Page 30 - DCOM102_DMGT101_PRINCIPLES_AND_PRACTICES_OF_MANAGEMENT

Principles and Practices of Management

Notes practical suggestions for proper public administration and admonitions to choose honest,
unselfish and capable public officers.
In Greece, the existence of the Athenian commonwealth, with its councils, courts, administrators
and board of general indicates the nature of management. Similarly, in Rome , the existence of
Roman magistrates, with their functional areas of authority and degree of importance, indicates
a scalar relationship characteristic or organisation. It is believed that the secret of the success of
the Roman Empire lay in the ability of Romans to organise. Through the use of the scalar
principle and the delegation of authority, the city of Rome was expanded to an efficient empire.

Table 2.1: Summary of Management Trends
Taylor, F. W. Scientific management
This approach expounds that maximum efficiency is obtained by breaking down
tasks into each component movement, so finding the best and most efficient way
of doing each. This was the forerunner of 'work study', or time and motion'. In
Taylor's model, the relationship between manager and employees is one of master-
servant or parent-child.
Mayo, E Hawthorne studies
(1927-32) Perhaps one of the most quoted approaches in respect of people management is
Elton Mayo's studies at the Hawthorne Works of Western Electric in Chicago, His
findings showed that productivity of workers improved when working conditions
were discussed between employees and management -whether or not the
conditions were actually improved. His work contributed a lot to motivational
theory. His work (1949) concluded that the difference was the result of feeling part
of a team and lead to the new idea that workers should be considered to be part of
a social organism rather than individual cogs in a large wheel.
McGregor D. Theory X and Theory Y
(1930s)
This theory suggested tow different styles of management, based on the
underlying assumptions of employee motivation. Theory X requires a carrot and
stick' model of motivation; Theory Y places problems of human resources in the
lap of management;-people will exercise self-direction and self-control in the
achievement of organizational objectives, if they are committed to those objectives.
Theory Y suggests that authority and control are not appropriate for all purposes
and under all circumstances.
Herzberg, F. Job enrichment
(1960s)
Herzberg differentiated between motivational and hygiene factors, the latter being
such things as salary and working conditions. In his later work (1968) he suggested
that' in attempting to enrich an employee's job, management often succeed in
reducing the man's personal contribution, rather than giving him an opportunity
for growth in his accustomed job'. He called this 'horizontal loading', Which he
suggested, merely enlarges the meaninglessness of the job.
Maslow, A Hierarchy of needs
(1960s)
Maslow proposed that there is a series of needs to be satisfied for all individuals.
As each need is satisfied, the satisfaction itself ceases to be important. The
implications for management are an awareness of these needs and action to satisfy
them.
Jaques, E Clarity of roles
(1950s)
While Maslow, Herzberg and McGregor led the field in management and
motivational theory during the 1960s and 1970s, research undertaken in London at
The Tavistock Institute was gaining interest. Elliot Jaques (1976) proposed that the
key for management of people was to have clearly defined and greed and roles
and responsibilities. He suggested that lack of clear boundaries caused confusion
which led to frustration, insecurity and a need to avoid accountability.
Drucker, P. F. Management practice
(1945) Contd...
Drucker has written on virtually every aspect of organizational management and
change. In his Practice of Management (1954) he says that the function, which
distinguishes the mangers above all others, is an educational one. The managers
unique contribution should be to give others vision and the ability to perform.' He
also proposed' management by objectives', 'risk-taking decisions', strategic
22 LOVELY PROFESSIONAL UNIVERSITY
thinking' and 'building an integrated team'.
Boston Management by objectives
Consulting Term such as 'learning curve', 'growth share matrix', 'stars', 'dogs', 'cash-cows',
Group (1970s)
'question-marks' and the 'Boston Box' will be familiar to users of this approach.
Centered again in the 'scientific management' school' the use of 'decision trees' was
prevalent, focusing mainly on investment strategies. Decision-making strategies
with change programmes are often led by this approach.
Pascale and Japanese management
Althos (1980s)
Use of the 'Seven 5' framework as a performance measurement tool and for
comparison between US and Japanese management styles. Pascal felt that early
managerial theory was significant for what it left out-for example, total absence of
attention to building a corporate team.
Or to the recruitment and selection of staff, or to training or socialization within