Page 31 - DCOM102_DMGT101_PRINCIPLES_AND_PRACTICES_OF_MANAGEMENT

Unit 2: Evolution of Management Thought

Notes
Drucker, P. F. Management practice
(1945)
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
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
the working teams. He suggested that 'field identity' value should be
acknowledged.
Kanter, R Change management
(1980s)
Kanter's views focus on the flatter hierarchy, the post-entrepreneurial organization
and flexibility of an organization to respond to change. She feels that the first step
in change mastery ‘understands how individuals can exert leverage in an
organization'. She refers to ' corporate entrepreneurs' who test limits and create
new possibilities by directing innovation. She also refers to 'business athletes' who
know how to compete in a way that enhances rather than undercuts cooperation'.
Integrative teamwork is an important component in this approach, as is
developing a broader understanding of 'what happens as different levels of the
organization' (kanter, 1984).
Peters and Search for excellence
Waterman
In this joint publication, Peters and Waterman (1987) suggest that 'leadership is
(1982) patient, usually boring coalition building'. The key of this approach, however, is
built on the 'Seven S (see Pascale and Athos) model. In companies, which operate
with ‘super ordinate goals and strong cultures’, they found that 'people way down
the line know what they are supposed to do in most situations because the handful
of guiding values is crystal clear'. Another key component of the excellent
company is that 'their systems reinforce degrees of winning rather than degrees of
losing ... targets and quotas are set to allow that to happen'.
Peters, T. Thriving on Chaos (1988); Liberation Management (1992) In Thriving on Choose,
(1990s) Peters suggests that the most successful organizations are the impatient ones who
will 'reorganize on a dime'. Organizations adopting this approach will follow the

guide that 'if you are not reorganizing, pretty substantially {once every six to
twelve months, you're probably out of step with the times' In Liberation
Management Peters stresses the need for more rapid and flexible management
responses to the demands of the marketplace with a focus on capturing and
retaining the loyalty of customers-going beyond' satisfied customers' to
'committed" customers'.
Waterman In his book The Renewal Factor (1987), Waterman says that' one of the most
(1990s) difficult challenges in management is developing a sense of value and vision'. He
also gives 14 guidelines for strengthening teamwork. In his later book on The
Frontiers of excellence (1994) he suggests that a well-run total quality program can
be of benefit to middle managers and employees as well as to customers.
Harvey-Jones, Managing to survive (1993) Contd...
J (1990s)
Harvey Jones feels that the most important personal skill in this decade is that of
managing radical change. His view is that no one actually' manages' change, they
release and guide it', He also states that organizations do not change until the
people in those organizations have - and people do not change their ideas and
values quickly.
LOVELY PROFESSIONAL UNIVERSITY 23
Handy C. Understanding organization (1976) Handy's 1976 book outlined differences
(1990s) between a 'power culture', a 'role culture', a 'task culture' and a 'person culture' in