Development of Management Thought

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 MANAGEMENT DEFINED
• Management is the process of working
with and through others to achieve
organizational objectives in a
changing environment. Central to
this process is the effective and
efficient use of limited resources.

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 Key Aspects of the Management
Process

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 Identifiable Functions in the
Management Process

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 PROFILE OF THE 21st
CENTURY MANAGER
Administrative role: Team member / facilitator /
teacher / sponsor / advocate / coach
Cultural orientation: Multicultural / multilingual
Quality / ethics / environmental impacts:
Forethought (unifying themes)
Power bases: Knowledge; relationships; rewards
Primary organizational unit: Team
Interpersonal dealings: Cooperation; win-win

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 PROFILE OF THE 21st
CENTURY MANAGER
(continued)

Learning: Continuous (lifelong; learner-driven)

Change and conflict: Anticipate / seek /
channel
Information: Increase access / share

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 Mintzberg’s Managerial Roles (a)

Interpersonal
roles

Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management
Science, 18 (October 1971): B97-B110.
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 Mintzberg’s Managerial Roles (b)

Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management
Science, 18 (October 1971): B97-B110.
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 Mintzberg’s Managerial Roles (c)

Source: Adapted from Henry Mintzberg, “Managerial Work: Analysis from Observation,” Management
Science, 18 (October 1971): B97-B110.
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 PROFILE FOR ENTREPRENEURS

• Focus on envisioned futures

• Emphasize external / market dimensions
• Display a medium-to-high tolerance for ambiguity
• Exhibit moderate-to-high risk-taking behavior
• Obtain motivation from a need to achieve
• Possess technical knowledge and experience in the
innovative area

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 Contribution of F.W.Taylor (1856-
1915) Father of Scientific Management
• Time & Motion Study
• Differential Payment
• Scientific Selection & Training
• Functional Foremanship
• Standardization
• Development of each man
• Close cooperation between workers and management

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 Contribution of Henry Fayol (1841-
1925)
• Division of work • Centralization
• Authority and • Scalar chain
responsibility • Order
• Discipline • Equity
• Unity of command • Stability of term of
• Unity of direction personnel
• Subordination of • Initiative
individual interest to • Espirit de corps
general interest
• Remuneration of personnel

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 Contribution of Peter Drucker
• Management: It must be creative rather an adaptive
task. It can not be bureaucratic, an administration or
even policy making job.
• Organization: Knowledge is the very foundation of
the modern organization
• Manager: three major functions
1. Purpose & mission of the organization
2. Making work productive & worker achieving
3. Managing social impacts & social responsibilities

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 Cont…Manager must achieve
objectives in following areas
• Market Standing
• Innovation
• Productivity
• Physical & Financial Resources
• Profitability
• Manager Performance & Development
• Worker performance & attitude
• Public responsibility
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 McKinsey’s 7-S Approach
• Strategy: Systematic action & allocation of
recourses to achieve company aims
• Structure: Organization structure & authority /
responsibility relationship
• Systems: Procedures & process such as
information systems, manufacturing process
• Style: the way management behaves &
collectively spends its time to achieve
organizational goals

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 …cont

• Staff: the people in the enterprise &

organizational culture
• Skills: Distinctive capabilities of an
enterprize

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