The Roots And Future Of Management Theory

Interesting and easy-to-read, The Roots and Future of Management Theory: A Systems Approach provides a comprehensive overview of today's workplace -past, present ,and future. The author brings the key characters in the evolution of management theory to life. Not only will your students understand the roots of our current situation, how workplace change happens, and what forces are involved - they will see how it fits into changes in society as a whole. There have obviously been many changes in the workplace from the Medieval Period to the present, and there will certainly be even more changes in the future. This book explores these changes and connects them to changes in: general philosophy (rationalism, empiricism, pragmatism); religious philosophy (Catholicism, Protestantism); social philosophy (Machiavellian Humanism, Christian Humanism); economic philosophy (laissez faire, Communism); and workplace philosophy (technology as a friend, technology as an enemy). Battles have raged through the ages between these opposing forces, affecting management systems, the quality of working life, and life in general. The author discusses how this has lead to today's quest for a synthesis of the strengths of these forces, and suggests that it has been found in the systems approach. He describes what this synthesis - combined with the powers of the computer - could and should lead to in the future. Written at a level that both graduate and undergraduate student will understand, The Roots and Future of Management Theory provides an overview of management theory. Comprehensive but not overwhelming, this textbook will give your students an understanding the changes in the workplace since the beginning of the industrial age, and offer them some insights into the changes most likely to occur in the 21st century.

"The Roots and Future of Management Theory" presents a well-researched history of management theory that can be used in classrooms and for seminars. Written by William F. Roth, a professor of management sciences at Kutztown University, a Senior Fellow at the Wharton School, University of Pennsylvania, and author of six other books in his field, "The Roots..." introduces readers in a user-friendly manner to the origins of modern day management practices. It begins with the team-oriented, cooperative approach of the Medieval Period guilds. It then carries us into the Renaissance workplace where the merchant class wrested power away from the Church and nobility, shifting cultural emphasis toward individualism, competition, and profit. The third stop is the Protestant Reformation Period during which the Protestant Work Ethic was generated, spawning both the middle class and modern workplace exploitation. Next we enter the Enlightenment Period, possibly the most innovative era in Western history due to the fact that empirical thinking became the rage and technology took center stage. The ensuing Industrial Revolution was shaped mainly by our growing love affair with technology, our growing infatuation with efficiency, and our attempts to turn workers into machine parts. The book discusses worker resentment of this treatment that led to the unionization movement and to the battle between the Robber Barons, who fostered a "law of the jungle" atmosphere, and Humanists who believed that individual development was important, but not at the expense of others. The book's next stop is the Post-Industrial Revolution and the re-birth of a team approach reminiscent of the early guilds. During this period the battle between efficiency experts locked into the numbers and those who believe that humans are more productive when treated like humans continues. And, finally, "The Roots..." deals with the impact of computers on workplace management systems, with the fact that they are driving us away from the Work Ethic and toward a newly evolving Development Ethic that is forcing us to change our ways of doing things, both as employees and as members of society. During our trip we meet individuals who have made major contributions to management theory including Niccolo Machiavelli, Martin Luther, Adam Smith, Sir Thomas Malthus, David Ricardo, Herbert Spenser, John Stuart Mill, Robert Owen, J. P. Morgan, Andrew Carnegie, Samuel Gompers, Frederick Taylor, Oliver Sheldon, Max Weber, Henry Ford, Mary Follet, Rensis Likert, Douglas McGregor, Elton Mayo, Eric Trist, Abraham Maslow, Donald Schon, Peter Drucker, W. Edwards Deming, and Russell Ackoff. We visit such concepts as "one-just-price," Machiavellian Humanism, Christian Humanism, the "scarcity mentality," the Protestant Work Ethic, "useable truths," the economic man, efficiency versus effectiveness, scientific management, the mechanistic school, the human relations school, the systems school, the Development Ethic, statistical measurement techniques, socio-technical theory, dynamic conservativism, autonomous work groups, labor-management councils, MBO, team building, quality improvement, idealized design, circular organization, reengineering, 6-sigma, and the growth versus development controversy. The story finishes by telling us how our workplace culture needs to change in order to take fullest advantage of the advances made during the last six centuries. It follows our historic progression from the Survival Ethics during the Dark Ages and Medieval period to the Development Ethic during the Post Industrial Revolution. It finishes by suggesting management tools and techniques that will facilitate our final achievement of the Development Ethic as a "stable state" both in the workplace and in society.

This is a fascinating investigation of the history of management theory in terms of four interdependent, history-shaping forces: (1) socioeconomic thinking; (2) technological development; (3) organizational size; and (4) marketplace pressures. The book shows not only how management has become as much of an art as a science, but also where it is heading.

This is a fascinating investigation of the history of management theory in terms of four interdependent, history-shaping forces: (1) socioeconomic thinking; (2) technological development; (3) organizational size; and (4) marketplace pressures. The book shows not only how management has become as much of an art as a science, but also where it is heading.

Jit S Chandan Is A Professor Of Management In The Department Of Business Administration At Medgar Evers College, City University Of New York. He Previously Taught At New York Institute Of Technology And At Baruch College, City University Of New York In The Areas Of Management, Organizational Behaviour And Quantitative Methods. He Has Been Teaching At The College Level For The Last 37 Years. Dr Chandan Holds A Doctorate From Delhi University, Faculty Of Management, And Has Authored Many Textbooks And Published Many Articles In Professional Journals. Some Of His Books Published By Vikas Include Fundamentals Of Modern Management , Management: Theory And Practice , Business Statistics , Essentials Of Linear Programming , Statistics For Business And Economics , And Management: Concepts And Strategies .

This collection of readings, representing the historical evolution of the subject of strategic management, provides an introduction to the roots of modern thought. It proceeds to dissect more recent contributions into two schools, the Planning and Practice school and the Learning school.

During the author’s decades of experience consulting in the corporate world and teaching management theory at the university level, he has often questioned many modern-day management practices. For example, why do so many companies have evaluation and reward systems that force employees to compete against each other while these same organizations preach the gospel of cooperation and teamwork? Why do companies continue to downsize when this practice has proven antithetical to long-term success? Out of the Box Thinking for Successful Managers explains, in a user-friendly and sometimes humorous manner, why these practices are based on worn-out logic in some cases and complete falsehoods in others. Questioning numerous management practices that have been popular for decades, it details their weaknesses and explains why they continue to hamper attempts to improve productivity. The book reviews a range of management theories, including Six Sigma, downsizing, and management by objective. After showing where the holes lie, it offers alternative approaches that have proven effective in a growing number of private and public sector organizations, including some that enable a more positive workplace culture. Illustrating practical application with case studies, the book provides simple suggestions for change that can be highly beneficial to your organization. It addresses the major myths that managers need to examine and eventually do away with or, at least, replace with modified versions that make more sense in today’s increasingly competitive business environment.