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History of Management Thoughts  
Author(s): K S Chandrasekar , A M Sumi, J Asha Devi, M Al Ameen
Published by Vijay Nicole Imprints Private Limited
Publication Date:  Available in all formats
ISBN: 9789393161079

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Description

Table of contents

For Authors

Biographical note

This book traces the Principles of Management thoughts and its Evolution through history.

FEATURES:

• Comprehensive coverage on Classical Management School with discussions on Scientific, Administrative, Bureaucratic management approaches

• Includes Behavioural school theorists such as Maslow, Mcgregor, Herzberg, Alderfer and McClelland

• Dedicated chapters on Business Ethics and CSR, Indian Management Thoughts and Practices

• Includes case studies, case-lets and end-of-chapter review questions

• Tables, charts, and figures have been used to make the presentation of complex topics more clear and easy to grasp.

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Description

This book traces the Principles of Management thoughts and its Evolution through history.

FEATURES:

• Comprehensive coverage on Classical Management School with discussions on Scientific, Administrative, Bureaucratic management approaches

• Includes Behavioural school theorists such as Maslow, Mcgregor, Herzberg, Alderfer and McClelland

• Dedicated chapters on Business Ethics and CSR, Indian Management Thoughts and Practices

• Includes case studies, case-lets and end-of-chapter review questions

• Tables, charts, and figures have been used to make the presentation of complex topics more clear and easy to grasp.

Table of contents
  • Cover
  • Halftitle Page
  • About the Authors
  • Title Page
  • Copyright Page
  • Contents
  • Preface
  • Acknowledgements
  • Chapter 1 Principles of Management
    • 1.1 Management: Meaning and Definition
      • 1.1.1 Introduction
      • 1.1.2 Characteristics of Management
      • 1.1.3 Levels of Management
      • 1.1.4 Nature and Importance of Management
      • 1.1.5 Objectives of Management
      • 1.1.6 Functions of Management
      • 1.1.7 Management as a Science, an Art and a Profession
      • 1.1.8 Management v/s Administration
    • 1.2 Management and Managerial Skills
      • 1.2.1 Areas of Management
      • 1.2.2 Mintzberg’s Managerial Roles
      • 1.2.3 Essential Skills of Managers
      • 1.2.4 Types of Manager’s
      • 1.2.5 The Tasks and Contribution of a Manager
      • 1.2.6 Types of Business
    • 1.3 Different Approaches of Management Thought
      • 1.3.1 Introduction
      • 1.3.2 Pre – Historic Period
      • 1.3.3 The Classical Approach
      • 1.3.4 The Behavioural Approach
      • 1.3.5 The Quantitative Approach
      • 1.3.6 System Approach
      • 1.3.7 Contingency Approach
    • 1.4 Recent Trends and Challenges in Management
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 2 Evolution of Management Thoughts
    • 2.1 Introduction
    • 2.2 History of Management
      • 2.2.1 Industrial Revolution
      • 2.2.2 Forces behind Management Thoughts
      • 2.2.3 Evolution of Management Thoughts
      • 2.2.4 Classical Approach
      • 2.2.5 Modern Approach
      • 2.2.6 The Professional Manager
      • 2.2.7 Importance of Management Theories
    • 2.3 Mass Production
      • 2.3.1 Introduction
      • 2.3.2 Early thinking about Management
      • 2.3.3 Strategies of Machiavelli and Sun Tzu
      • 2.3.4 Sun Tzu
      • 2.3.5 Problems and Conflicts in Management Theories
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 3 Classical Management School
    • 3.1 Introduction
      • 3.1.1 Features of Classical Management School
      • 3.1.2 Advantages of Classical Management School
      • 3.1.3 Limitations of Classical Management School
    • 3.2 Scientific Management Approach
      • 3.2.1 Definitions of Scientific Management
      • 3.2.2 Frederic Winslow Taylor (1856-1915)
      • 3.2.3 Contributions of Taylor
      • 3.2.4 Advantages of Scientific Management
      • 3.2.5 Limitations of Scientific Management
      • 3.2.6 Followers of Scientific Management
      • 3.2.7 Henry Laurence Gantt (1861-1919)
      • 3.2.8 Contributions of Henry Gantt
      • 3.2.9 Gantt’s Chart
      • 3.2.10 Advantages of Gantt Chart
      • 3.2.11 Limitations of Gantt’s Contribution
      • 3.2.12 Frank B. Gilbreth and Lillian M. Gilbreth
      • 3.2.13 Contributions of Frank B. Gilbreth and Lillian M. Gilbreth
      • 3.2.14 Advantages of Gilbreth’s Contribution
      • 3.2.15 Limitations of Gilbreth’s Contribution
      • 3.2.16 Harrington Emerson (1853-1931)
      • 3.2.17 Contributions of Emerson
      • 3.2.18 Criticism of Scientific Management
    • 3.3 Administrative Management Approach
      • 3.3.1 Advantages of Administrative Management
      • 3.3.2 Limitations of Administrative Management
      • 3.3.3 Henry Fayol
      • 3.3.4 Contributions of Henry Fayol
      • 3.3.5 Followers of Administrative Management
      • 3.3.6 Luther Halsey Gullick (1892-1993)
      • 3.3.7 Contributions of Gullick
      • 3.3.8 Lyndall Fownes Urwick (1891-1983)
      • 3.3.9 Contributions of Lyndall Urwick
      • 3.3.10 Contributions of Gullick and Urwick
      • 3.3.11 Advantages of POSDCORB
      • 3.3.12 Limitations of POSDCORB
      • 3.3.13 James David Mooney (1884-1957)
      • 3.3.14 Contributions of James David Mooney and Alan Campbell Reiley
      • 3.3.15 Oliver Sheldon (1894-1951)
      • 3.3.16 Contributions of Oliver Sheldon
      • 3.3.17 Alfred Pritchard Sloan (1875 -1966)
      • 3.3.18 Criticism of Administrative Management
    • 3.4 Bureaucratic Management Approach
      • 3.4.1 Features of Bureaucracy
      • 3.4.2 Problems in Bureaucracy
      • 3.4.3 Contributions of Max Weber
      • 3.4.4 Mary Parker Follet (1868-1933)
      • 3.4.5 Contributions of Mary Parker Follet
      • 3.4.6 Chester Irvin Barnard (1886-1961)
      • 3.4.7 Contributions of Chester I Barnard
      • 3.4.8 Criticism of Bureaucracy
      • 3.4.9 Henry Ford (1863-1947)
      • 3.4.10 Factory and Efficiency Theory
      • 3.4.11 Criticism of Classical Management School
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 4 Behavioural School
    • 4.1 Introduction
    • 4.2 Characteristics of Behavioural Approach
    • 4.3 Hawthorne Experiment
    • 4.4 Human Relation Movement
      • 4.4.1 Factors Affecting Human Relations
      • 4.4.2 Critical Evaluation
    • 4.5 Motivation
    • 4.6 Maslow's Hierarchy of Needs Theory
      • 4.6.1 Critical Evaluation
    • 4.7 Mcgregor's Theory of X and Y
      • 4.7.1 Critical Evaluation
    • 4.8 Herzberg's Two- Factor Theory
      • 4.8.1 Critical Evaluation
    • 4.9 Alderfer's E.R.G Theory
      • 4.9.1 Critical Evaluation
    • 4.10 McClelland Theory of Need for Achievement
      • 4.10.1 Critical Evaluation
    • 4.11 Maturity – Immaturity Theory of Chris Argyris
      • 4.11.1 Critical Evaluation
    • 4.12 The Coming of Post – Industrial Society of Daniel Bell
      • 4.12.1 Critical Evaluation
    • 4.13 Applications in Business
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 5 Management Science School
    • 5.1 Introduction
      • 5.1.1 Management Science School
      • 5.1.2 Characteristics of Management Science School
      • 5.2.3 Benefits of Management Science School
      • 5.1.4 Disadvantages of Management Science School
      • 5.1.5 Robert Mcnamara and Ford Motor Company
      • 5.1.6 Recent Developments in Management Theory
    • 5.2 Modern Management Theory
      • 5.2.1 System and Contigency Approach
      • 5.2.2 Systems Theory
      • 5.2.3 Characteristics of System Theory
      • 5.2.4 Importance of System Theory
      • 5.2.5 Definition of Systems Thinking
      • 5.2.6 Theory and Model of System Theory
      • 5.2.7 Key Concepts of System Theory
      • 5.2.8 Fundamentals of System Approach
      • 5.2.9 Basic Principles of Systems Thinking as Applied to Management and Leadership
      • 5.2.10 Criticism of System Approach
      • 5.2.11 Contingency Theory
      • 5.2.12 Contingency Approach and Recent Contributions
      • 5.2.13 Dynamic Engagement
      • 5.2.14 New Organizational Environments
      • 5.2.15 Ethics and Social Responsibility of Dynamic Engagement
      • 5.2.16 Globalization and Management
      • 5.2.17 Quality
      • 5.2.18 Total Quality Management
      • 5.2.19 Definitions of Total Quality Management
      • 5.2.20 Characteristics of Total Quality Management
      • 5.2.21 Principles of Total Quality Management
      • 5.2.22 Implementation of TQM
      • 5.2.23 Evolution of Total Quality Management
      • 5.2.24 Disadvantages of Total Quality Management
      • 5.2.25 Advantages of Total Quality Management
    • 5.3 Information Technology Adaptation
      • 5.3.1 Continuous Improvement / Kaizen Approach
      • 5.3.2 Kaizen Process
      • 5.3.3 Benefits of Continuous Improvement
      • 5.3.4 Employee Work Culture
      • 5.3.5 Characteristics of a Healthy Work Culture
      • 5.3.6 Reengineering Approach
      • 5.3.7 Reengineering Process
      • 5.3.8 Core Competency Theory
      • 5.3.9 Core Competencies and Strategy
      • 5.3.10 Business Process Outsourcing
      • 5.3.11 Benefits of BPO
      • 5.3.12 BPO in India
      • 5.3.13 Boundaryless Organization
      • 5.3.14 No Boundaries
      • 5.3.15 Bounded Rationality
      • 5.3.16 Organizational Humanism
      • 5.3.17 Performance Management Outsourcing
      • 5.3.18 Other Schools of thought or Styles or Approaches
      • 5.3.19 Future of Modern Management
      • 5.3.20 Recent Developments in Management
      • 5.3.21 Some Other Important Developments in Management
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 6 Functional Management – I
    • 6.1 Introduction
      • 6.1.1 Principles and Practices of Management
      • 6.1.2 Definitions of Planning
      • 6.1.3 Types of Planning
      • 6.1.4 Purpose of Planning
      • 6.1.5 Principles of Planning
      • 6.1.6 Planning Process / Steps in Planning
      • 6.1.7 Characteristics of Planning
      • 6.1.8 Advantages and Disadvantages of Planning
      • 6.1.9 Significance of Planning
      • 6.1.10 Classification of Plans
    • 6.2 Decision Making
      • 6.2.1 Importance of Decision Making
      • 6.2.2 Types of Decisions
      • 6.2.3 Decision Making Process
      • 6.2.4 Rationality in Decision Making
      • 6.2.5 Bounded Rationality in Decision Making
      • 6.2.6 Barriers in Decision-making
      • 6.2.7 Techniques of Decision-making
      • 6.2.8 Types of Decision-making
    • 6.3 Decision Tree
      • 6.3.1 Advantages of Decision Trees
      • 6.3.2 Disadvantages of Decision Trees
    • 6.4 Resources Planning
      • 6.4.1 Estimating the Resources
      • 6.4.2 Estimating Activity Durations
    • 6.5 Management By Objectives (MBO)
      • 6.5.1 Prerequisites of MBO
      • 6.5.2 Nature of Objectives
      • 6.5.3 Features and Advantages of MBO
      • 6.5.4 Limitations of MBO
      • 6.5.5 Process of Management by Objectives
    • 6.6 Management By Exception
    • 6.7 Strategy
      • 6.7.1 Anticipates Future Opportunities and Threats
      • 6.7.2 Provide Clarity of Purpose and Direction
      • 6.7.3 Steps in Strategic Planning
      • 6.7.4 Levels of Strategic Plans
      • 6.7.5 Appropriateness of Business Strategy
      • 6.7.6 Strategic Issues based on Planning Orientation
    • 6.8 Group Decision Making on Management
      • 6.8.1 Methods of Group Decision Making
      • 6.8.2 Advantages and Disadvantages of Group Decision Making
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 7 Functional Management – II
    • 7.1 Organization Control7.1.1 Introduction
      • 7.1.1 Introduction
      • 7.1.2 Definitions of Control
      • 7.1.3 Nature of Control
      • 7.1.4 Importance of Control
      • 7.1.5 Features of an Effective Control System
      • 7.1.6 Limitations of Controlling
    • 7.2 Organizational Control Process
      • 7.2.1 Types of Control
      • 7.2.2 Control Leads to Reorganizing
      • 7.2.3 Control as End Result Variable
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 8 Functional Management – III
    • 8.1 Organization Structure
      • 8.1.1 Introduction
      • 8.1.2 Objectives of Organization Structure
      • 8.1.3 Steps in Organizing Process
      • 8.1.4 Importance of Organization Structure
      • 8.1.5 Factors for Designing Organizational Structure
      • 8.1.6 Organization Chart
      • 8.1.7 Importance of Organization Chart
      • 8.1.8 Types of Organization Charts
      • 8.1.9 Elements of Organization Structure
      • 8.1.10 Types of Organization Structure
    • 8.2 Organization Strategy
      • 8.2.1 Definitions of Strategy
      • 8.2.2 Five P’s of Strategy
      • 8.2.3 Levels of Strategy
      • 8.2.4 Approaches to Crafting a Strategy
      • 8.2.5 Corporate strategy
      • 8.2.6 Process of Developing Corporate Strategy
      • 8.2.7 Dimensions of Corporate Strategy
      • 8.2.8 The Benefits of Corporate Strategy: The Building Blocks of Corporate Advantage
      • 8.2.9 Importance of Strategy
      • 8.2.10 People and Strategy
      • 8.2.11 Corporate Approach in the Public Sector
      • 8.2.12 Concept of Synergy
      • 8.2.13 Opportunities and Risks of Strategy
      • 8.2.14 E-business Strategies
      • 8.2.15 SWOT Analysis
    • 8.3 Organisational Goals
      • 8.3.1 Balance of Empowerment and Control
      • 8.3.2 Hidden Dangers of Target-setting
      • 8.3.3 Integration of Goals
      • 8.3.4 Informal Goals
      • 8.3.5 Compatibility of Personal Goals and Organizational Goals
      • 8.3.6 Objectives and Policy
      • 8.3.7 Business Policy
      • 8.3.8 Features of Business Policy
      • 8.3.9 Difference between Policy and Strategy
      • 8.3.10 Corporate Guidelines
      • 8.3.11 Technology
      • 8.3.12 Organisation’s Environment
      • 8.3.13 The Administrative Aspects of Strategy Implementation
      • 8.3.14 Matching Organization Structure to Strategy
      • 8.3.15 How Structure Evolves as Strategy Evolves: The Stages Model
      • 8.3.16 The Strategy-Related Pros and Cons of Alternative Organization Forms
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 9 Business Ethics and Corporate Social Responsibility
    • 9.1 Ethics
      • 9.1.1 Introduction
      • 9.1.2 Objectives of Ethics
      • 9.1.3 Nature of Ethics
      • 9.1.4 Ethics, Values and Morals
      • 9.1.5 Core Values of Ethics
    • 9.2 Business Ethics
      • 9.2.1 Business Ethics: Meaning and Definition
      • 9.2.2 Essentials of Business Ethics
      • 9.2.3 Characteristics of Business Ethics
      • 9.2.4 Business Ethics: Responsibilities and Interest Groups in Business
      • 9.2.5 Ethical Concepts in Business
      • 9.2.6 Importance/ Needs of Business Ethics
      • 9.2.7 Types of Business Ethics
      • 9.2.8 Code of Ethics and Code of Conduct
      • 9.2.9 Features of Business Ethics
      • 9.2.10 Principles of Business Ethics
      • 9.2.11 Business Ethical Issues
      • 9.2.12 Important Factors of Building an Ethical Infrastructure
      • 9.2.13 Ethical Dimensions
    • 9.3 Corporate Social Responsibility
      • 9.3.1 Introduction
      • 9.3.2 Importance/ Needs of CSR
      • 9.3.3 Core Elements of CSR
      • 9.3.4 Benefits of CSR
      • 9.3.5 Different Types of CSR
      • 9.3.6 Social Responsibility of Business
      • 9.3.7 Objectives of Social Responsibility
      • 9.3.8 Social Responsibility Models
      • 9.3.9 Forms of CSR
      • 9.3.10 History of Indian Corporate Social Responsibility
      • 9.3.11 Social Responsibilities of Business: Towards Different Parts of Society
      • 9.3.12 Strategies in Implementation of CSR
      • 9.3.13 Arguments For Social Responsibility
      • 9.3.14 Arguments Against Social Responsibility
    • 9.4 Corporate Governance
      • 9.4.1 Introduction & Meaning
      • 9.4.2 Corporate Governance Focus
      • 9.4.3 Corporate Governance: Importance and Benefits
      • 9.4.4 Four Pillars of Corporate Governance
      • 9.4.5 Objectives
      • 9.4.6 Elements of Corporate Governance
      • 9.4.7 Corporate Governance Committees
      • 9.4.8 Advantages of Corporate Governance
      • 9.4.9 Disadvantages of Corporate Governance
    • 9.5 Business Environment and Environment Ethics
      • 9.5.1 Introduction
      • 9.5.2 Environment Ethics: Principles
      • 9.5.3 Environmental Ethics and Factors that Necessitate
      • 9.5.4 Components of Business Environment
      • 9.5.5 Features of Business Environment
      • 9.5.6 Importance of Business Environment
      • 9.5.7 Constituents of Business Environment
      • 9.5.8 Business Environmental Factors
      • 9.5.9 Characteristics of Business Environment
      • 9.5.10 Significances of Business Environment
      • 9.5.11 Interaction of Business and Environment
      • 9.5.12 Environmental Analysis
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • Chapter 10 Indian Management Thoughts and Practices
    • 10.1 Introduction
      • 10.1.1 Ancient Indian Wisdom for Management
      • 10.1.2 Management Lessons from Vedas
      • 10.1.3 Principles of Ancient Indian Management
      • 10.1.4 Team Work or Yagna
      • 10.1.5 Maslow’s Theory of Needs
      • 10.1.6 Pancha Koshas (Taittiriya Upanishad)
      • 10.1.7 Management Lesson from Ramayana
      • 10.1.8 Management Lessons from Mahabharata and Bhagavad Gita
      • 10.1.9 Management needs those who Practice what they Preach
    • 10.2 Vedic Era and Management
      • 10.2.1 Origin and Authorship of the Vedas
      • 10.2.2 Multitude of Gods, Storms, Fire & Wind
      • 10.2.3 Gods & Mythology
      • 10.2.4 Later Vedic Period
      • 10.2.5 Vedic Literature
      • 10.2.6 Vedas and Modern Management
    • 10.3 Thirukkural and Management Concepts
      • 10.3.1 Thiruvalluvar
      • 10.3.2 Thirukkural
      • 10.3.3 Management Concepts in Thirukkural
      • 10.3.4 Ten Commandments
      • 10.3.5 Setting the Stage
      • 10.3.6 Analysis of Commandments
      • 10.3.7 Analysis of Ten Commandments
      • 10.3.8 Stephen Covey and Valluvar
    • 10.4 Kautilya's Arthashastra and Management Concepts
      • 10.4.1 Kautilya
      • 10.4.2 Management Practices in Kautilya’s Arthashastra
      • 10.4.3 Value based Management Practices from Arthashastra
      • 10.4.4 Summary on Kautilya’s Arthashastra: Its Contemporary Relevance
      • 10.4.5 Five Leadership Lessons from Chanakya’s Arthashastra
    • 10.5 Bhagavad Gita and Management Concepts
      • 10.5.1 Veda Vyasa
      • 10.5.2 Bhagavad Gita
      • 10.5.3 Bhagavad Gita – Chapter Summary
      • 10.5.4 Management Lessons from Bhagavad Gita
      • 10.5.5 Values based Management Practices from Bhagavad Gita
    • 10.6 Management Lessons From Jainism
      • 10.6.1 Values based Management Practices (Panchsheela) from Jainism
    • 10.7 Management Lessons From Buddhism
      • 10.7.1 Values based Management Practices from Buddhism
    • 10.8 Management by Values – Mahatma Gandhi
      • 10.8.1 Values based Management Practices based on Teaching of Mahatma Gandhi
    • 10.9 Indian Ethos in Management
      • 10.9.1 Features of Indian Ethos and Insight
      • 10.9.2 Indian Ethos in Management from Ancient Scriptures
    • 10.10 Management Concepts Redefined
    • 10.11 Modern Management Concepts
      • 10.11.1 Management Functions
    • Summary
    • Self Test
    • Case Study
    • Caselet
  • References
  • Further Readings
  • Index
For Authors

Dr. K. S. Chandrasekar, currently working as Professor and Dean, IMK and is the former Director, School of Business Management and Legal studies, University of Kerala. He was the Vice Chairman of Centre for Management Development (Government of Kerala) from 2016-19. He is currently the Chairman, Board of Studies in Business Management (PG), Visiting Professor, Commonwealth Open University, Spain and UK since Feb. 2002. He has authored six books in Marketing and 20 study materials. He has published 57 international articles and 142 national articles. He is a recipient of numerous prestigious academic awards. In 2011, he was selected as “Asia’s best Professor in Marketing” by CMO Asia, Singapore. He has so far supervised 53 candidates for Ph.D. in Management studies in various Universities.
Ms. A. M. Sumi, obtained her M. Phil in Management and M.B.A, from the Institute of Management in Kerala ( IMK), department of University of Kerala. She has published an article in the national journal “YOJANA”, on ‘Social Security of Senior Citizens in India’ and has also published a research paper titled “Water Management: A Study Among Hotels in Thiruvananthapuram”, in the book ‘Portraying Continuance- Essays on Social life’.
Ms. J. Asha Devi, obtained her M. Phil in Management from Institute of Management in Kerala,
University of Kerala, Kariavattom, Thiruvananthapuram. She is an MBA holder specialized in Finance and HR from DC School of Management and Technology, Vagamon, Idukki. She presented a paper on the topic “Growth of India through Startup Ventures” in the National Conference and  has also published a research paper in the book ‘Portraying Continuance - Essays on Social life’.
Mr. M. Al Ameen, obtained his M. Phil in Management from Institute of Management in Kerala
(IMK), University of Kerala, Kariavattom, Thiruvananthapuram. He is currently working as Area Sales Manager at BMW EVM Autokraft India Private Ltd. He worked as a Course Coordinator at Global Software Technologies India. He had also served as Senior Officer – Corporate Sales in Nippon Toyota. He is an MBA holder specialized in Marketing and HR from Institute of Management in Kerala (IMK). He presented a paper on the topic “How to become an entrepreneur in an automobile sector”.

Biographical note

Dr KS Chandrasekar is currently Professor and Head, Institute of Management in Kerala. He also holds many positions like Chairman, Board of Studies in Business Management; Incharge, SBT Kerala, Thiruvanathapuram. He received a gold medal from the Idian Commerce Association,the premier body for Commerce and Management studies in the area of marketing for Best Business Academic of the Year 2007.

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