Evolution Of Management Theory: The Evolution Of Management

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Introduction

The evolution of management theory

For ages, people have been shaping and reshaping organizations for better achievements. Looking back through world’s history, we can trace the stories of people like Henry Ford and the model who have long been symbols of the industrial age. The subsequent growth and success of ford’s rival was due to large need to find an innovative response to modern technology. In large measures the managerial approaches as well as early managerial theory, is a paradigm of much that was constructive and much that was imperfect in early approaches to management. However, the way we think

These companies also seemed to be more effective with a greater degree of differentiation between subtasks in the organization. On the other hand, those companies operating in stable environments tend to exhibit a more mechanistic organizational structure. Tom Burns and G.M Stalker found similar results. System management theory

This theory focuses on how collective workforce combine together to accomplish some end goal or objective. An organization with parts like management, employees, assets, products and information is a form of a complex system. While systems themselves can be duplicated and go global, there are some aspects that help frame the type of system being used (Charlton, 2003).

In system management theory there are three types; open system, closed system and subsystem. In the case of system theory, managers who understand this theory understand the systems around them. They then examine patterns in a work premise, coordinate programs to work as a collective which help them achieve an overall goal or mission of the organization rather than the isolated

In business world, human relations are a critical part of organizational success. Human relations theory also known as behavioral management theory focuses more on individuals in a workplace than the rules, procedures and processes. However, this theory breaks communication bias between employees and managers allowing them to interact with one another in decisions making rather than directive orders from the management. Workers are exposed to motivational and emotional tactics to get them to increase productivity instead of giving them quotas. The focus of this style is creating fulfilled, productive workers and helping workers invest fully in a company. While many companies operate on the human relations theory, this type of management has dangers as companies risk workers becoming too social or easily swayed by personal emotions when making decisions. It is hard to reprimand employees for poor performance or dismiss them once they have full y invested in a company. Despite these risks, human relations theory has a potential to increase employees retention rates and productivity. As employees feel more valued by a company, they invest in greater good of the