This document provides an overview of the historical background of management. It discusses ancient projects like the pyramids that required large-scale management of resources and workers. The industrial revolution led to the need for managers to oversee factory operations. Early management theories included scientific management by Frederick Taylor that emphasized efficiency. Henri Fayol proposed 14 principles of management including division of work and unity of command. Max Weber studied organizational authority structures. Later approaches included behavioral, quantitative, systems, and contingency theories focusing on situational factors.

2. DONE BY:
YAMINI SUDHA I
KRISHNA KUMAR J
NISHANTH S
SARVESH KUMAR E
MOHAMMED ASHRAF I

4. HISTORICAL BACKGROUND OF
MANAGEMENT.

5. • MANAGEMENT IS THE PROCESS OF PLANNING AND ORGANISING THE RESOURCES AND
ACTIVITIES OF A BUSINESS TO ACHIEVE SPECIFIC GOALS IN AN EFFECTIVE AND
EFFICIENT MANNER.
• MANAGEMENT BEING DERRIVED FROM THE ITALIAN WORD “ MANEGGIARE” WHICH
MEANS “ TO HANDLE”.
HISTORICAL BACKGROUND OF MANAGEMENT.
1) WHY WE NEED TO KNOW ABOUT THE HISTORICAL BACKGROUND OF MANAGEMENT?
ANCIENT PROJECTS.
• THE PYRAMIDS, THE GREAT WALLS OF CHINA AND THE TAJ MAHAL ARE SOME OF THE
PROJECTS OF THE TREMENDOUS PROJECTS IN ANCIENT PERIOD.
• THE PYRAMIDS ARE PARTICULARLY REMARKABLE EXAMPLE. THE CONSTRUCTION OF
SINGLE PYRAMID OCCUPIED MORE THAN 1,00,000 WORKERS FOR 20 YEARS.

6. THE ANSWER IS

7. MANAGERS YOU COME ACROSS IN YOUR DAY TODAY LIFE?

8. THE SECOND IMPORTANT EVENT IS THE INDUSTRIAL REVOLUTION. STARTING IN
THE LATE 12TH CENTURY WHEN THE MACHINE POWER WAS SUBSTITUTED FOR THE
MAN POWER, IT BECAME MORE ECONOMICAL TO MANUFACTURE GOODS IN
FACTORY THAN AT HOME. THESE EFFICIENT FACTORIES NEEDED SOMEONE TO
FORECAST DEMAND , ENSURE THAT ENOUGH MATERIAL ON HAND TO MAKE
PRODUCTS, ASSIGN TASKS TO PEOPLE , DIRECT DAILY ACTIVITES, AND SO FORTH.

10. THE FIRST STUDY OF MANAGEMENT HAS BEEN DESCRIBED AS CLASSICAL APPROACH,
EMPHASISED RATIONALITY AND MAKING ORGANISATIONS AND WORKERS AS
EFFICIENT AS POSSIBLE .
TWO MAJOR THEORIES OF CLASSICAL APPROACH ARE AS FOOLOWS
• SCIENTIFIC MANAGEMENT.
• GENERAL ADMINISTRATIVE.

11. SCIENTIFIC MANAGEMENT.
SCIENTIFIC MANAGEMENT MEANS KNOWING EXACTLY WHAT YOU WANT MEN TO DO
AND SEEING THAT THEY DO IT IN THE BEST AND CHEAPEST WAY.
- F.W . TAYLOR.
• IMPLIES THE APPLICATION OF SCIENCE TO MANAGEMENT.
• CONDUCTING THE BUSINESS ACTIVITIES ACCORDING TO THE STANDARDISED TOOLS,
METHODS , AND TRAINED PERSONNEL IN ORDER TO INCREASE THE OUTPUT, IMPROVE
ITS QUALITY AND REDUCED THE COSTS AND WASTES.

12. NAME; FEDERICK WINSLOW TAYLOR
LIFE TIME;1856-1915 ( BORN ON 20TH MARCH AT U.S.A)
PROFESSION: AMERICAN MECHANICAL ENGINEER IN
MIDVALE STEEL COMPANY.
WRITINGS: THE SCIENTIFIC PRINCIPLES OF
MANAGEMENT.
POSITIONS HELD:
• APPRENTICE MACHINIST
• EXECUTIVE AT MIDVALE STEEL COMPANY,
PENNSYLVANIA.
• EXECUTIVE AT BETHLEHEM IRON COMPANY.
• PROFESSOR AT TRUCK SCHOOL OF BUSINESS.
• PRESIDENT OF THE AMERICAN SOCIETY OF
MECHANICAL ENGINEERS.

13. PRINCIPLES OF SCIENTIFIC MANGEMENT.
• SCIENCE , NOT RULE OF THUMB: F.W TAYLOR BELIEVED THAT THERE WAS THE ONLY
BEST METHOD TO MAXIMISE THE EFFICIENCY. IT WAS DEVELOPED THROUGH THE
SCIENTIFIC STUDY AND ANALYSIS OF EACH ELEMENT OF JOB . THE METHOD IS SO
DEVELOPED SHOUD SUBSTITUTE “ RULE OF THUMB” ( TRIAL AND ERROR APPROACH )
THROUGHOUT THE ORGANISATION. THE SELECTION OF SCIENTIFIC METHOD RESULT
IN TREMENDOUS SAVING OF HUMAN EFFORTS , TIME AND MATERIALS.
• HARMONY NOT DISCORD: HE EMPHASISED THERE SHOULD BE COMPLETE HARMONY
BETWEEN THE MANAGEMENT AND WORKERS. BOTH SHOULD BE IN POSITION TO
REALISE THEIR EACH OTHERS IMPORTANCE. THIS CAN BE ACHIEVED THROUGH THE
MENTAL REVOLUTION. IT IS NOTHING BUT CHANGE IN THE ATITUDE OF THE
WORKERS AND MANAGEMENT. MANAGEMENT SHOULD SHARE THEIR GAINS WITH THE
EMPLOYEES AND INTURN THE EMPLOYEES MUST WORK EFFECTIVELY AND
EFFICIENTLY.

14. • COOPERATION NOT INDIVIDUALISM: THERE SHOULD E COMPLETE COOPERATION
BETWEEN THE EMPLOYEES AND THE MANAGEMENT. MANAGEMENT SHOULD REWARD
THEIR SUGGESTIONS AND SHOULD HELP, ENCOURAGE AND SMOOTH THE WAY FOR
EMPLOYEES. EMPLOYEES ALSO MUST NOT MAKE UNREASONABLE DEMANDS.
• DEVELOPMENT OF EACH AND EVERY PERSON TO HIS /HER GREATEST EFFICIENCY AND
PROSPERITY: TO INCREASE THE EFFICIENCY OF EACH PERSON AND SHOULD BE
SCIENTIFICALLY SELECTED. HE/SHE SHOULD BE GIVEN THE REQUIRED TRAINING TO
LEARN THE BEST METHOD TO THE JOB.

15. TECHNIQUES OF SCIENTIFIC
MANAGEMENT.

16. TECHNIQUES:
• FUNCTIONAL FOREMANSHIP: IT IS A TECHNIQUE WHICH AIMS TO IMPROVE THE
QUALITY OF SUPERVISION AT SHOP-FLOOR LEVEL OF A FACTORY BY PUTTING A
WORKER UNDER 8 SPECIALIST FOREMAN. IN THIS TECHNIQUE THE PLANNING IS
SEPERATED FROM THE EXECUTION.
FOREMAN ROLE
1.INSTRUCTION CARD CLERK DRAFTING INSTRUCTIONS TO THE WORKERS.
2.ROUTE CLERK SPECIFYING THE ROUTE OF PRODUCTIONS.
3.TIME & COST CLERK PREPARING TIME AND COST SHEET.
4.DISCIPLINARIAN ENSURING DISCIPLINE.
5.SPEED BOSS TIMELY AND ACCURATE COMPLETION OF THE WORK.
6.REPAIRS BOSS ENSURING PROPER WORKING CONDITIONS OF MACHINE AND TOOLS
7.INSPECTORS. CHECKING THE QUALITY OF WORK
8.GANG BOSS. KEEPING THE MACHINES AND TOOLS READY FOR OPERATIONS BY
WORKERS.

17. • DIFFERENTIAL PIECE WAGE SYSTEM: IT DIIFERENTIATES BETWEEN EFFICIENT AND
EFFICIENTLESS WORKERS.
• STANDARDISATION AND SIMPLIFICATION OF THE WORK: STANDARDISATION OF WORK
REFERS TO THE PROCESS OF SETTING STANDARDS FOR EVERY BUSINESS ACTIVITY., E.g
STANDARDISATION OF PROCESS , RAW MATERIALS , TIME , PRODUCTS , MACHINERY,
METHODS AND WORKING CONDITIONS.
OBECTIVES OF STANDARDISATION OF THE WORKS
 TO ESTABLISH THE INTERCHANGE ABLITIY OF MANUFACTURED PRODUCTS OR
PARTS.
 TO ESTABLISH THE WORKING STANDARDS OF THE MEN
 TO ESTABLISH STANDARDS OF EXCELLENCE AND QUALITY IN MATERIALS.
 TO REDUCE THE GIVEN LINE OR PRODUCT TO FIXED TYPES, SIZE AND
CHARACTERSTICS.
• SIMPLIFICATION OF WORKS AIMS AT ELIMINATION OF THE UNNECESSARY DIVERSITY
OF PRODUCTS.
 IT RESULTS IN SAVING OF COST , LABOUR, MACHINES AND TOOLS
 IT IMPLIES REDUCED INVENTORIES, FULLER UTILISATION OF EQUIPMENT AND
INCREASING TURNOVER.

18. WORK STUDY
• FATIGUE STUDY: IT SEEKS TO DETERMINE THE AMOUNT AND FREQUENCY OF REST
INTERVALS IN COMPLETING THE TASK.
• MOTION STUDY: IT REFERS TO THE STUDY OF MOVEMENTS SO THE UNPRODUCTIVE
MOVEMENTS CAN BE ELIMINATED.
• TIME STUDY: IT DETERMINES STANDERD TIME TAKEN TO PERFORM A WELL DEFINED JOB.
• METHOD STUDY : OBJECTIVE OF METHOD STUDY IS TO FIND OUT ONE OF THE BEST WAY
OF DOING THE JOB.
THE PROMINENT INDIVIDUALS BEHIND THE THEORY ARE HENRY FAYOL & MAX
WEBER.

19. FAYOLS 14 PRINCIPLES OF MANAGEMENT.

20. • DIVISON OF WORK- WORK SHOULD BE DIVIDED INTO SMALLER TASK/ JOBS. EACH
SHOLUD BE PERFORMED BY THE SPECIALIST OR TRAINED EMPLOYEE
• AUTHORITY AND RESPONSIBILITY-AUTHORITY MEANS RIGHT TO GIVE ORDERS AND
OBTAIN OBEDIENCE. RESPONSIBILITY MEANS OBLIGATION TO PERFORM THE JOB
ASSIGNED ON TIME. THERE MUST BE A BALANCE BETWEEN BOTH
• DISCIPLINE – MEANS OBEDIENCE TO ORGANISATIONAL RULES AND EMPLOYEMENT
AGREEMENT.
• UNITY OF COMMAND- AN EMPLOYEE SHOULD RECEIVE THE ORDER FROM A ONE AND
ONLY BOSS OR HIS SUPERIOR. AVOIDS DUAL SUBORDINATION.
• UNITY OF DIRECTION- ALL UNITS OF AN ORGANISATION SHOULD BE MOVING TOWARDS
SAME OBJECTIVES THROUGH THE COORDINATED AND FOCUSED EFFORTS.
• SUBORDINATION OF GENERAL INTEREST TO THE GENERAL INTEREST- THE INTEREST
OF ORGANISATION SHOULD SUPERSEDE THE INTEREST OF ANY EMPLOYEE.
• REMUNERATION OF EMPLOYEES- JUST AND EQUITABLE REMUNERATION SHOULD BE
GIVEN TO THE EMPLOYEE BY THE EMPLOYEER.

21. • CENTRALISATION AND DECENTRALISATION – CENTRALISATION MEANS THE DECISION
MAKING AUTHORITY IS BY THE TOP MANAGEMENT OF ORGANISATION.
DECENTRALISATION MEANS DELEGATION OF AUTHORITY AT ALL THE LEVELS OF
MANAGEMENT. A BALANCE MUST BE MAINTAINED BETWEEN THE BOTH.
• SCALAR CHAIN – THE FORMAL LINES OF AUTHORITY FROM HIGHEST TO LOWEST RANKS
ARE KNOWN AS SCALAR CHAIN. THIS PRINCIPLE SUGGESTED THAT THE
COMMUNICATION MUST FLOW FROM TOP TO LOWEST RANK AND SHOULD FOLLOW THE
OFFICIAL LINES OF COMMAND. GANG PLANK IS SHORTER WAY OF COMMUNICATION.
• ORDER – IT MEANS “ A RIGHT PLACE FOR EVERYTHING ( EVERYONE) AND EVERYTHING
• (EVERYONE) IN ITS(HIS) PLACE”.
• EQUITY – EMPHASIS ON KINDNESS AND JUSTICE IN BEHAVIOUR OF MANAGERS TOWARDS
THE WORKERS. NO DISCRIMINATION ON ACCOUNT OF SEX, CASTE AND LANGUAGE ETC.
• STABILITY OF PERSONNEL – EMPLOYEES SHOULD NOT BE MOVED FROM THE POSITONS
FREQUENTLY. THEY MUST BE GIVEN SOME REASONABLE TIME TO SHOW THEIR RESULTS.
• INITIATIVE – EMPLOYEES SHOULD BE ENCOURAGED TO MAKE AND EXECUTE PLANS
WITHIN THE PRESCRIBED LIMIT OF AUTHORITY.
• ESPIRIT DE CORPS – EMPHASIS ON TEAM WORK, SPIRIT OF UNITY & HARMONY AMONG
THE EMPLOYEES.

22. MAX WEBER
GERMAN SOCIALIST STUDIED ORGANISATIONS
DEVELOPED THEORY OF AUTHORITY
STRUCTURES AND RELATION BASED ON AN
IDEAL TYPE OF ORGANISATION , HE CALLED IT
AS BUREAURACY.

24. MANAGERS USE OF QUANTATIVE APPROACH
THE SCIENCE OF KEEPING LINES MOVING IS KNOWN AS QUEUE MANAGEMENT
THE QUNIITATIVE APPROACH CONTRIBUTES DIRECTLY TO THE MANAGEMENT DECISION
MAKING IN THE AREAS OF PLANNING AND CONTROL.
FOR INSTANCES ., WHEN MANAGERS BUDGETING, QUEUING , SCHEDULING , QUALITY
CONTROL AND SIMILAR DECISIONS , THEY TYPICALLY RELY ON THE QUANTITATIVE
TECHNIQUES. THE SPECIALISED SOFTWARES HAS MADE THEM USE OF THESE TECHNIQUES
INTIMIDATING FOR MANAGERS.

25. BEHAVIORAL APPROACH.
• THE FIELD OF STUDY THAT RESEARCHES THE ACTIONS (BEHAVIOUR) PEOPLE AT
WORK IS CALLED ORGANISATIONAL BEHAVIOUR(OB).
WHAT MANAGERS DO?
• MOTIVATING
• LEADING
• BUILDING TRUST
• WORKING WITH A TEAM
• MANAGING CONFLICTS

27. HOW TODAY’S MANAGERS USE THE BEHAVIOURAL APPROACH?

28. THE CONTEMPORARY APPROACH.
• INFUENCE “ HOW MANAGERS MANAGE THINGS?”.
• FOCUS ON MANAGERS CONCERN INSIDE THE
ORGANISATION
• THE TWO PERSPECTIVE ARE
 SYSTEMS THEORY
 CONTIGENCY THEORY.

29. SYSTEMS THEORY.
• A SYSTEM IS A SET OF INTERRELATED AND INTERDEPENDENT PARTS ARRANGED IN THE
MANNER THAT PRODUCES A UNIFIED WHOLE
• TYPES OF SYSTEM ARE CLOSED AND OPEN
• CLOSED SYSTEM-INFLUENCED BY AND NOT TO INTERACT WITH THEIR ENVIRONMENT.
• OPEN SYSTEM- INFLUENCED BY AND INTERACT WITH THE ENVIRONMENT.
THE SYSTEM APPROACH AND MANAGERS
• ORANISATION ARE BEING MADE UP OF INTERDEPENDENT FACTOR, INCLUDING
INDIVIDUALS , GROUPS , GOALS , STATUS AND AUTHORITY
• MEANS THAT THE MANAGERS CO-ORDINATE THE WORKS AT THE
ORGANISATION IN ATTAINMENT OF GOALS.

30. THE CONTIGENCY APPROACH.
THE CONTIGENCY APPROACH IS SOMETIMES CALLED AS SITUATIONAL APPROACH, THAT
ORGANISATION ARE DIFFERENT FACE AND DIFFERRENT SITUATIONAND REQUIRE
DIFFERENT WAYS OF MANAGING DIFFERENT SITUATION.
THE CONTIGENCY APPROACH AND MANAGERS.
• SITUATION & MANAGE THE SITUATIONS
• UNIVERSALLY APPLICABLE RULES
• MANAGERS RESEARCHERS CONTINUED IN IDENTIFYING THE SITUATIONAL
VARIABLES
• STRESS ON SIMPLISTIC