EVOLUTION OF

MANAGEMENT

GROUP No: III

KIRAN
LIRSHA
MALINI
MARIN
MEGHA
 CLASSICAL
APPROCH

SCIENTIFIC ADMINISTARTIVE BUREUCRATIC

(Fredrick. W. Taylor) (Henry Fayol) (Max Weber)
 French Industrialist

 Prominent Management Theorist

 Developed a General theory of

Management
 ADMINISTRATIVE THEORY
 Focused on Principles which could used by
Managers to coordinate internal activities of
Organization.
 Prominent Administrative Theorist Henry
Fayol.
 He says that “ With Scientific forecasting &
proper method of management, satisfactory
methods results were inevitable”
 According to Fayol, business operations of an
organization can be divided in to 6 activities.
 BUSINESS
OPERATION

TECHNICAL COMMERCIAL FINANCIAL SECURITY ACCOUNTING MANAGERIAL

 Technical Producing& Manufacturing.

 Commercial Buying,Selling& Exchange.

 Financial Search for Optimal use of
Capital.

 Security Protecting Employees &

Property.

 Accounting Recording & taking Stock

costs, profits & liabilities, balance sheets.

 Managerial planning, Organizing,

Commanding, coordinating & controlling.
Fayol’s 14 principles of
Management.
1.Division of work.
2. Authority & Responsibility.
3. Discipline.
4. Unity of command.
5. Unity of Direction.
6. Subordination of the Individual Interest to the general
interest.
7. Remuneration.
8. Centralization.
9. Scalar chain.
10. Order.
11. Equity.
12. Stability of tenure of personnel.
13. Initiative.
14. Espirit de corps (Sense of Union).
 BUREACATIC MANAGEMENT
 Emphasizes Need for organizations to function on a
Rational basis.
 Major theorist Max Weber.
 Nepotism (hiring of relatives regardless of their
competence. )
 “bureaucracy” derived from German buro means
Office.
 Weber says “ a Bureaucracy is a highly structured,
formalized & impersonal Organization.”
 Major characteristics of Ideal Bureaucracy
Characteristics
Work specialization & Division
of Labor.
Abstract rules & regulations
Impersonality of Managers
Hierarchy of Organization
structure.
Description
Duties& responsibilities of all
employees are defined. Jobs are
divided. Task & Sub task.
Rules & regulations are well defined
to install Discipline to ensure that
Work s in a coordinated manner to
achieve Goals.
They make Rational decisions n
judgments based on Facts. Try to
immune to Emotional feelings, to
remain unattached or unbiased.
Activities of employee is monitored.
Subordinates don’t take any decision
& look up to their superiors approval
of Ideas & Opinions.
 LIMITATIONS OF BUREAUCRATIC
MANAGEMENT AND ADMINISTRATIVE THEORY
 The classical theorists were not universally applicable to
today’s complex organizations.
 Some of Fayol’s principles; frequently in conflict with
the Principle of Unity of Command.
 Classical theorists ignored important aspects of
Organizational behavior; i.e.: problems of leadership,
motivation, power or informal relations.
 They failed to consider the impact of the external &
internal environment upon employee behavior in
organizations.
THANK YOU