Evolution of Management

MANAGEMENT
EVOLUTION OF
MANAGEMENT
TAYLOR, Gilbreth, Max Webber

FW Taylor
TECHNIQUES OF TAYLOR
1. FUNCTIONAL FOREMENSHIP
2. STANDARDIZATION AND SIMPLIFICATION OF WORK
a) TIME STUDY
b) MOTION STUDY
c) METHOD STUDY
d) FATIGUE STUDY
3. DIFFRENTIAL PIECE WAGE SYSTEM
4. MENTAL REVOLUTION
Contribution
1. Reduce the number of motions in a task.

Frank and Lillian coined the term "therbligs," or elemental motions required for tasks in
the workplace. They used these 18 units to analyze how tasks were completed –
searching for an object with eyes or hands, grasping an object with hands, assembling
and disassembling two parts, etc. From there, they'd figure out which motions were
necessary, then eliminate any unnecessary motions to increase efficiency.
2. Focus on the incremental study of motions and time.

As engineers, Frank and Lillian closely studied motion and time to calculate the most
efficient way to complete a given task. Taking the scientific approach, they measured
time and motion to 1/2000 of a second to understand what works best. Their insight
was unlike that of most other theorists, as they channeled physical science rather than
psychology.
3. Increase efficiency to increase profit and worker satisfaction.

Your main goal as a leader should be increasing efficiency in each individual employee,
and in the organization as a whole. Not only will this method save time, it will also
afford you a higher profit and happier workers
Bureaucratic Theory by Max Weber
According to the bureaucratic theory of Max Weber,
bureaucracy is the basis for the systematic formation of
any organisation and is designed to ensure efficiency
and economic effectiveness. It is an ideal model for
management and its administration to bring an
organisation’s power structure into focus.
The following three elements support bureaucratic

management:
1. All regular activities within a bureaucracy can be

regarded as official duties;
2. Management has the authority to impose rules;
3. Rules can easily be respected on the basis of
established methods.
The 6 bureaucracy characteristics
are:
1. Task specialization (Specialization and Division of Labor)
2. Hierarchical layers of authority
3. Formal selection
4. Rules and requirements
5. Impersonal (Impersonality and Personal Indifference)
6. Career orientation
1.Task specialization
Tasks are divided into simple, routine categories on the basis of competencies and functional specialisations. Every employee is
responsible for what he/she does best and knows exactly what is expected of him/her. By dividing work on the basis of
specialization, the organisation directly benefits. Each department has specific powers. As a result, there is a delineation of tasks
and managers can approach their employees more easily when they do not stick to their tasks. Every employee knows exactly
what is expected of him/ her and what his/ her powers are within the organisation. Every employee has a specific place within
the organisation and is expected to solely focus on his/ her area of expertise. Going beyond your responsibilities and taking on
tasks of colleagues is not permitted within a bureaucracy.
2. Hierarchical layers of authority

Managers are organised into hierarchical layers, where each layer of management is responsible for its staff and overall
performance. In bureaucratic organizational structures, there are many hierarchical positions. This is essentially the trademark
and foundation of a bureaucracy. The hierarchy of authority is a system in which different positions are related in order of
precedence and in which the highest rank on the ladder has the greatest power. The bottom layers of bureaucratic
organizational structures are always subject to supervision and control of higher layers. This hierarchy reflects lines of
bureaucratic communication and the degree of delegation and clearly lays out how powers and responsibilities are divided.
3. Formal selection
All employees are selected on the basis of technical skills and competences, which have been acquired through training, education
and experience. One of the basic principles is that employees are paid for their services and that level of their salary is dependent
on their position. Their contract terms are determined by organizational rules and requirements and the employee has no
ownership interest in the company.
4. Rules and requirements

Formal rules and requirements are required to ensure uniformity, so that employees know exactly what is expected of them. In
this sense, the rules and requirements can be considered predictable. All administrative processes are defined in the official rules.
By enforcing strict rules, the organisation can more easily achieve uniformity and all employee efforts can be better coordinated.
The rules and requirements are more or less stable and always formalised in so-called official reports. Should new rules and
requirements be introduced, then senior management or directors are responsible for this.
5. Impersonal
Regulations and clear requirements create distant and impersonal relationships between employees, with the additional advantage
of preventing nepotism or involvement from outsiders or politics. These impersonal relationship are a prominent feature of
bureaucracies. Interpersonal relationships are solely characterized by a system of public law and rules and requirements. Official
views are free from any personal involvement, emotions and feelings. Decisions are solely made on the basis of rational factors,
rather than personal factors.
6. Career orientation
Employees of a bureaucratic organisation are selected on the basis of their expertise. This helps in the deployment of the right
people in the right positions and thereby optimally utilizing human capital. In a bureaucracy,it is possible to build a career on the
basis of experience and expertise. As a result, it offers lifetime employment. The right division of labour within a bureaucratic
organisation also allows employees to specialise themselves further, so that they may become experts in their own field and
significantly improve their performance.
Advantages
Generally speaking, the term bureaucracy has a negative connotation
and is often linked to government agencies and large organisations.
Nevertheless, the great benefit of a bureaucracy is that large
organisations with many hierarchical layers can become structured and
work effectively. It is precisely the established rules and procedures that
allows for high efficiency and consistent execution of work by all
employees.
All this makes it easier for management to maintain control and make
adjustments when necessary. Bureaucracy is especially inevitable in
organisations where legislation plays an important role in delivering a
consistent output.
Disadvantages
Bureaucracy is characterized by a large amount of red tape, paperwork,
many desks, certain office culture and slow bureaucratic communication
due to its many hierarchical layers. This is the system’s biggest
disadvantage of a bureaucratic organization. It is also unfortunate that
employees remain fairly distanced from each other and the organisation,
making them less loyal.
Bureaucracy is also extremely dependent on regulatory and policy

compliance. This restricts employees to come up with innovative ideas,
making them feel like just a number instead of an individual. Later
research (the human relations theory) demonstrated that employees
appreciate attention and want to have a voice in decision making.

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MANAGEMENT

TAYLOR, Gilbreth, Max Webber

1. Reduce the number of motions in a task.

2. Focus on the incremental study of motions and time.

3. Increase efficiency to increase profit and worker satisfaction.

The following three elements support bureaucratic

1. All regular activities within a bureaucracy can be

2. Hierarchical layers of authority

4. Rules and requirements

Bureaucracy is also extremely dependent on regulatory and policy

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