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1. Important Characteristics of the Four Periods of Management :

Prescientific ManagementWorkers were almost completely dominated by their supervisors, a relationship based

on social caste systems of autocracy.

Scientific Management Rising of the business baron and the industrial revolution Concept of a wage (rather than a subsistence allowance) being paid for work was

recognized

The doctrine of private property became a dominant theme Human Relations

Represented a reaction to the dehumanizing aspects of scientific management Concepts of the worker advanced from an unfeeling, unidentified human unit on

an assembly line to a person of emotions and worth

Refinement, Extension, and SynthesisScientific management has been brought to a high state of refinement in such areas as

industrial engineering, motion and time study, and operations research.

2. - Frederick W. Taylor is recognized as the father of scientific management.

- Scientific Management, excoriating managers for their arbitrary approach to their

responsibilities and workers for their apparent lackadaisical attitude to work norms.

- The weakness in scientific management is dehumanizing the organizational member.

3. The result of Hawthorne experiments is an organization was more than a formal structure or

arrangement of function. An organization is a social system, a system of cliques, grapevines,

informal status systems, rituals and a mixture a logical, non-logical and illogical behavior.

4. Productivity is in fact related to motivation (both anxiety-producing as well as anxiety-

reducing) and many other factors such as discipline and control. The morale is not a very

meaningful concept of management thought and that some advocates of the humanrelations approach extended human relations concepts too far when they claimed that

morale and productivity are necessarily directly related.

5. (1,9): yield and comply. This style has a high concern for people and a low concern for

production. Managers using this style pay much attention to the security and comfort of the


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employees, in hopes that this will increase performance. The resulting atmosphere is usually

friendly, but not necessarily very productive.

(1,1): evade and elude. In this style, managers have low concern for both people and

production. Managers use this style to preserve job and job seniority, protecting themselves

by avoiding getting into trouble. The main concern for the manager is not to be held

responsible for any mistakes, which results in less innovative decisions.

(5,5): balance and compromise. Managers using this style try to balance between company

goals and workers' needs. By giving some concern to both people and production, managers

who use this style hope to achieve suitable performance but doing so gives away a bit of

each concern so that neither production nor people needs are met.

(9,9): contribute and commit. In this style, high concern is paid both to people and production.

As suggested by the propositions of Theory Y, managers choosing to use this style encourage

teamwork and commitment among employees. This method relies heavily on making

employees feel themselves to be constructive parts of the company.

(9,1): control and dominate. With a high concern for production, and a low concern for people,

managers using this style find employee needs unimportant; they provide their employees

with money and expect performance in return. Managers using this style also pressure their

employees through rules and punishments to achieve the company goals.

6. Principal characteristics of school management thought:

TraditionalThe process of getting things done through people in organized groups

Empirical Experience is the only way a manager can develop Studying the successes and mistakes of others and by having his own experience The truth must be learned through experience

Human Relation Organizations always involve interrelationships among members. The managers role is seen as being heavily concerned with improving the

relationships among organizational members.

Leading and supervising are seen as primary functions of the manager. Decision Theory

Rationality of decisions and analysis of the process of making decisions are areasof primary interest.
http://en.wikipedia.org/wiki/Performancehttp://en.wikipedia.org/wiki/Innovationhttp://en.wikipedia.org/wiki/Innovationhttp://en.wikipedia.org/wiki/Performance


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Progress of an organization is determined by the cumulative effect of thousandsof decisions made by managers at all levels.

MathematicalManagement involves a rational and logical pattern, the pattern can best be expressed

through the use of mathematics, which is also logically based. Formalism

Organizational members will perform their jobs best when are clearly definedand structured.

Members will know what is expected of them and will work to fulfill theseexpectations.

Create organizations which may be described as stiff, rigid, and inflexible. Spontaneity

Group coordination and effective organizational behavior will automaticallyemerge round the natural leader, claim the advocates of the spontaneityapproach to management.

Formal structures, policies, procedures, and control ought to be minimized. Participative

Organizational members will perform best when they have given an opportunity to

participate in making organizational decisions.

Challenge-and-ResponseMembers will respond with good performance when they are motivated through

appropriate challenges.

DirectivePeople want and need to be told what to do.

Check-and-balanceSome form of control is necessary to check up on or even to limit the behavior of people

in organizations.

The process-of-organization Does not consider the several schools of thought as being necessarily

contradictory or mutually exclusive.

Manager recognizes the infinite complexity of people and their organizations.7. Human Relation

SpontaneityParticipative


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