (2) basic types: open system and the closed systems.

Contingency Approach

It is commonly referred as the situational approach in which the model believes in different situations called contingency variables calling for different management applications.