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History of Management Thoughts  
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ISBN: 9789393161079

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Table of contents

Biographical note

This book traces the Principles of Management thoughts and its Evolution through history.

FEATURES:

• Comprehensive coverage on Classical Management School with discussions on Scientific, Administrative, Bureaucratic management approaches

• Includes Behavioural school theorists such as Maslow, Mcgregor, Herzberg, Alderfer and McClelland

• Dedicated chapters on Business Ethics and CSR, Indian Management Thoughts and Practices

• Includes case studies, case-lets and end-of-chapter review questions

• Tables, charts, and figures have been used to make the presentation of complex topics more clear and easy to grasp.

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Description

This book traces the Principles of Management thoughts and its Evolution through history.

FEATURES:

• Comprehensive coverage on Classical Management School with discussions on Scientific, Administrative, Bureaucratic management approaches

• Includes Behavioural school theorists such as Maslow, Mcgregor, Herzberg, Alderfer and McClelland

• Dedicated chapters on Business Ethics and CSR, Indian Management Thoughts and Practices

• Includes case studies, case-lets and end-of-chapter review questions

• Tables, charts, and figures have been used to make the presentation of complex topics more clear and easy to grasp.

Table of contents
  • Cover
  • Halftitle Page
  • About the Authors
  • Title Page
  • Copyright Page
  • Contents
  • Preface
  • Acknowledgements
  • Chapter 1 Principles of Management
    • 1.1 Management: Meaning and Definition
      • 1.1.1 Introduction
      • 1.1.2 Characteristics of Management
      • 1.1.3 Levels of Management
      • 1.1.4 Nature and Importance of Management
      • 1.1.5 Objectives of Management
      • 1.1.6 Functions of Management
      • 1.1.7 Management as a Science, an Art and a Profession
      • 1.1.8 Management v/s Administration
    • 1.2 Management and Managerial Skills
      • 1.2.1 Areas of Management
      • 1.2.2 Mintzberg’s Managerial Roles
      • 1.2.3 Essential Skills of Managers
      • 1.2.4 Types of Manager’s
      • 1.2.5 The Tasks and Contribution of a Manager
      • 1.2.6 Types of Business
    • 1.3 Different Approaches of Management Thought
      • 1.3.1 Introduction
      • 1.3.2 Pre – Historic Period
      • 1.3.3 The Classical Approach
      • 1.3.4 The Behavioural Approach
      • 1.3.5 The Quantitative Approach
      • 1.3.6 System Approach
      • 1.3.7 Contingency Approach
    • 1.4 Recent Trends and Challenges in Management
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 2 Evolution of Management Thoughts
    • 2.1 Introduction
    • 2.2 History of Management
      • 2.2.1 Industrial Revolution
      • 2.2.2 Forces behind Management Thoughts
      • 2.2.3 Evolution of Management Thoughts
      • 2.2.4 Classical Approach
      • 2.2.5 Modern Approach
      • 2.2.6 The Professional Manager
      • 2.2.7 Importance of Management Theories
    • 2.3 Mass Production
      • 2.3.1 Introduction
      • 2.3.2 Early thinking about Management
      • 2.3.3 Strategies of Machiavelli and Sun Tzu
      • 2.3.4 Sun Tzu
      • 2.3.5 Problems and Conflicts in Management Theories
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 3 Classical Management School
    • 3.1 Introduction
      • 3.1.1 Features of Classical Management School
      • 3.1.2 Advantages of Classical Management School
      • 3.1.3 Limitations of Classical Management School
    • 3.2 Scientific Management Approach
      • 3.2.1 Definitions of Scientific Management
      • 3.2.2 Frederic Winslow Taylor (1856-1915)
      • 3.2.3 Contributions of Taylor
      • 3.2.4 Advantages of Scientific Management
      • 3.2.5 Limitations of Scientific Management
      • 3.2.6 Followers of Scientific Management
      • 3.2.7 Henry Laurence Gantt (1861-1919)
      • 3.2.8 Contributions of Henry Gantt
      • 3.2.9 Gantt’s Chart
      • 3.2.10 Advantages of Gantt Chart
      • 3.2.11 Limitations of Gantt’s Contribution
      • 3.2.12 Frank B. Gilbreth and Lillian M. Gilbreth
      • 3.2.13 Contributions of Frank B. Gilbreth and Lillian M. Gilbreth
      • 3.2.14 Advantages of Gilbreth’s Contribution
      • 3.2.15 Limitations of Gilbreth’s Contribution
      • 3.2.16 Harrington Emerson (1853-1931)
      • 3.2.17 Contributions of Emerson
      • 3.2.18 Criticism of Scientific Management
    • 3.3 Administrative Management Approach
      • 3.3.1 Advantages of Administrative Management
      • 3.3.2 Limitations of Administrative Management
      • 3.3.3 Henry Fayol
      • 3.3.4 Contributions of Henry Fayol
      • 3.3.5 Followers of Administrative Management
      • 3.3.6 Luther Halsey Gullick (1892-1993)
      • 3.3.7 Contributions of Gullick
      • 3.3.8 Lyndall Fownes Urwick (1891-1983)
      • 3.3.9 Contributions of Lyndall Urwick
      • 3.3.10 Contributions of Gullick and Urwick
      • 3.3.11 Advantages of POSDCORB
      • 3.3.12 Limitations of POSDCORB
      • 3.3.13 James David Mooney (1884-1957)
      • 3.3.14 Contributions of James David Mooney and Alan Campbell Reiley
      • 3.3.15 Oliver Sheldon (1894-1951)
      • 3.3.16 Contributions of Oliver Sheldon
      • 3.3.17 Alfred Pritchard Sloan (1875 -1966)
      • 3.3.18 Criticism of Administrative Management
    • 3.4 Bureaucratic Management Approach
      • 3.4.1 Features of Bureaucracy
      • 3.4.2 Problems in Bureaucracy
      • 3.4.3 Contributions of Max Weber
      • 3.4.4 Mary Parker Follet (1868-1933)
      • 3.4.5 Contributions of Mary Parker Follet
      • 3.4.6 Chester Irvin Barnard (1886-1961)
      • 3.4.7 Contributions of Chester I Barnard
      • 3.4.8 Criticism of Bureaucracy
      • 3.4.9 Henry Ford (1863-1947)
      • 3.4.10 Factory and Efficiency Theory
      • 3.4.11 Criticism of Classical Management School
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 4 Behavioural School
    • 4.1 Introduction
    • 4.2 Characteristics of Behavioural Approach
    • 4.3 Hawthorne Experiment
    • 4.4 Human Relation Movement
      • 4.4.1 Factors Affecting Human Relations
      • 4.4.2 Critical Evaluation
    • 4.5 Motivation
    • 4.6 Maslow's Hierarchy of Needs Theory
      • 4.6.1 Critical Evaluation
    • 4.7 Mcgregor's Theory of X and Y
      • 4.7.1 Critical Evaluation
    • 4.8 Herzberg's Two- Factor Theory
      • 4.8.1 Critical Evaluation
    • 4.9 Alderfer's E.R.G Theory
      • 4.9.1 Critical Evaluation
    • 4.10 McClelland Theory of Need for Achievement
      • 4.10.1 Critical Evaluation
    • 4.11 Maturity – Immaturity Theory of Chris Argyris
      • 4.11.1 Critical Evaluation
    • 4.12 The Coming of Post – Industrial Society of Daniel Bell
      • 4.12.1 Critical Evaluation
    • 4.13 Applications in Business
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 5 Management Science School
    • 5.1 Introduction
      • 5.1.1 Management Science School
      • 5.1.2 Characteristics of Management Science School
      • 5.2.3 Benefits of Management Science School
      • 5.1.4 Disadvantages of Management Science School
      • 5.1.5 Robert Mcnamara and Ford Motor Company
      • 5.1.6 Recent Developments in Management Theory
    • 5.2 Modern Management Theory
      • 5.2.1 System and Contigency Approach
      • 5.2.2 Systems Theory
      • 5.2.3 Characteristics of System Theory
      • 5.2.4 Importance of System Theory
      • 5.2.5 Definition of Systems Thinking
      • 5.2.6 Theory and Model of System Theory
      • 5.2.7 Key Concepts of System Theory
      • 5.2.8 Fundamentals of System Approach
      • 5.2.9 Basic Principles of Systems Thinking as Applied to Management and Leadership
      • 5.2.10 Criticism of System Approach
      • 5.2.11 Contingency Theory
      • 5.2.12 Contingency Approach and Recent Contributions
      • 5.2.13 Dynamic Engagement
      • 5.2.14 New Organizational Environments
      • 5.2.15 Ethics and Social Responsibility of Dynamic Engagement
      • 5.2.16 Globalization and Management
      • 5.2.17 Quality
      • 5.2.18 Total Quality Management
      • 5.2.19 Definitions of Total Quality Management
      • 5.2.20 Characteristics of Total Quality Management
      • 5.2.21 Principles of Total Quality Management
      • 5.2.22 Implementation of TQM
      • 5.2.23 Evolution of Total Quality Management
      • 5.2.24 Disadvantages of Total Quality Management
      • 5.2.25 Advantages of Total Quality Management
    • 5.3 Information Technology Adaptation
      • 5.3.1 Continuous Improvement / Kaizen Approach
      • 5.3.2 Kaizen Process
      • 5.3.3 Benefits of Continuous Improvement
      • 5.3.4 Employee Work Culture
      • 5.3.5 Characteristics of a Healthy Work Culture
      • 5.3.6 Reengineering Approach
      • 5.3.7 Reengineering Process
      • 5.3.8 Core Competency Theory
      • 5.3.9 Core Competencies and Strategy
      • 5.3.10 Business Process Outsourcing
      • 5.3.11 Benefits of BPO
      • 5.3.12 BPO in India
      • 5.3.13 Boundaryless Organization
      • 5.3.14 No Boundaries
      • 5.3.15 Bounded Rationality
      • 5.3.16 Organizational Humanism
      • 5.3.17 Performance Management Outsourcing
      • 5.3.18 Other Schools of thought or Styles or Approaches
      • 5.3.19 Future of Modern Management
      • 5.3.20 Recent Developments in Management
      • 5.3.21 Some Other Important Developments in Management
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 6 Functional Management – I
    • 6.1 Introduction
      • 6.1.1 Principles and Practices of Management
      • 6.1.2 Definitions of Planning
      • 6.1.3 Types of Planning
      • 6.1.4 Purpose of Planning
      • 6.1.5 Principles of Planning
      • 6.1.6 Planning Process / Steps in Planning
      • 6.1.7 Characteristics of Planning
      • 6.1.8 Advantages and Disadvantages of Planning
      • 6.1.9 Significance of Planning
      • 6.1.10 Classification of Plans
    • 6.2 Decision Making
      • 6.2.1 Importance of Decision Making
      • 6.2.2 Types of Decisions
      • 6.2.3 Decision Making Process
      • 6.2.4 Rationality in Decision Making
      • 6.2.5 Bounded Rationality in Decision Making
      • 6.2.6 Barriers in Decision-making
      • 6.2.7 Techniques of Decision-making
      • 6.2.8 Types of Decision-making
    • 6.3 Decision Tree
      • 6.3.1 Advantages of Decision Trees
      • 6.3.2 Disadvantages of Decision Trees
    • 6.4 Resources Planning
      • 6.4.1 Estimating the Resources
      • 6.4.2 Estimating Activity Durations
    • 6.5 Management By Objectives (MBO)
      • 6.5.1 Prerequisites of MBO
      • 6.5.2 Nature of Objectives
      • 6.5.3 Features and Advantages of MBO
      • 6.5.4 Limitations of MBO
      • 6.5.5 Process of Management by Objectives
    • 6.6 Management By Exception
    • 6.7 Strategy
      • 6.7.1 Anticipates Future Opportunities and Threats
      • 6.7.2 Provide Clarity of Purpose and Direction
      • 6.7.3 Steps in Strategic Planning
      • 6.7.4 Levels of Strategic Plans
      • 6.7.5 Appropriateness of Business Strategy
      • 6.7.6 Strategic Issues based on Planning Orientation
    • 6.8 Group Decision Making on Management
      • 6.8.1 Methods of Group Decision Making
      • 6.8.2 Advantages and Disadvantages of Group Decision Making
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 7 Functional Management – II
    • 7.1 Organization Control7.1.1 Introduction
      • 7.1.1 Introduction
      • 7.1.2 Definitions of Control
      • 7.1.3 Nature of Control
      • 7.1.4 Importance of Control
      • 7.1.5 Features of an Effective Control System
      • 7.1.6 Limitations of Controlling
    • 7.2 Organizational Control Process
      • 7.2.1 Types of Control
      • 7.2.2 Control Leads to Reorganizing
      • 7.2.3 Control as End Result Variable
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 8 Functional Management – III
    • 8.1 Organization Structure
      • 8.1.1 Introduction
      • 8.1.2 Objectives of Organization Structure
      • 8.1.3 Steps in Organizing Process
      • 8.1.4 Importance of Organization Structure
      • 8.1.5 Factors for Designing Organizational Structure
      • 8.1.6 Organization Chart
      • 8.1.7 Importance of Organization Chart
      • 8.1.8 Types of Organization Charts
      • 8.1.9 Elements of Organization Structure
      • 8.1.10 Types of Organization Structure
    • 8.2 Organization Strategy
      • 8.2.1 Definitions of Strategy
      • 8.2.2 Five P’s of Strategy
      • 8.2.3 Levels of Strategy
      • 8.2.4 Approaches to Crafting a Strategy
      • 8.2.5 Corporate strategy
      • 8.2.6 Process of Developing Corporate Strategy
      • 8.2.7 Dimensions of Corporate Strategy
      • 8.2.8 The Benefits of Corporate Strategy: The Building Blocks of Corporate Advantage
      • 8.2.9 Importance of Strategy
      • 8.2.10 People and Strategy
      • 8.2.11 Corporate Approach in the Public Sector
      • 8.2.12 Concept of Synergy
      • 8.2.13 Opportunities and Risks of Strategy
      • 8.2.14 E-business Strategies
      • 8.2.15 SWOT Analysis
    • 8.3 Organisational Goals
      • 8.3.1 Balance of Empowerment and Control
      • 8.3.2 Hidden Dangers of Target-setting
      • 8.3.3 Integration of Goals
      • 8.3.4 Informal Goals
      • 8.3.5 Compatibility of Personal Goals and Organizational Goals
      • 8.3.6 Objectives and Policy
      • 8.3.7 Business Policy
      • 8.3.8 Features of Business Policy
      • 8.3.9 Difference between Policy and Strategy
      • 8.3.10 Corporate Guidelines
      • 8.3.11 Technology
      • 8.3.12 Organisation’s Environment
      • 8.3.13 The Administrative Aspects of Strategy Implementation
      • 8.3.14 Matching Organization Structure to Strategy
      • 8.3.15 How Structure Evolves as Strategy Evolves: The Stages Model
      • 8.3.16 The Strategy-Related Pros and Cons of Alternative Organization Forms
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 9 Business Ethics and Corporate Social Responsibility
    • 9.1 Ethics
      • 9.1.1 Introduction
      • 9.1.2 Objectives of Ethics
      • 9.1.3 Nature of Ethics
      • 9.1.4 Ethics, Values and Morals
      • 9.1.5 Core Values of Ethics
    • 9.2 Business Ethics
      • 9.2.1 Business Ethics: Meaning and Definition
      • 9.2.2 Essentials of Business Ethics
      • 9.2.3 Characteristics of Business Ethics
      • 9.2.4 Business Ethics: Responsibilities and Interest Groups in Business
      • 9.2.5 Ethical Concepts in Business
      • 9.2.6 Importance/ Needs of Business Ethics
      • 9.2.7 Types of Business Ethics
      • 9.2.8 Code of Ethics and Code of Conduct
      • 9.2.9 Features of Business Ethics
      • 9.2.10 Principles of Business Ethics
      • 9.2.11 Business Ethical Issues
      • 9.2.12 Important Factors of Building an Ethical Infrastructure
      • 9.2.13 Ethical Dimensions
    • 9.3 Corporate Social Responsibility
      • 9.3.1 Introduction
      • 9.3.2 Importance/ Needs of CSR
      • 9.3.3 Core Elements of CSR
      • 9.3.4 Benefits of CSR
      • 9.3.5 Different Types of CSR
      • 9.3.6 Social Responsibility of Business
      • 9.3.7 Objectives of Social Responsibility
      • 9.3.8 Social Responsibility Models
      • 9.3.9 Forms of CSR
      • 9.3.10 History of Indian Corporate Social Responsibility
      • 9.3.11 Social Responsibilities of Business: Towards Different Parts of Society
      • 9.3.12 Strategies in Implementation of CSR
      • 9.3.13 Arguments For Social Responsibility
      • 9.3.14 Arguments Against Social Responsibility
    • 9.4 Corporate Governance
      • 9.4.1 Introduction & Meaning
      • 9.4.2 Corporate Governance Focus
      • 9.4.3 Corporate Governance: Importance and Benefits
      • 9.4.4 Four Pillars of Corporate Governance
      • 9.4.5 Objectives
      • 9.4.6 Elements of Corporate Governance
      • 9.4.7 Corporate Governance Committees
      • 9.4.8 Advantages of Corporate Governance
      • 9.4.9 Disadvantages of Corporate Governance
    • 9.5 Business Environment and Environment Ethics
      • 9.5.1 Introduction
      • 9.5.2 Environment Ethics: Principles
      • 9.5.3 Environmental Ethics and Factors that Necessitate
      • 9.5.4 Components of Business Environment
      • 9.5.5 Features of Business Environment
      • 9.5.6 Importance of Business Environment
      • 9.5.7 Constituents of Business Environment
      • 9.5.8 Business Environmental Factors
      • 9.5.9 Characteristics of Business Environment
      • 9.5.10 Significances of Business Environment
      • 9.5.11 Interaction of Business and Environment
      • 9.5.12 Environmental Analysis
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 10 Indian Management Thoughts and Practices
    • 10.1 Introduction
      • 10.1.1 Ancient Indian Wisdom for Management
      • 10.1.2 Management Lessons from Vedas
      • 10.1.3 Principles of Ancient Indian Management
      • 10.1.4 Team Work or Yagna
      • 10.1.5 Maslow’s Theory of Needs
      • 10.1.6 Pancha Koshas (Taittiriya Upanishad)
      • 10.1.7 Management Lesson from Ramayana
      • 10.1.8 Management Lessons from Mahabharata and Bhagavad Gita
      • 10.1.9 Management needs those who Practice what they Preach
    • 10.2 Vedic Era and Management
      • 10.2.1 Origin and Authorship of the Vedas
      • 10.2.2 Multitude of Gods, Storms, Fire & Wind
      • 10.2.3 Gods & Mythology
      • 10.2.4 Later Vedic Period
      • 10.2.5 Vedic Literature
      • 10.2.6 Vedas and Modern Management
    • 10.3 Thirukkural and Management Concepts
      • 10.3.1 Thiruvalluvar
      • 10.3.2 Thirukkural
      • 10.3.3 Management Concepts in Thirukkural
      • 10.3.4 Ten Commandments
      • 10.3.5 Setting the Stage
      • 10.3.6 Analysis of Commandments
      • 10.3.7 Analysis of Ten Commandments
      • 10.3.8 Stephen Covey and Valluvar
    • 10.4 Kautilya's Arthashastra and Management Concepts
      • 10.4.1 Kautilya
      • 10.4.2 Management Practices in Kautilya’s Arthashastra
      • 10.4.3 Value based Management Practices from Arthashastra
      • 10.4.4 Summary on Kautilya’s Arthashastra: Its Contemporary Relevance
      • 10.4.5 Five Leadership Lessons from Chanakya’s Arthashastra
    • 10.5 Bhagavad Gita and Management Concepts
      • 10.5.1 Veda Vyasa
      • 10.5.2 Bhagavad Gita
      • 10.5.3 Bhagavad Gita – Chapter Summary
      • 10.5.4 Management Lessons from Bhagavad Gita
      • 10.5.5 Values based Management Practices from Bhagavad Gita
    • 10.6 Management Lessons From Jainism
      • 10.6.1 Values based Management Practices (Panchsheela) from Jainism
    • 10.7 Management Lessons From Buddhism
      • 10.7.1 Values based Management Practices from Buddhism
    • 10.8 Management by Values – Mahatma Gandhi
      • 10.8.1 Values based Management Practices based on Teaching of Mahatma Gandhi
    • 10.9 Indian Ethos in Management
      • 10.9.1 Features of Indian Ethos and Insight
      • 10.9.2 Indian Ethos in Management from Ancient Scriptures
    • 10.10 Management Concepts Redefined
    • 10.11 Modern Management Concepts
      • 10.11.1 Management Functions
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • References
  • Further Readings
  • Index
Biographical note

Dr KS Chandrasekar is currently Professor and Head, Institute of Management in Kerala. He also holds many positions like Chairman, Board of Studies in Business Management; Incharge, SBT Kerala, Thiruvanathapuram. He received a gold medal from the Idian Commerce Association,the premier body for Commerce and Management studies in the area of marketing for Best Business Academic of the Year 2007.

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