to our

Presentation

Team

S
R
E
M
R EFO R

GROUP: REFORMERS

Abu Adnan
ID: 50

Md.Mosharaf Hosen
ID: 60

Mahbub Hasan Srabon

ID: 71

Mahfuza Haque Meshu

ID: 90

R.M. Rubaiyat Hosen

ID: 102

Md. Rakib Rayhan

ID: 101

EMERGING SCHOOLS
OF
MANAGEMENT
THOUGHT

MAHABUB HASAN SRABON

ID - 71

The driving force behind the evolution of

management theory is the search for better ways to
utilize organizational resources.

RR
eef
foo
rrm MAJOR SCHOOLS
me
err
ss
MANAGEMENT

OF
Contingency School

System School

Quantitative Management School

Behavioral Management School

Classical Management School

RR
eef
foo
rrm
me
err
ss

CLASSICAL SCHOOL
Focuses on the
individual workers
productivity

he
t
on f
s
o
e
s
s
u
n
c
Fo nctio ent
fu agem
n
ma

Focus
es on
th e o
v
organ erall
izatio
syste nal
m

SCIENTIFIC MANAGEMENT
THE SYSTEMATIC STUDY
OF RELATIONSHIPS
BETWEEN PEOPLE AND
TASKS FOR THE
PURPOSE OF
REDESIGNING THE
WORK PROCESS TO
INCREASE EFFICIENCY.

SCIENTIFIC MANAGEMENT:
F. W. TAYLOR

SCIENTIFIC MANAGEMENT :

THE GILBERTHS

SCIENTIFIC MANAGEMENT :

HENRY GANTT

OTHER CONTRIBUTORS

Charles Babbage

Harrington Emerson

Sir James Steuart

James Mill

Peter Ducker

Henry R. Towne

LESSONS FROM CLASSICAL SCIENTIFIC

THINKERS
Analyze
Analyzeeverything
everything
Teach
Teacheffective
effectivemethods
methodsto
toothers
others
Constantly
Constantlymonitor
monitorworkers
workers
Plan
Planresponsibly
responsibly
Control
Controlthe
thework
workand
andthe
theworkers
workers
14

ABU ADNAN

ID - 50

RR
eef
foo
rrm
me
err
ss

ADMINISTRATIVE MANAGEMENT
Henri Fayol (1841-1925)

RR
eef
foo
rrm
me
err
ss

14 PRINCIPLES OF MANAGEMENT

RR
eef
foo
rrm
me
err
ss

BUREAUCRATIC MANAGEMENT

MAX WEBER (1864-1920)

a German sociologist, was a teacher at Berlin
University. He was a chief exponent of a
bureaucratic model. Bureaucratic
organization, in Webers views, is the most
efficient form of organization.

RR
eef
foo
rrm
me
err
ss

PRINCIPLE OF BUREAUCRACY

MD. MOSHARAF HOSSAIN

ID - 60

RR
eef
foo
rrm
me
err
ss

DISADVANTAGES OF BUREAUCRACY

1. The system suffers from too much

of red tape and paper work.
2. The employees do not develop
belongingness to the organization.
3. The excessive reliance on rules
and regulation and adherence to
these policies inhibit initiative and
growth of the employee. They are
treated like machine and not like
individuals.
4. The employees become so used
to the system, they resist to any
change and introduction of new
techniques of operations.

RR
eef
foo
rrm
me
err
ss

BEHAVIORAL MANAGEMENT THEORY

Behavioral
Behavioral
School
School

Recognized employees as individuals

with concrete, human needs, as parts of
work groups, and as members of a
larger society

22

RR
eef
foo
rrm
me
err
ss

BEHAVIORAL ERA

PEOPLE SIDE OF
ORGANIZATIONS
BIRTH OF THE
PERSONNEL OFFICE

INDUSTRIAL
PSYCHOLOGY

MAGNA CARTA OF
LABOR

HUMAN RELATIONS

BEHAVIORAL SCIENCE
THEORISTS

RR
eef
foo
rrm
me
err
ss

BEHAVIORAL SCHOOL

Neo-classical theory deals with the human factor. Elton Mayo

pioneered the human relations to improve levels of
productivity and satisfaction.

This approach was first highlighted by the improvements

known as Hawthrone Experiments conducted at Illionois
plant of western electric company between 1927 and 1932.

Neo-classical approach also causes Behavioural Science

Management which is a further refinement of human
relations approach

RR
eef
foo
rrm
me
err
ss

MD. RAKIB RAYHAN

ID - 101

RR
eef
foo
rrm
me
err
ss

Abraham Maslow

Father of Humanistic
Psychology
Theory of Motivation/
Hierarchy of needs.
physiological, safety, social,
esteem, and self actualization
Each step of the hierarchy
must be satisfied before the
next can be activated, and
that once a need was
substantially satisfied, it no
longer motivated behaviour.

RR
eef
foo
rrm
me
err
ss

Free up
employees to
unleash their
full creative and
productive
potential

RR
eef
foo
rrm
me
err
ss

DOUGLAS McGREGOR

RR
eef
foo
rrm
me
err
ss

FOLLETT- ON EFFECTIVE WORK GROUPS

RR
eef
foo
rrm
me
err
ss

R. M. RUBAIYAT HOSEN

ID - 102

RR
eef
foo
rrm
me
err
ss

QUANTITATIVE MANAGEMENT SCHOOL

Quantitative
Quantitative
School
School

Emphasized on mathematical
approaches to solve management
problems

34

RR
eef
foo
rrm
me
err
ss

QUANTITATIVE APPROACH

Focuses on achieving organizational effectiveness.

Tools
Statistics
Optimization Model
Information
Model

Computer simulation

RR
eef
foo
rrm
me
err
ss

QUANTITATIVE APPROACH

Three main branches

Management Science
Operations Management
Management Information Systems

RR
eef
foo
rrm
me
err
ss

Management
Management
Science
Science

The study of complex systems

of people, money, equipment,
and procedures, with the goal of
improving their effectiveness

RR
eef
foo
rrm
me
err
ss

OPERATIONS MANAGEMENT

Effective management of the production process and the timely

delivery of an organizations products and services.

Inventory
Inventorymodels
models
Beak-even
Beak-evenanalyses
analyses
Production
Productionscheduling
scheduling
Production
Productionrouting
routing

RR
eef
foo
rrm
me
err
ss

MANAGEMENT
INFORMATION SYSTEMS

Focuses on designing and implementing computerbased information systems for business organizations.

RR
eef
foo
rrm
me
err
ss

MODERN APPROACHES
TO MANAGEMENT

Systems Theory
Contingency Theory

RR
eef
foo
rrm
me
err
ss

MAHFUZA HAQUE MESHU

ID - 90

RR
eef
foo
rrm
me
err
ss

SYSTEMS MANAGEMENT THEORY

Systems
Systems
School
School

The theory that an organization

comprises various parts that must
perform tasks necessary for the survival
and proper functioning of the system

42

RR
eef
foo
rrm
me
err
ss

THE ORGANIZATION AS A SYSTEM

43

RR
eef
foo
r2e
2e
rmm
eer CONTINGENCY
rss

Contingency
Contingency
School
School

MANAGEMENT THEORY
A theory based on the premise that
managers preferred actions or
approaches depend on the variables of
the situation they face

44

RR
eef
foo
rrm
me
err
ss

CONTINGENCY MANAGEMENT THEORY

Approaches depend on the variables of the situations

Draws on all past theories in attempting to analyze and solve

problems

Is integrative

Summarized as an it all depends device

Tells managers to look to their experiences

and the past and to consider many options before choosing

Encourages managers to stay flexible

45

Thank You
REFORMERS
REFORMERS