MANAGEMENT: MARKETING PERSPECTIVE EVOLUTION OF MANAGEMENT Management is the art of getting things done through people.

It characterizes the process of deployment and manipulation of resources (human, financial, material, intellectual, or intangible). An organization is a group of two or more people working together in a predetermined fashion to attain a set of goals. Organizational goals can include: making profit, spreading knowledge or national defense. Management then is the process of achieving an organizations goals through the coordinated performance of an organizations function. HISTORY OF MODERN MANAGEMENT The practices, principles, and techniques used in modern management developed from earlier concepts and experiences. The Industrial Revolution brought about the emergence of large-scale business hence the need for professional managers. Leadership models were provided by early military and church organizations. CLASSICAL SCHOOL The Classical school of thought began around 1900 and continued into the 1920s. It focuses on efficiency. Traditional or classical management includes: Bureaucratic Scientific, and Administrative management.

Bureaucratic management relies on a rational set of structuring guidelines, such as rules and procedures, hierarchy, and clear division of labor. Scientific management focuses on the one best way to do a job. Administrative management emphasizes the flow of information in the operation of the organization. BUREAUCRACY Max Weber (1864-1920), the father of modern Sociology, analyzed bureaucracy as the most logical and rational structure for large organizations. Efficiency in bureaucracies comes from: 1. Clearly defined and specialized functions; 2. Use of legal authority;

3. Hierarchical form; 4. Written rules and procedures; 5. Technically trained bureaucrats; 6. Appointment to positions based on technical expertise; 7. Promotions based on competence; 8. Clearly defined career paths; SCIENTIFIC MANAGEMENT Scientific management focuses on worker and machine relationships. Frederick Taylor (1856-1915) came up with scientific methods that could be applied to improve productivity. To scientifically determine the optimal way to perform a job, Taylor performed experiments that he called time studies (also known as time and motion studies). These studies were characterized by the use of a stop watch to time a workers sequence of motions, with the goal of determining the one best way to perform a job. While scientific management principles improved productivity and had a substantial impact on industry, they also increased monotony of work. In some cases, the new ways of working were not accepted by workers. Other developers of scientific management were Frank and Lillian Gilbreth and Henry Gantt. ADMINISTRATIVE MANAGEMENT Administrative management emphasizes the manager and functions of management. Henri Fayol (1841-1925) came up with 14 principles of organization and management as well as 5 functions of management. The 14 principles are: 1. Specialization/division of labor. A principle of work allocation and specialization in order to concentrate activities to enable specialization of skills, more work focus and efficiency. 2. Authority with correspondence to responsibility. 3. Discipline. 4. Unity of command. 5. Unity of direction. 6. Subordination of individual interest to the general interest.

7. Remuneration of staff. 8. Centralization. 9. Scalar chain/line of authority. 10. 11. 12. 13. 14. Order. Equity. Stability of tenure. Initiative Espirit de corps.

HUMAN RELATIONS SCHOOL Behavioral or human relations management emerged in the 1920s and dealt with the human aspects of organizations. It placed more emphasis on individual attitudes and behaviors.