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Clayton Paul Alderfer (born September
1, 1940 in Sellersville, Pennsylvania) is an American psychologist who
further expanded Maslow's hierarchy of needs by categorizing the
hierarchy into his ERG theory (Existence, Relatedness and Growth).
Alderfer categorized the lower order needs (Physiological and Safety)
into the Existence category. He fit Maslow's interpersonal love and esteem needs into the Relatedness category. The Growth category contained the self actualization and self esteem needs.
Alderfer also proposed a regression theory to go along with the ERG theory. He said that when needs in a higher category are not met then individuals redouble the efforts invested in a lower category need. For example if self actualization or self esteem is not met then individuals will invest more effort in the relatedness category in the hopes of achieving the higher need.
Education:
Ø 1958-62, Yale University, B.S. with High Honors, Industrial
Administration
Ø 1962-66, Yale University, Ph.D., Organizational Behavior
Professional Experience:
Ø 1966-68, Assistant Professor, Cornell University, Graduate
School of Business & Public Administration
Ø 1968-74, Assistant & Associate Professor, Yale
University, Department of Administrative Sciences
Ø 1974-1992, Associate & Full ProfessorDirector of
Professional Studies & Associate Dean, Yale University, School of
Organizational & Management
Ø 1992-2006, Professor II, Director of Organizational
Psychology Doctoral Program, Rutgers Graduate School of Applied &
Professional Psychology
Patents and publications:
Author of 3 books, editor of 2
books, and author of over 100 articles and book chapters on human needs,
inter-group relations, race relations, governing boards, and organizational
diagnosis.
Additional professional activities:
Ø 1967-present, consultant to over 60 public, private, and
not-for-profit organizations
Ø 1990-2003, Editor, Journal of Applied Behavioral Science
Ø 2006-present, Principal, Alderfer & Associates
Professional memberships:
Ø Diploma, American Board of Professional Psychology
Ø Fellow, American Psychological Association
Ø Fellow, Society for Applied Anthropology
Objective:
Ø Provide organizational consulting services at the highest
standards of competence and ethical values.
Awards:
Ø Tau Beta Pi, Geismar, Sigma Xi, Cattell, McGregor, Levinson,
Helms, Teacher of the Year
DOUGLAS Mc GREGOR (TheoryX&Y)
Douglas McGregor (1906 – 1964) was a Management
professor at the MIT Sloan School of Management and president of
Antioch College from 1948 to 1954.[1] His 1960 book The Human Side of
Enterprise had a profound influence on education practices. In the book
he identified an approach of creating an environment within which
employees are motivated via authoritative, direction and control or
integration and self-control, which he called theory X and theory Y,
respectively. Theory Y is the practical application of Dr. Abraham
Maslow's Humanistic School of Psychology, or Third Force psychology, applied to scientific management.
He is commonly thought of as being a proponent of Theory Y, but, as Edgar Schein tells in his introduction to McGregor's subsequent, posthumous (1967), book The Professional Manager : "In my own contacts with Doug, I often found him to be discouraged by the degree to which theory Y had become as monolithic a set of principles as those of Theory X, the over-generalization which Doug was fighting....Yet few readers were willing to acknowledge that the content of Doug's book made such a neutral point or that Doug's own presentation of his point of view was that coldly scientific".
Graham Cleverley in Managers & Magic (Longman's, 1971) comments: "...he coined the two terms Theory X and theory Y and used them to label two sets of beliefs a manager might hold about the origins of human behaviour. He pointed out that the manager's own behaviour would be largely determined by the particular beliefs that he subscribed to....McGregor hoped that his book would lead managers to investigate the two sets of beliefs, invent others, test out the assumptions underlying them, and develop managerial strategies that made sense in terms of those tested views of reality. "But that isn't what happened. Instead McGregor was interpreted as advocating Theory Y as a new and superior ethic - a set of moral values that ought to replace the values managers usually accept."
He earned a B.E. Mechanical from Rangoon Institute of Technology, an A.B. from Wayne State University in 1932, then earned an M.A. and Ph.D. in psychology from Harvard University in 1933 and 1935 respectively.[2] In the 1970's, the McGregor school, a graduate level business school, was founded by Antioch College in his honor
He is commonly thought of as being a proponent of Theory Y, but, as Edgar Schein tells in his introduction to McGregor's subsequent, posthumous (1967), book The Professional Manager : "In my own contacts with Doug, I often found him to be discouraged by the degree to which theory Y had become as monolithic a set of principles as those of Theory X, the over-generalization which Doug was fighting....Yet few readers were willing to acknowledge that the content of Doug's book made such a neutral point or that Doug's own presentation of his point of view was that coldly scientific".
Graham Cleverley in Managers & Magic (Longman's, 1971) comments: "...he coined the two terms Theory X and theory Y and used them to label two sets of beliefs a manager might hold about the origins of human behaviour. He pointed out that the manager's own behaviour would be largely determined by the particular beliefs that he subscribed to....McGregor hoped that his book would lead managers to investigate the two sets of beliefs, invent others, test out the assumptions underlying them, and develop managerial strategies that made sense in terms of those tested views of reality. "But that isn't what happened. Instead McGregor was interpreted as advocating Theory Y as a new and superior ethic - a set of moral values that ought to replace the values managers usually accept."
He earned a B.E. Mechanical from Rangoon Institute of Technology, an A.B. from Wayne State University in 1932, then earned an M.A. and Ph.D. in psychology from Harvard University in 1933 and 1935 respectively.[2] In the 1970's, the McGregor school, a graduate level business school, was founded by Antioch College in his honor
Douglas McGregor (born 1906) died at the
comparatively young age of 58 in 1964. He had a
fairly straightforward academic career, lecturing at Harvard University
and MIT, where he set up its industrial relations department and became one of
its first Sloan professors. He became president of Antioch College in 1948 but
returned to MIT after six years and remained there until his death. He had an
informal teaching style, which many of his students remembered with
affection, often sitting with his feet up on the lecture desk. When not
sitting, he was invariably jangling keys and coins in his pockets.
McGregor
did not publish much; but what he did publish had a great impact. In 1993 he
was listed as the most popular management writer of all time, alongside Henri
Fayol. Like many of the gurus we have written about, he was not necessarily the
first to come across the idea associated with him. But he was the first to
“name” it. Because of his facility with metaphor and his easy writing style,
the idea subsequently became his.
A
social psychologist by training, McGregor was strongly affected by work he did
as a young man at his grandfather's institute for transient labourers in
Detroit. Close to Abraham Maslow, and greatly influenced by him, McGregor
became a significant counter to the thinking and influence of scientific
management. His central idea is that there are two fundamentally different
styles of management. One of them he called Theory X and the other Theory Y . Theory X is authoritarian, assuming that
individuals only ever work reluctantly. Theory Y is liberating and assumes that
people will do almost anything if they are committed to the overall goals of
their organisation.
Although
McGregor's book on the theory was not published until 1960, he first outlined
it in a speech at MIT's Sloan School of Management in April 1957. In “Frontiers
of Excellence” (Nicholas Brealey, 1994) Robert Waterman revealed that Theory Y
had been a secret weapon in Procter & Gamble's competitive armoury for many
years. A senior P&G executive had invited McGregor in the mid-1950s to set
up a detergent plant in Augusta, Georgia, along the lines of Theory Y. The
executive, back from the Korean war, was convinced that military-style command-and-control
management did not work in corporate life.
The
Augusta plant was run in a non-hierarchical way with self-motivating teams
along the lines of Theory Y, and by the mid-1960s it was 30% more productive
than any other P&G plant. The principle was subsequently applied to other
P&G plants, but the company kept the story secret for almost 40 years,
regarding it as a competitive advantage.
“Behind every managerial decision or
action are assumptions about human nature and human behaviour.” Many leading
management figures of recent years, including Rosabeth Moss Kanter, Warren
Bennis (see article—who was a student of McGregor's at MIT)
and Tom Peters, have acknowledged that much of modern management thinking goes
back to McGregor. Bennis says, “Just as every economist, knowingly or not, pays
his dues to Keynes, we are all, one way or another, disciples of McGregor.”
Some,
however, have criticised his ideas as being tough on the weaker members of
society, those who need guidance and who are not necessarily self-starters.
There are, moreover, conspicuous examples of companies that have followed
Theory Y precepts and yet foundered: DEC (Digital Equipment Corporation),
steered by its charismatic founder, Ken Olsen, for one. Shortly before he died,
McGregor was developing an outline for something he called Theory Z, an answer
to many of the criticisms of Theories X and Y. But his thoughts were
never widely published.
George Elton Mayo (1880-1949), social theorist
and industrial psychologist, was born on 26 December 1880 in Adelaide,
eldest son of George Gibbes Mayo, draftsman and later civil engineer, and his
wife Henrietta Mary, née Donaldson. Educated at Queen's School and the
Collegiate School of St Peter, he lost interest in medicine at the University
of Adelaide and, after 1901, at medical schools in Edinburgh and London. In
1903 he went to West Africa, and returned to London, writing articles for
magazines and teaching English at the Working Men's College. He returned to
Adelaide in 1905 to a partnership in the printing firm of J. H. Sherring &
Co., but in 1907 he went back to the university to study philosophy and
psychology under (Sir)
William Mitchell. He won the Roby
Fletcher prize in psychology and graduated with honours (B.A., 1910;
M.A., 1926) and was named the David Murray research scholar. In 1911 he
became foundation lecturer in mental and moral philosophy at the new University
of Queensland and in 1919-23 held the first chair of philosophy there. On 18
April 1913 in Brisbane he had married Dorothea McConnel.
In
Brisbane Elton Mayo was a public figure, lecturing for the Workers' Educational
Association and serving on the university's war committee. Influenced by Freud,
Jung and Pierre Janet, he studied the nature of nervous breakdown and with a
Brisbane physician, Dr T. H. Mathewson, pioneered the psychoanalytic treatment
of shell-shock. His first book, Democracy and Freedom (Melbourne, 1919),
stated the basis of his social thought later developed in numerous articles and
in his major works, The Human Problems of an Industrial Civilisation
(New York, 1933) and The Social Problems of an Industrial Civilisation
(London, 1945). Observing the disturbing level of industrial strife and
political conflict in Australia, Mayo formulated an analogy between war
neurosis and the psychological causes of industrial unrest. Drawing on social
anthropology, he argued that the worker's morale, or mental health,
depended on his perception of the social function of his work. He saw the
solution to industrial unrest in sociological research and industrial
management rather than in radical politics.
Mayo
left Australia for the United States of America in 1922. A Rockefeller grant
enabled him, as a research associate at the University of Pennsylvania's
Wharton School, to investigate the high labour turnover at a textile mill. This
work attracted the attention of the Harvard School of Business
Administration where he was appointed associate professor in 1926 and professor
of industrial research in 1929. There he joined and designed investigations
into personal and social factors determining work output at the Western
Electric Co.'s Chicago plant; these famous Hawthorne experiments were
pathbreaking studies in modern social research. Mayo was one of the most
influential, if controversial, social scientists of his day.
In
1947 he retired from Harvard to England where he died at Guildford, Surrey, on
1 September 1949; a short man, who smoked excessively, he had suffered from
chronic hypertension. His wife and two daughters survived him. The Elton
Mayo School of Management in Adelaide was developed as a tribute to him.
Dr Helen Mayo
was his sister. His brother Sir Herbert
(1885-1972) became a justice of the Supreme Court of South Australia and
president of the Law Council of Australia. Another brother, John Christian
(1891-1955), was a prominent Adelaide radiotherapist and surgeon and
another sister Mary Penelope Mayo, M.A., (1889-1969) was a historian of early
AdelaideLUCA PACIOLI( Father of Acconting)
Luca Pacioli
Born: 1445 in
Sansepulcro, Tuscany, Italy
|
Died: June
19, 1517, locatino unknown
|
Nationality:
Italian
|
Famous For:
The Father of Modern Accounting
|
Luca
Pacioli was an Italian accountant and mathematician.
He developed the field of accounting, and he is sometimes referred to as its
father. He also collaborated with Leonardo da Vinci, teaching him mathematics,
and may have worked with him on a book of chess strategy. Pacioli’s occupation
was that of a Franciscan friar. He is sometimes known as Luca di Borgo in
recognition of his town of birth, Borgo Sansepolcro.
Pacioli’s Early Life
Paciolo
was born in Tuscany in 1445 and received an education in Italian rather than
Latin. This was concentrated on knowledge that would be of use to merchants. In
his late teens, he moved to Venice to become a private tutor to a merchant’s
sons. Meanwhile, he continued his own studies. This prompted him to write the
first of his many books, an arithmetic primer aimed at the boys he had been
employed to teach. At some point in the early 1470s, he entered into the
Franciscan order.
Pacioli’s Career in Mathematics
In
1475, Paciolo went to Perugia to teach, soon taking the chair in mathematics,
the first to hold that position. To help his students, he wrote a substantial
textbook, among the first to be written in the vernacular. He continued to act
as a private tutor until told to cease that work in 1491 to concentrate on his
academic career. In Venice in 1494, he published his first printed book, Summa
de arithmetica, which dealt particularly with arithmetical and geometrical
subjects.
Pacioli: The Father of Accounting
This
book was intended as a school textbook, and was a comprehensive collection of
mathematical knowledge as it stood at the time. It is notable for being the
first printed work to contain an Italian-language description of algebra and
for describing a system of double-entry book-keeping.
Paciolo
also detailed the correct methods for using ledgers and added a caution that
nobody should end his working day unless he had made his debit and credit
columns agree. The book also covers other topics such as the ethics of
accounting, as well as the Rule of 72, a method of determining economic
returns.
Pacioli’s Other Works
Paciolo
also wrote a treatise on magic and mathematics, notable for being the first
known guide to performing card tricks. As well as instructions on juggling and
fire-eating, the book also included a collection of mathematical puzzles. For
unknown reasons, it was never published in Paciolo’s lifetime, languishing in
Bologna University’s archives and appearing in English only in 2007.
He
also translated the Elements of Euclid and wrote a book about the
application of proportion in architecture. This book is notable for its early
use of skeletonic solids and for discussing the use of perspective in painting.
Pacioli’s Personal Life
In 1497, Duke Ludovico Sforza invited Paciolo to come to Milan, and he accepted the invitation. Once there, he met Leonardo da Vinci and lived with him for a time. During this period, the two men worked together and Leonardo learned mathematics from Paciolo. However, the two were driven from Milan in 1499 when the city was taken by the French, who forced the duke into exile. They remained close, but seemed to have grown apart around 1506. Paciolo lived on in Sansepolcro for more than a decade, dying in his early seventies, probably in 1517.
ADAM SMITH(Father of economics)
Biography of Adam Smith (1723-1790)
Adam
Smith was a Scottish political economist and philosopher. He has become famous
by his influential book The Wealth of Nations (1776). Smith was the son
of the comptroller of the customs at Kirkcaldy, Fife, Scotland. The exact date
of his birth is unknown. However, he was baptized at Kirkcaldy on June 5, 1723,
his father having died some six months previously.
At
the age of about fifteen, Smith proceeded to Glasgow university, studying moral
philosophy under "the never-to-be-forgotten" Francis Hutcheson (as
Smith called him). In 1740 he entered Balliol college, Oxford, but as William
Robert Scott has said, "the Oxford of his time gave little if any help
towards what was to be his lifework," and he relinquished his exhibition
in 1746. In 1748 he began delivering public lectures in Edinburgh under the
patronage of Lord Kames. Some of these dealt with rhetoric and belles-lettres,
but later he took up the subject of "the progress of opulence," and
it was then, in his middle or late 20s, that he first expounded the economic
philosophy of "the obvious and simple system of natural liberty"
which he was later to proclaim to the world in his Inquiry into the Nature
and Causes of the Wealth of Nations. About 1750 he met David Hume, who
became one of the closest of his many friends.
In
1751 Smith was appointed professor of logic at Glasgow university, transferring
in 1752 to the chair of moral philosophy. His lectures covered the field of
ethics, rhetoric, jurisprudence and political economy, or "police and
revenue." In 1759 he published his Theory of Moral Sentiments,
embodying some of his Glasgow lectures. This work, which established Smith's
reputation in his own day, is concerned with the explanation of moral approval
and disapproval. His capacity for fluent, persuasive, if rather rhetorical
argument is much in evidence. He bases his explanation, not as the third Lord
Shaftesbury and Hutcheson had done, on a special "moral sense,"nor,
like Hume, to any decisive extent on utility,but on sympathy. There has been
considerable controversy as how far there is contradiction or contrast between
Smith's emphasis in the Moral Sentiments on sympathy as a fundamental
human motive, and, on the other hand, the key role of self-interest in the The
Wealth of Nations. In the former he seems to put more emphasis on the
general harmony of human motives and activities under a beneficent Providence,
while in the latter, in spite of the general theme of "the invisible
hand" promoting the harmony of interests, Smith finds many more occasions
for pointing out cases of conflict and of the narrow selfishness of human
motives.
Smith
now began to give more attention to jurisprudence and political economy in his
lecture and less to his theories of morals. An impression can be obtained as to
the development of his ideas on political economy from the notes of his
lectures taken down by a student in about 1763 which were later edited by E.
Cannan (Lectures on Justice, Police, Revenue and Arms,1896), and from
what Scott, its discoverer and publisher, describes as "An Early Draft of
Part of The Wealth of Nations, which he dates about 1763.
At
the end of 1763 Smith obtained a lucrative post as tutor to the young duke of
Buccleuch and resigned his professorship. From 1764-66 he traveled with his
pupil, mostly in France, where he came to know such intellectual leaders as
Turgot, D'Alembert, AndréMorellet, Helvétius and, in particular, Francois
Quesnay, the head of the Physiocratic school whose work he much respected. On
returning home to Kirkcaldy he devoted much of the next ten years to his magnum
opus, which appeared in 1776. In 1778 he was appointed to a comfortable post as
commissioner of customs in Scotland and went to live with his mother in
Edinburgh. He died there on July 17, 1790, after a painfull illness. He had
apparently devoted a considerable part of his income to numerous secret acts of
charity.
Shortly
before his death Smith had nearly all his manuscripts destroyed. In his last years
he seems to have been planning two major treatises, one on the theory and
history of law and one on the sciences and arts. The posthumously published Essays
on Philosophical Subjects (1795) probably contain parts of what would have
been the latter treatise.
The
Wealth of Nations has become so influential since it
did so much to create the subject of political economy and develop it into an
autonomous systematic discipline. In the western world, it is the most
influential book on the subject ever published. When the book, which has become
a classic manifesto against mercantalism, appeared in 1776, there was a strong
sentiment for free trade in both Britain and America. This new feeling had been
born out of the economic hardships and poverty caused by the war. However, at
the time of publication, not everybody was convinced of the advantages of free
trade right away: the British public and Parliament still clung to mercantilism
for many years to come (Tindall and Shi). However, controversial views have been
expressed as to the extent of Smith's originality in The Wealth of Nations.
Smith has been blamed for relying too much on the ideas of great thinkers such
as David Hume and Montesquieu. Nevertheless, The Wealth of Nations was
the first and remains the most important book on the subject of political
ecomomy until this present day.
PETER DRUCKER(Father of Mangement)
PHILLIP KOTTLER(FATHER OF MARKETING)
F.W.TAYLOR(Father of Scientific management)
Peter Drucker
Famous as: Businessman
Nationality: American
Born on: 19 November 1909
Famous 19th November Birthdays
Zodiac Sign: Scorpio Famous
Scorpios
Born in: Kaasgraben, Vienna,
Austria-Hungary
Died on: 11 November 2005
place of death: Claremont,
California
father: Adolph Bertram Drucker
mother: Caroline Bond Drucker
Spouse: Doris Schmitz
education: Johann Wolfgang Goethe
University of Frankfurt am Main
Works & Achievements: The End of
Economic Man, The Future of Industrial Man, Concept of the Corporation, The New
Society, The Practice of Management, America's Next Twenty Years and Landmarks
of Tomorrow.
awards: 2002 - Presidential Medal of
Freedom
2004 - McKinsey Award
- Pulitzer Prize for Poetry
2004 - McKinsey Award
- Pulitzer Prize for Poetry
Peter Ferdinand Drucker was an amazing writer, brilliant
management consultant and a self-defined "social ecologist". His
works distinguish the organization of human across business, government and the
non-profit sectors of society. Peter is among the best known and most
influential thinkers on the matter of management theory and practices. Peter's
writings that envisaged several major developments became true when in the late
twentieth century, privatization and decentralization ruled the world. He had also
predicted the rise of Japan to economic world power, the importance of
marketing and the emergence of the information society with its necessity of
lifelong learning. He is the one who had coined the term "knowledge
worker" in 1959. In the late years of his life, Drucker believed that the
'knowledge work productivity' would be the next outline of management.
Peter Drucker Childhood & Early
Life
Peter Drucker was born on November
19, 1909 to Caroline Bond and Adolf Drucker in a small village called Kaasgraben
in Vienna, Austria. His father was a lawyer and high-level civil servant. He
grew up seeing intellectuals, high government officials and scientists
discussing new ideas and concepts. Drucker graduated from Döbling Gymnasium.
Since there was less opportunity for employment in post-Habsburg Vienna, he
moved to Hamburg, Germany. He initially worked as a trainee at a cotton trading
company and then served as a journalist, writing for Der Österreichische
Volkswirt. Drucker, then, shifted to Frankfurt and took up a job at the
Daily Frankfurter General-Anzeiger. While his days in Frankfurt, in 1931, he
acquired a doctorate in international law and public law from the University of
Frankfurt.
Early Career
Initially, Drucker was greatly
influenced by the Austrian economist Joseph Schumpeter, friend of his father,
who stressed on the importance of innovation and entrepreneurship. His initial
works, one on the conservative German philosopher Friedrich Julius Stahl and
the second, “The Jewish Question in Germany”, were later burned and banned by
the Nazis. In 1933, Drucker left Germany and moved to London. During his days
in London, he worked in insurance company, later switching his job as a chief
economist at a private bank. Later, Drucker married Doris Schmitz and shifted
permanently to United States. In America, he took a job of a university
professor, simultaneously working as a freelance writer and business
consultant. In 1943, Drucker gained the citizenship of United States. Due to
his effective initial writings on politics and society, he got access to the
General Motors (GM) internal management in 1942.
In 1943, Donaldson Brown, master
mind of General Motor’s (GM) administrative control invited Drucker to conduct
so called “political audit”, under which he had to analyze the corporation for
two years in social- scientific methods. Drucker participated in each board
meeting, interviewed all the employees, analyzed production and decision-making
processes. At the end, he came out with a book “Concept of the Corporation”.
The book gained extraordinary popularity both in and outside GM and promoted
the company’s multidivisional structure. The book resulted in several articles,
consulting engagements, and more books. Internally, the work of Drucker’s
guidance was looked as very critical.
Alongside his stint at General
Motors, Drucker simultaneously taught at various educational institutes, like
Bennington College from 1942-1949. Thereafter, he served as a professor of
management at New York University from 1950 to 1971. Peter moved to California
in 1971, where he established one of the America’s first executive MBA
programs. This program was for the working professionals at Claremont Graduate
University. Drucker then became the Clarke professor of social science and
management at Claremont Graduate University. The management school of the
university was named as the "Peter F. Drucker Graduate School of
Management" to honor him in 1987.
Later Career
In the second half of the twentieth
century, Drucker’s ideology proved to accomplish mature business. Apart from
serving as the consultant in GM, he had worked with various major corporations
like General Electric, Coca-Cola, Citicorp, IBM, and Intel. In spite of his
helping corporate executives to taste success, Drucker was alarmed when
according to the reports of Fortune 500, the level of CEO’s salary in United
States increased to hundreds of times in comparison of that of an average
worker. Drucker also served as a consultant for several government agencies and
non-profit organizations in United States, Canada and Japan. He was the person
who predicted the rise of social sector in United States. His writings focused
on relationship between human beings, lessons on how corporation can dig out
the best in people and how workers can discover a sense of community and
dignity in modern society when surrounded by bigger institutions.
Awards & Honors
In the year 1969, Peter Drucker was
awarded New York University’s highest honor, the NYU Presidential Citation. He
was inducted into the Junior Achievement U.S. Business Hall of Fame in 1996.
Peter Drucker was awarded with prestigious the Presidential Medal of Freedom
award in July 2002 by President George W. Bush in acknowledgement of his work
in the stream of management. He also received similar honor from governments of
Japan and Austria. Drucker was appointed as the Honorary Chairman of the Peter
F. Drucker Foundation for Nonprofit Management, now the Leader to Leader
Institute, from 1990 through 2002. In 2004, Drucker was honored with his
seventh McKinsey Award for his article, "What Makes an Effective
Executive" by Harvard Business Review. To top it all, Drucker holds 25
honorary doctorates from American, Belgian, Czech, English, Spanish and Swiss
Universities. Posthumously, the Eleventh Street between College Avenue and
Dartmouth Avenue was renamed “Drucker Way” in October 2009 to commemorate the
100th anniversary of Peter Drucker.
Death
Peter died a natural deathonNovember
11, 2005 at his home in Claremont, California. He was 95 then. Over the years,
Drucker contributed immensely as a management consultant.
Work As An Author
One of the best-known thinkers and
writers on the subject of management theory and practice, Drucker in his
lifetime wrote 39 books that have been translated into more than thirty
languages. Two amongst those are novels and one an autobiography. He was also
the co-author of a book on Japanese painting, and made eight series of
educational films on management topics. Apart from this, he also penned a
regular column in the Wall Street Journal for 20 years and contributed every
now and then to the Harvard Business Review, The Atlantic Monthly, and The
Economist. Right through his life, Drucker continued to act as a consultant to
businesses and non-profit organizations.
HENRY FOYAL(Father of Modern management)
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HENRI FAYOL
Henri Fayol (1841-1925) was a French
management theorist whose theories in management and organization of labor were
widely influential in the beginning of 20th century. He was a mining engineer
who worked for a French mining company Commentry-Fourchamboult-Decazeville,
first as an engineer. Then he moved into general management and became Managing
Director from 1888 to 1918. During his tenure as Managing Director he wrote
various articles on 'administration' and in 1916 the Bulletin de la Société de
l’ Industrie Minérale, printed his "Administration, Industrielle et
Générale – Prévoyance, Organisation, Commandement, Coordination, Contrôle".
In 1949 the first English translation appeared: ‘General and Industrial
Management’ by Constance Storrs.
Henri Fayol (Istanbul, 29 July 1841–Paris, 19 November 1925) was a French mining engineer, director of mines, and management theorist, who developed independent of the theory of Scientific Management, a general theory of business administration[1] also known as Fayolism. He was one of the most influential contributors to modern concepts of management.
Fayol was born in 1841 in a suburb of Istanbul, Turkey, where his father, an engineer, was appointed superintendent of works to build a bridge over the Golden Horn[1] (Galata Bridge). They returned to France in 1847. Fayol studied at the mining school "École Nationale Supérieure des Mines" in Saint-Étienne.
When 19 years old he started as an engineer at a mining company "Compagnie de Commentry-Fourchambeau-Decazeville" in Commentry. He became director in 1888, when the mine company employed over 1,000 people, and held that position over 30 years until 1918. By 1900 the company was one of the largest producers of iron and steel in France and was regarded as a vital industry.[1]
In 1916 he published his experience in the book "Administration Industrielle et Générale", only a few years after Frederick Winslow Taylor had published his theory of Scientific Management.
Fayolism
Fayolism is one of the first comprehensive statements of a general theory of management,[2] developed by Fayol. He has proposed that there are six primary functions of management and 14 principles of management[3]
forecasting
planning
organizing
commanding
coordinating
controlling
Controlling is described in the sense that a manager must receive feedback about a process in order to make necessary adjustments. Principles of Management
Division of work. This principle is the same as Adam Smith's 'division of labour'. Specialisation increases output by making employees more efficient.
Authority. Managers must be able to give orders. Authority gives them this right. Note that responsibility arises wherever authority is exercised.
Discipline. Employees must obey and respect the rules that govern the organisation. Good discipline is the result of effective leadership, a clear understanding between management and workers regarding the organisation's rules, and the judicious use of penalties for infractions of the rules.
Unity of command. Every employee should receive orders from only one superior.
Unity of direction. Each group of organisational activities that have the same objective should be directed by one manager using one plan.
Subordination of individual interests to the general interest. The interests of any one employee or group of employees should not take precedence over the interests of the organisation as a whole.
Remuneration. Workers must be paid a fair wage for their services.
Centralisation. Centralisation refers to the degree to which subordinates are involved in decision making. Whether decision making is centralised (to management) or decentralised (to subordinates) is a question of proper proportion. The task is to find the optimum degree of centralisation for each situation.
Scalar chain. The line of authority from top management to the lowest ranks represents the scalar chain. Communications should follow this chain. However, if following the chain creates delays, cross-communications can be allowed if agreed to by all parties and superiors are kept informed.
Order. People and materials should be in the right place at the right time.
Equity. Managers should be kind and fair to their subordinates.
Stability of tenure of personnel. High employee turnover is inefficient. Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies.
Initiative. Employees who are allowed to originate and carry out plans will exert high levels of effort.
Esprit de corps. Promoting team spirit will build harmony and unity within the organisation.
Fayol's work has stood the test of time and has been shown to be relevant and appropriate to contemporary management. Many of today’s management texts including Daft[4] have reduced the six functions to four: (1) planning; (2) organizing; (3) leading; and (4) controlling. Daft's text is organized around Fayol's four functions.
Henri Fayol (Istanbul, 29 July 1841–Paris, 19 November 1925) was a French mining engineer, director of mines, and management theorist, who developed independent of the theory of Scientific Management, a general theory of business administration[1] also known as Fayolism. He was one of the most influential contributors to modern concepts of management.
Fayol was born in 1841 in a suburb of Istanbul, Turkey, where his father, an engineer, was appointed superintendent of works to build a bridge over the Golden Horn[1] (Galata Bridge). They returned to France in 1847. Fayol studied at the mining school "École Nationale Supérieure des Mines" in Saint-Étienne.
When 19 years old he started as an engineer at a mining company "Compagnie de Commentry-Fourchambeau-Decazeville" in Commentry. He became director in 1888, when the mine company employed over 1,000 people, and held that position over 30 years until 1918. By 1900 the company was one of the largest producers of iron and steel in France and was regarded as a vital industry.[1]
In 1916 he published his experience in the book "Administration Industrielle et Générale", only a few years after Frederick Winslow Taylor had published his theory of Scientific Management.
Fayolism
Fayolism is one of the first comprehensive statements of a general theory of management,[2] developed by Fayol. He has proposed that there are six primary functions of management and 14 principles of management[3]
forecasting
planning
organizing
commanding
coordinating
controlling
Controlling is described in the sense that a manager must receive feedback about a process in order to make necessary adjustments. Principles of Management
Division of work. This principle is the same as Adam Smith's 'division of labour'. Specialisation increases output by making employees more efficient.
Authority. Managers must be able to give orders. Authority gives them this right. Note that responsibility arises wherever authority is exercised.
Discipline. Employees must obey and respect the rules that govern the organisation. Good discipline is the result of effective leadership, a clear understanding between management and workers regarding the organisation's rules, and the judicious use of penalties for infractions of the rules.
Unity of command. Every employee should receive orders from only one superior.
Unity of direction. Each group of organisational activities that have the same objective should be directed by one manager using one plan.
Subordination of individual interests to the general interest. The interests of any one employee or group of employees should not take precedence over the interests of the organisation as a whole.
Remuneration. Workers must be paid a fair wage for their services.
Centralisation. Centralisation refers to the degree to which subordinates are involved in decision making. Whether decision making is centralised (to management) or decentralised (to subordinates) is a question of proper proportion. The task is to find the optimum degree of centralisation for each situation.
Scalar chain. The line of authority from top management to the lowest ranks represents the scalar chain. Communications should follow this chain. However, if following the chain creates delays, cross-communications can be allowed if agreed to by all parties and superiors are kept informed.
Order. People and materials should be in the right place at the right time.
Equity. Managers should be kind and fair to their subordinates.
Stability of tenure of personnel. High employee turnover is inefficient. Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies.
Initiative. Employees who are allowed to originate and carry out plans will exert high levels of effort.
Esprit de corps. Promoting team spirit will build harmony and unity within the organisation.
Fayol's work has stood the test of time and has been shown to be relevant and appropriate to contemporary management. Many of today’s management texts including Daft[4] have reduced the six functions to four: (1) planning; (2) organizing; (3) leading; and (4) controlling. Daft's text is organized around Fayol's four functions.
Leadership styles
MARY PARKER PALLET
Two factor Theory
