History of Management Timeline

History of Management Timeline

Chris Argyris

Edward Deming

Joseph Juran

Max Weber

Fredrick W. Taylor

1957

Believes that managers that treat people with positively and with respect will produce better workers which in turn improves efficiency. His advice was to expand job responsibilities, allow more task variety , and adjust supervisory styles to allow more participation and promote better human relations.

1986

14 Keys to Management

1. Create constancy of purpose toward improvement of product and service

2. Adopt the new philosophy. We are in a new economic age.

3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.

4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of loyalty and trust.

5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.

6. Institute training on the job.

7. Institute leadership (see Point 12 and Ch. 8). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.

8. Drive out fear, so that everyone may work effectively for the company (see Ch. 3).

9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.

10. Eliminate slogans, exhortation.

11. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.

12. Remove barriers that rob people in management and in engineering of their right to pride of workmanship.

13. Institute a vigorous program of education and self-improvement.

14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.

1920

The key steps in Juran's theory on quality are quality planning, quality control and quality improvement. Quality postulates that top-level management must be sincere in its efforts to commit to quality or else all efforts as such would not work. In order to put his method into action you create measures of quality and organize to meet those measures consistently.

1904

A contemporary of Mary Parker Follett.

Bureaucratic Model (Legal-Rational Model)

• Specialized roles
• Recruitment based on merit
• Uniform principles of placement, promotion & transfer in an administrative system
• Careerism with systematic salary structure
• Hierarchy, responsibility and accountability
• Subjection of official conduct to strict rules of discipline and control
• Supremacy of abstract rules
• Impersonal authority
• Political neutrality

1890

Scientific Management

Taylorism

Taylor was focused on reducing process time. Creator of Taylorism, in which workers were less relevant than profit. Taylor was concerned with reducing process time and worked with factory managers on scientific time studies. At its most basic level, time studies involve breaking down each job into component parts, timing each element, and rearranging the parts into the most efficient method of working.

Studies ended due to the Great Depression

Peter Senge

1990

Senge’s vision of a learning organization as a group of people who are continually enhancing their capabilities to create what they want to create has been deeply influential. While all people have the capacity to learn, the structures in which they have to function are often not conducive to reflection and engagement.

Five key aspects he provides are: Systems thinking, Personal mastery, Mental models, Building shared vision, and Team learning.

1950

1960

1920

1930

1940

1900

1910

1890

1970

1990

1980

2000

John Gardner

Abraham Maslow

Elton Mayo

The Gilbreths

Douglas McGregor

Henri Fayol

William Ouchi

Mary Parker Follett

1905

Created the Motion Study

This study analyzed work motions by filming workers and emphasized areas for efficiency improvement by reducing motion. Time and motion studies are used together to achieve rational and reasonable results and find the best practice for implementing new work methods. Their approach as more concerned with workers' welfare compared to Taylorism.

Studies ended due to the Great Depression

1981

Theory Z

Includes such things as long-term employment, slower promotions, and a high emphasis on teamwork. Other focuses are career planning and development. He focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job.

1989

Leadership Concept

A leader will, at times, be able to control, to some extent, the variables with which he or she is confronted. Leadership development is an ongoing and dynamic process that involves the leaders, their followers and rest of society. For leaders to be effective, they depend upon dedicated followers who share a common interest in the existence of the group.

1933

His ideas on group relations were advanced in his 1933 book The Human Problems of an Industrialized Civilization.

He suggested that motivation at work was promoted by such factors as:

• Greater communication
• Good teamwork
• Showing interest in others
• Involving others in decision making
• Ensuring the wellbeing of others
• Ensuring work is interesting and non-repetitive.

He suggested that boredom and repetitiveness of tasks led to reduced motivation. He believed that motivation was improved through making employees feel important

1943

Classical Approach

Hierarchy of Human Needs

Self-Actualization Needs

• Creativity, morality, problem solving

Esteem Needs

• Self esteem, confidence,achievement, respect for others

Social Needs

• Need for love,affection,sense of belonging

Safety Needs

• Need for security, protection, and stability in the events of day-to-day life

Physiological Needs

• Most basic of all human needs: need for biological maintenance, food, water, physical well-being

He participated in WW2 which took him away from his studies

1960

Theory Y & X

A contemporary of Abraham Maslow

Theory Y

Assumptions in which the manager believes people are willing to work, are capable of self-control, are willing to accept responsibility, are imaginative and creative

Theory X

Assumptions approach their jobs believing that those who work for them generally dislike work, lack ambition, are irresponsible, are resistant to change, and prefer to be led rather than to lead.

1916

Administrative Principles

14 Principles of Management

The following are his 14 principles: Division of labour, authority,discipline, unity of command, unity of direction, subordination of individual interests, remuneration, centralization, scalar chain(line of authority), order, equity, personnel tenure, initiative, Esprit de corps (work to build harmony among personnel).

1900

Administrative Principles

Supported the idea of understanding groups and a deep commitment to human cooperation. She viewed organizations as “communities” in which managers and workers should labor in harmony, without one party dominating the other and with the freedom to talk over and truly reconcile conflicts and differences.

Peter Drucker

1960

Key Ideas of Druckers Thoerys:

• The need to manage business by balancing a variety of needs and goals, rather than subordinating an institution to a single value.
• A company's primary responsibility is to serve its customers. Profit is not the primary goal, but rather an essential condition for the company's continued existence and sustainability.
• Respect for the worker. Drucker believed that employees are assets not liabilities.
• The importance of the non-profit sector
• Decentralization and simplification.