A History of Management
Thought
Stuart A. Umpleby
The George Washington University
Washington, DC
On theories
• In order to understand a theory, one needs
to understand the theory that preceded it,
and in order to understand that theory, one
needs to understand the theory that
preceded it
• A theory is an answer to a question. To
understand a theory, one must first
understand the question that it answers
On theories and common sense
• A theory should not be evaluated in
relation to common sense, for three
reasons
– Different people have different conceptions of
common sense
– Common sense changes in time
– Common sense is not well-formulated and
clearly stated
How to evaluate a theory
• Common sense is an unstable reference
frame for evaluating a theory
• Instead, evaluate a theory in relation to the
previous, well-tested, widely accepted
theory
Very early writings on
management
• Writings on law and military organization -Hamurabi, Roman Senate, Sun Tsu,
Marcus Aurelius, Machievelli
• The industrial revolution altered working
conditions and created large
organizations; Adam Smith on the division
of labor, 1776
Early modern writings on
management 1900 to 1930s
• Functions of management, Henri Fayol -planning, organizing, staffing, directing,
controlling, coordinating, budgeting
• Scientific management, Frederick Taylor -time and motion studies
• Statistical quality control, Walter Shewhart
• Human relations movement, Elton Mayo,
Mary Parker Follett
Hawthorne experiments 1930s
• Illumination study -- tested the impact of
various working conditions on productivity,
uncovered the idea that paying attention to
people improves their performance
• Wiring room study -- tested the influence
of individual and group behavior, worker
output is influenced by group norms, social
pressures, informal organizations
After World War II
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Operations research and systems analysis
Management information systems
Management by objectives
Quality or process improvement
Reengineering
Knowledge management
Issues in organizational
behavior
• Leadership styles suitable for various
kinds of organizations
• Motivation -- people respond to different
rewards
• Group behavior -- forming, storming,
norming, performing, adjourning
• Personality differences
• Cultural differences
Organizational behavior
• Includes individuals, groups, organizations
• Is multi-disciplinary – psychology,
sociology, anthropology
• Has a humanistic orientation
• Is performance oriented
• Uses the scientific method
• Is applications oriented
Motivation
• Physiological needs – food, water
• Psychological needs – self-esteem
• Sociological needs – social interaction
Maslow’s hierarchy of needs
• Self-actualization – advancement,
challenges, opportunities to use skills
• Esteem – job title, compliments
• Belongingness – compatible work groups,
friends, parties
• Safety and security – salary increases,
pension plan, medical plans, insurance
• Physiological – salary, office, co. cafeteria