The development of management concepts

The development of management concepts

The reason why we need to study the history and development of the concept of management is to obtain a description of how management has taken place in the past. It is intended to be learned so that we can take a step better for business. Second, we can find out how it develops business management. With this study, we could look for a new theory that we can be good management and also take appropriate decisions. The latter is the order management principles that have been applied since the first can be a valuable lesson for us so that later we buses clean and could plunge the world into good management.

1. mazhab CLASSIC

Theory and provide ease of management principles in deciding something that must be done in an effective way to become a manager, and it can also be interpreted as a function of management. other than that the manager can manage an authority without the use of theory and principle, the activity goes just intuition, gut feeling and hope that the results will not give you the satisfaction of all parties.

      a) Robert Owen (1771-1858)

In the 1800s he was a manager at several cotton spinning mill in New Lanarls Scotland.

Emphasizes the role of human resources as the key to the success of the company.

Motivated by the terms and conditions of employment are inadequate, where the previous working conditions and lives of workers at that time was very bad.

b) Charles Babbage (1792-1871)

Recommends to organize the division of labor in relation to the division of labor. So that every worker can be trained in a particular skill. Each worker only required a special responsibility in accordance with his specialty.

c) Frederik W. Taylor (1856-1915)

Taylor is a popular figure scientific management, so that he gained the nickname the father of scientific management, scientific management arises because of the desire to increase productivity until he finally discovered the principles are:

• Development of actual scientific management, so that for example, the best method to perform each job can be determined.

• Selection scientifically against the workers, so that each worker may be given responsibility for tasks best suited to him

• Education and scientific development for the workforce

• Close cooperation and friendly between managers and workers.

dr) Henry L. Gantt (1861-1919)

Ideas have in common with the idea of ​​Taylor, namely:

1. The mutually beneficial cooperation between managers and employees.

2. Know the proper selection method.

3. The system of bonuses and instruction.

However Hennry refuse differential wage system. Because only a small impact on work motivation.

e) Frank B and Lillian M. Gilbreth (1868 - 1924 and 1878 - 1972)

Based on the idea of ​​the results of research on the relationship of movement and fatigue in the work. According to Frank, the movement and fatigue related. Each movement is eliminated also cause fatigue. According to Lillian, in the settings to achieve motion that can effectively reduce fatigue.

2. Classical Second Scientific Management Branch.

Pioneer of classical organization theory is Henry Fayol who lived from 1841-1925. In its efforts to develop a management science Fayol began by dividing the company into six activities each having dependency. The activity in question is:

1). Technical functions (technical), which produce and make products.

2). Commercial functions (commercial), which is to buy raw materials and sell products.

3). Financial functions (financial), ie obtaining and using capital.

4). Security functions (security), which is to protect the workforce and aktivaperusahaan.

5). Accounting functions (accounting), which record and check costs, keutungan, and debts, prepare balance sheets, and gather statistics.

6). Managerial functions (managerial)

The orientation is managerial functions, so that it defines manjemen by dividing the five functions, namely:

• Planning (planning) is charting a course of action that memungkan organization can achieve its objectives.

• Organizing (organizing) means to mobilize human resources and natural resources of the organization to realize the plan be an outcome '

• Pengkomandoan (commanditing) means giving direction to subordinates and they seek to do his job.

• Coordination (coordinating) means ensuring that the resources and activities of organizations working in harmony to achieve the expected goals.

• Control (controlling) means of monitoring (monitoring) plan to ensure that steered appropriately.

Fayol concept which states that management skills can be applied to all kinds of group activities, if other things do not change, until today increasingly important in schools, government, and other institutions. Fayol developed management principles underlying effective managerial behavior is as follows:

a) The division of labor (division of labor)

b) Authority (authority)

c) Discipline (discipline)

d) Unity of command (unity of command)

e) Unity direction (unity of direction)

f) subordinate to [private interests above the public interest (subordination of individual interests to the common goods)

g) Provision of salary (remuneration)

h) Centralized (centralization)

i) Hierarchy (hierarchy)

j) Orderly (order)

k) Justice (equity)

l) The stability of the staff (stabilty of staff)

m) Initiative (initiative)

n) Semngat corps (esprit de corps)

2.Mazhab Behaviour

In this school, an important starting point is the manager acts of human behavior. Managers should be aware that the management is not done alone, it is the manager who must lead others to do so, dedicated and high participation to accomplish these tasks. So the topics at issue in this school is a "human behavior, human relations, motivation, leadership, nature and human behavior, social psychology, communication, and human desire it."

Managers in making authority leadership should be more aware of behaviors, desires, and needs of subordinates.

The emergence of the flow of human relationships (human behavior or neoclassical) arises due to the managers discovered that the classical approach, the efficiency of production and work perfect harmony can not be realized. Often subordinates less follows the pattern of behavior that is rational in mengoprasikan job. So the discussion of "side of human behavior" in the organization is important. Some experts try to equip organizations with the view of classical sociology and psychology.

a) Munsterberg Hugo (1863-1916)

Known as the "Father of Industrial Psychology". Since 1910 his interest focused on the application of psychology in the industry, where he saw the importance of the application of behavioral science in the scientific management of the new movement. In his book Psychology and Industrial Efficien¬cy yangberjudul published in 1921, contains:

1. Best possible person, that is how to get those people who have mental qualities are best suited to the job they had to do.

2. Best Possible Work, which is in psychological condition where the output is the largest and most satisfactory can be obtained from the work of everyone.

3. Best Possible Effect, which is how a company can influence the workers can be obtained such that the best possible results from them.

b) Elton Mayo (1880-1949)

Research conducted on human behavior in the work situation at the Western Electric company (1924-1933). The research originated from the investigation hubun¬gan level of lighting in the workplace and productivity of workers. As a result, when the light conditions increase the productivity tends to increase as expected, but when the light was worse than normal productivity tends to remain elevated. Outputpun continued to rise during the lighting continues to be changed.

Elton Mayo and his research assistants Roethlishberger Fritz J. and William J. Dickson also concluded that the incentive money given does not lead to increased productivity.

Results of the study were famous "Hawthorne effect" states that the operation of the company not just because of the machine and method, but also the adjustment to the social system in order to build a complete technical system. Sympathetic supervisor will improve their work performance and workers will be harder to work when they are convinced that the management think of their welfare and special attention to them.

3. The school of Management Sciences

1. Operations Research

a) Rensis Likert

Identifies and intensive research on the four management systems.

b) Edgar Schein

Examines group dynamics within the organization.

Behavioral science theory is characterized by new insights into the behavior of individuals, social group behavior and organizational behavior.

2. Motivation Theory

a) Abraham Maslow

Develop a hierarchy of needs in the explanation of human behavior and the dynamics of the process of motivation.

b) Frederick McGregor

c) David McClelland

McClelland needs theory focuses on three needs are defined as follows:

- The need for achievement: the urge to surpass, to achieve the standards, striving for success

- The need for power: the need to make other people behave in such a way that they will not behave otherwise

- The need for affiliation: the desire to establish an interpersonal relationship that is friendly and familiar

d) Victor Vroom (1964)

Which is famous for its elaborate on the Vroom model theory can be seen from the performance factor of 3 (three) theory as follows consisting of:

1. Theory of expectancy.

According to the theory ekpektansi that could push someone's performance, namely: "expectancy someone representing an individual belief that a certain level of effort will be followed by a certain level of performance". In connection with a person's level of expectancy Craig C. Pinder (1948) in his book "Work Motivation" argues that there are several factors that affect a person's level of expectancy that is:

a. Pride

b. The success of a duty

c. Help achieved from a supervisor and the subordinate.

d. Information necessary to carry out a task

e. Good materials and good equipment to work.

2. Theory instrumentalists.

According to the instrumentalist theory that a person's belief that a particular result depends on the implementation of a specific performance level. Performance is instrumental when it led to the emergence of something else.

3. The valence theory.

Valence theory implies that the positive and negative values ​​given by the results. The third theory can be seen from the aspect of managerial and individual