History of management: textbook. Denis ShevchukHistory of management: textbook Shevchuk Denis Aleksandrovich

about the author

Shevchuk Denis Alexandrovich

Experience in teaching various disciplines in leading universities in Moscow (economics, law, technology, humanities), two higher educations (economics and law), more than 30 publications (articles and books), Member of the Moscow Union of Lawyers, Member of the Union of Journalists of Russia, Member of the Moscow Union of Journalists , Scholarship holder of the Government of the Russian Federation, experience in banks, commercial and government agencies (including in senior positions), Deputy General Director of INTERFINANCE (credit broker, group of companies, www.deniskredit.ru and www.kreditbrokeripoteka.ru).

Graduated from the Moscow State University of Geodesy and Cartography (MIIGAiK), Faculty of Economics and Territory Management (FEUT), Manager (organization management) and Moscow State University. M.V. Lomonosov, French University College (Law), candidate minimum in the specialty “Finance, money circulation and credit”, a number of specialized courses in various fields of knowledge, constantly improves the educational level in various spheres of life, enjoys hatha yoga and various sports.

When writing the work, the author received invaluable assistance: Shevchuk Vladimir Aleksandrovich (three higher educations, experience in management work in banks, commercial and government agencies), Shevchuk Nina Mikhailovna (two higher educations, experience in management work in commercial and government structures), Shevchuk Alexander Lvovich ( two higher educations, has great achievements in scientific and practical activities).

Topic 1.
Course Basics

Manager - hired manager, boss! If you don’t have a single subordinate, you are not a manager, but at most a specialist!

Denis Shevchuk

Management is an integral part of organizational structures, therefore, to define management, we will consider it as a field of activity endowed with certain functions, the purpose of which is to achieve efficiency in the acquisition, placement and use of human and material resources. Thus, management as a “teaching” is a structure of knowledge about the use of management, its functions, goals and scope of activity. The purpose of our study is to examine the most significant periods in the evolution of management from the early non-scientific periods to the present day. The study of management, like the study of civilizations and culture, is a study of the history of continually changing views about the nature of work, people, and the functioning of organizations.

The methodology of our study is analytical, synthetic and interdisciplinary. It is analytical in the study of people, their foundations, ideas and their influences. Its synthetic nature is manifested in the study of trends, directions and external forces that represent a conceptual framework for understanding people and their approaches to solving management problems. It is interdisciplinary in the sense that it goes beyond traditional interpretations of management, incorporating elements of economic history, sociology, psychology, and social history in order to determine the place of management in a cultural and historical perspective. We seek to consider management in the context of its cultural environment and, thus, understand not only what management was like, but also explain why it developed in this way.

Studying the history of management can bring primary sources of ideas and approaches, trace their development, and identify the prospects for development in a cultural environment. Studying the past makes the picture of the present more logical and concrete. Without the study of history, the individual has only his limited experience as a basis for ideas and actions. By tracing the origins and development of modern management concepts, we can better understand the analytical and conceptual tools of our profession. Studying the history of management not only provides an understanding of its national specificity, but also creates an understanding of how experience and knowledge of management theory can be applied to other organizations and cultures. History has many lessons for students of management.

Cultural environment. To understand the development of management theory and practice, it is necessary to determine the cultural framework of their analysis. Management is not a closed activity because the manager manages his organization and makes decisions under the influence of a certain set of cultural values and institutions. Thus, management has the characteristics of an “open system” in which the manager influences his environment and, in turn, is influenced by it. Managerial thought does not develop in a cultural vacuum; a manager’s work is always influenced by the existing culture.

Culture is for our entire community the legacy of non-biological, humanly transmitted characteristics and includes economic, social and political behavioral forms associated with humans. There are quite a few approaches to defining culture or civilization. In a generalized form, the definition may also look different, but we will cite only one of those available in science: “Culture is the totality and results of the transformative activities of man and society, embodied in material and spiritual values.” The definition of culture itself determines the scope of analysis, but does not provide methods for analyzing each specific culture. To do this, it is still necessary to identify, if not all of its characteristics, then at least those that are related to human organizational behavior.

In the study of management, the content of culture will be limited to the economic, social and political ideas that influence the management of an organization. Human behavior is a product of past and present cultural forces, and the field of science management is also a product of past and present economic, social and political forces.

In practice, all these elements are closely interconnected and interact, and thus form culture; here they have been separated and discussed separately for ease of presentation and understanding. Further, our attention will be focused only on those areas of culture that are directly applicable to management: the economic, political and social spheres.

The economic aspect of culture is the relationship of man to resources. Resources can be either natural or man-made; this term denotes both tangible objects and intangible efforts that, when used, are capable of achieving certain goals. Physical resources include land, buildings, raw materials, intermediate products, tools and equipment, and other tangible objects used by people and organizations. Human thoughts and efforts are also resources because they plan, collect, shape, and represent other activities. the result of which is the production of products or services.

In every society there is a problem of limited resources and multiple economic goals. History knows many forms of mobilizing these scarce resources for the production and distribution of products and services. Heilbroner characterized these methods of resource use as traditional, command and market. The traditional method operates on the social principles of the past, when technology is largely static, positions are passed down from generation to generation, agriculture prevails over industry, and social and economic systems remain virtually unchanged. The command method is the imposition of the will of some central figure or organization regarding how resources should be allocated and used. The economic “commander in chief” may be a monarch, a fascist dictator, or a collectivist central planning organization. In this case, decisions about what to produce, what prices and wages should be, and how goods and services should be distributed are made centrally. The market method, which Heilbroner considers a relatively recent phenomenon, relies on an impersonal network of forces and decisions to allocate resources. Prices, wages and interest rates are set through a process of bargaining between those who have products and services and those who need them; All resources are thus put to their best use, and there is no need for the intervention of a central authority.

Currently, modern societies demonstrate a mixture of elements of traditional, command and market systems. Our cultural heritage has been largely influenced by traditional and command economic philosophies as mainstream ones. However, we will see later that market philosophy created the need for a formal, systematic development of management thought. The state of technology and the source of decisions about the allocation of resources in society largely depend on how the manager organizes his work.

In a traditionally-oriented economy, the role of a manager will be limited to previous instructions and principles; in a team-oriented economy, he will be a simple executor of decisions made at the top, and the market system opens up opportunities for innovative use of resources to achieve multiple goals.

The social aspect lies in the relationships of people within a given cultural environment. Man does not live alone, but finds benefits in joining groups in order to survive or achieve his goals. In forming groups, the initial goal is to form an association of many people with different needs, capabilities and values. Outside of this heterogeneity, any homogeneity must develop, or the group will not survive. In this way, the participants create a kind of contract,” which defines some general rules and allows them to come to an agreement on how to behave in order to preserve the group. An unwritten, but nevertheless binding contract would determine the possible behavior of other people and would allow the possible reaction of each individual to be assessed. It might include some agreement about how best to produce and coordinate actions to accomplish a given task, whether it is creating an economic product or achieving satisfaction in a social community.

Values, or cultural standards for determining the appropriateness of a given type of behavior, are another part of social interaction. Thus, ethics in interpersonal relationships is an eternal problem. Economic transactions, which leave a deep imprint on the public trust of a person in a person, are an integration part of the social contract. Values change over time and as culture changes. The manager's actions are influenced by the relationship between the individual and the group, as well as the social values that prevail in a given type of culture.

The political aspect of culture can be viewed from the point of view of the relationship between man and the state; it involves political measures to establish social order and to protect life and property. The absence of state and order is called anarchy; Although there is some possibility of protecting the reasonable person from the unreasonable one, the result will still be complete economic, social and political chaos. Where order begins, anarchy ends. In order to ensure order and stability, political institutions can take a variety of forms, ranging from a typical state to a monarchy or dictatorship. Political ideas about the nature of man change from a vision of man as a self-governing system to another extreme position where one person or governing body imposes its will on others, believing that man is unable or unwilling to govern himself. Concepts such as property, contracts and justice are key when considering the political aspect of culture. In a democracy, a person has the right to private property, freedom to enter into or not enter into contractual relations, and to an appellate system in justice. In a dictatorship or monarchy, the right to own and use private property is severely limited, contractual rights are limited, and the justice system is subject to the whims of those in power. The cultural role of management is influenced by forms of government, the ability to own or not own property, the ability to enter into contractual relationships for the purpose of producing and distributing goods, and the appeal mechanism for resolving grievances.

Economic, social and political aspects are useful tools of analysis when studying the development of management thought. The manager is influenced by the cultural environment around him, and the ways in which resources are allocated and used evolve with changing views of economic, social and political institutions and values.

Most often in the literature, cultures are divided into Eastern and Western. A comparison of Western and Eastern cultures shows significant differences in many basic characteristics. At its core, Eastern culture is synthetic, created on the basis not so much of interaction as of the coexistence of various religious and philosophical systems, which, from the point of view of their bearers, reflect views of the world from different points of view. Because of this, Easterners are more inclined to recognize the right of other people to have a different way of thinking, which gives them the mindset to quickly understand other cultures. Western culture arose on the basis of one, and monotheistic, Christian ideology. Europeans and Americans strive in their consciousness and management practice to find the only correct universal course of action, which is determined by analytical approach. They are more inclined to recognize their way of life, if not the only correct one, then at least the best. Western culture is characterized by only one solution to a problem - a clear victory over an opponent or the environment.

Table 1. Comparison of characteristics of Japanese and Western cultures.

Let us also note the second characteristic: collectivism and individualism. The East is characterized by a traditional orientation of public consciousness towards collectivism (belonging to any social group). Western culture is inherently individualistic and person-oriented, the best modern evidence of which is its exclusive focus on human rights.

At the same time, within the framework of Eastern and Western cultures there are national differences that reflect the specific features of their history. So, for example, when considering the individualism of Western cultures, we will find a certain difference in its manifestation. American individualism arose in American society in the 18th-19th centuries, when hundreds of thousands of immigrants arrived in the country. In the process of development, the newcomers relied on themselves, preferred to receive new lands exclusively in the form of private property and were united in only one thing - the extermination of the indigenous inhabitants and the deprivation of their lands. This individualism, emanating from selfish feelings, over time, as the power of the country and the wealth of its citizens grew, turned into extreme individualism, which, based on the recognition of its culture as superior in comparison with other cultures, declared the whole world a sphere of national interests and requires the rest of humanity to follow American politics.

Western European individualism is far from the American extreme and has recently increasingly absorbed elements of collectivism. Individualistic at its core, Western European culture, in the process of long evolution, has experienced periods of prosperity and decline of national values and their influence both in its region and in the world as a whole. Almost all the relatively large nations of Western Europe dominated at one time or another in history. The desire of such temporary centers for the spread of influence, as a rule, ran into joint opposition to the cultural (be it political, economic or ideological) expansion of less powerful states, which, thanks to their combined efforts, could protect their cultural specificity. Thus, through trial and error, Western Europe was able to find a compromise between individualism and collectivism, which today is very clearly manifested in the creation of a United Europe.

Of greatest interest for management and other management disciplines is the theory of Kluckholn and Strodtbeck, which is based on the identification of characteristics that reflect the relationships between people and their relationship to resources. According to this theory, culture has six main characteristics (or levels): the relationship of a person to the world around him, the relationships of people, the degree of activity, the nature of people, the cultural assessment of time and the concept of space. Let us turn to consider the content of these characteristics and some options for their manifestation.

1. Human attitude towards the environment. This characteristic of culture shows how submissive people are to the environment, and whether they are able to conquer it.

Americans believe they can control the environment. They are willing to spend billions of dollars annually on various studies; They believe, for example, that the cause of cancer can be identified, a cure can be found, and it can be defeated. This view of the power relations of an individual or his organization is clearly reflected in the philosophy of management and organizational behavior.

To a lesser extent, this attitude towards nature is also characteristic of Russians. Let's remember the recent projects to transfer Siberian rivers to the south and much more. The reflection of this thesis in the mass consciousness was reflected in the famous song containing the phrase “And apple trees will bloom on Mars.” In many countries in the Middle East, people believe that life is completely predetermined by Allah.

Between these radically opposing positions there are other points of view. One of them involves harmony with nature. In many Far Eastern countries (including Japan), working with nature involves using it with minimal changes. This position is reflected in the psychology of the Japanese and is clearly manifested in their approach to architecture and organizational behavior.

2. Relationships between people. Cultures can be classified according to their degree of responsibility for the welfare of others. Americans, for example, are individualists to the extreme. They use personal qualities and achievements to satisfy their own desires. They believe that a person's responsibility is to take care of himself. The British and French take a different point of view: it is based on hierarchical relationships. Groups in these countries are structured according to the principle of steps and hierarchy, and group positions most often remain unchanged over time. Hierarchical societies tend to be aristocratic and snobbish.

It seems that Russians have always put public interests above personal ones. This is felt, first of all, when analyzing the relationship between the individual and society. The interests of society, or more precisely, the state, which has always been recognized as its spokesman, have always been a priority. Many experts explain Russian patriotism by this circumstance. People gave the state everything that it demanded and, naturally, demanded the same from it in the event of a crisis. If some characteristic qualities of Russians, such as hard work, underwent some transformation in Soviet times, then patriotism and the priority of the interests of the state intensified even more during this period. This was also facilitated by the policy of the state, which provides some kind of minimum subsistence level for all its loyal citizens. The same role was played by the main structural unit of Russian society for many centuries - the rural community - which demanded the subordination of personal interests to general ones. And this was recognized by people because the community, in turn, was a means of protecting the interests of each of its members in critical situations, and was an instrument for ensuring the safety of each loyal member. Therefore, personal initiative has never been as developed in Russia as in Western countries. And today we feel the lack of this initiative, as well as the natural appeal to the state for Russians.

3. The nature of people. Does the culture view people as good, evil, or a mixture of both? In many African countries, people see themselves as inherently honest and decent, but have a different view of outsiders. In general, it can be noted that most cultures demonstrate a different approach to their own and others, which cannot be said about Russian. Thus, the Americans at one time declared the USSR an “evil empire,” and today they call Saddam Hussein and Milosevic the focus of evil. Americans see themselves as initially good people, but they believe that they should not let down their guard.

Chinese tradition saw a person, if not exclusively evil, then with a significant share of this quality. The result of this approach was the emergence of the philosophical direction “legism” and the detailed development of property and civil law. Thus, in order to prevent officials from enriching themselves through bribes, the state legalized them back in the pre-Christian era by starting to sell various managerial ranks. European culture, with its Roman law and Michiavelianism, also demonstrates a certain closeness to this approach. Nicolò Machiavelli characterized nature this way: “Everyone who wants to build a state and create laws in it must know that all people are bad and are always ready to show their evil nature as soon as they have the opportunity.” In order to deal with such evil people, the sovereign is free to choose his management style and achieve his goals. He must take care of his reputation, for which it is not at all necessary to be virtuous in choosing between love and fear. He must choose fear, strength and cunning. The goal is important, not the means to achieve it. If the ruler achieves success, then he will be acquitted, and his meanness will be forgotten. It should be noted that the lessons of Machiavelli did not pass unnoticed for European civilization and many state leaders.

4. Assessment of the degree of activity. Many cultures prefer to work, that is, action. They bring all sorts of improvements to life. This applies primarily to American and European cultures. People work hard and expect to be rewarded with promotions, incentives, and other forms of recognition for their efforts. Other cultures (such as Indian) focus on control, where people restrain their desires, gradually achieving a goal. The combination of these approaches is demonstrated by Chinese culture.

Some cultures prefer existence, that is, living in one moment. These cultures prefer to follow the beaten path and seek instant gratification. Traditional African culture is consistent with low speed and the ability to enjoy the moment, which is fully confirmed by the attitude towards time.

Understanding how active a culture is can give you insight into how people work and play, how they make decisions, and what their criteria for receiving rewards are. For example, cultures with a dominant existence orientation make decisions based more on emotions. In contrast, incumbent and control cultures prefer pragmatism and rationalism when making decisions.

5. Time estimation. First, let us note that cultures differ in their focus on the past, present, or future. For example, Italians follow traditions and value the results of historical practice. Orientation to the past is also widely accepted in India and a number of other countries. Most often this happens in countries that have a rich history and preserved cultural monuments of ancient times.

Americans focus on the present and the immediate future. In typical North American organizations, people are re-evaluated every 6-12 months.

The Japanese and especially the Chinese are characterized by an emphasis on today and the long term. Japanese workers are often given 10 years or more to prove their worth. China, which has a long history and an exceptionally cataclysmic social practice, demonstrates (in the understanding of Americans and many Europeans) a lack of dynamism, a desire to quickly respond to environmental changes and, therefore, conservatism. The Chinese believe that they avoid dynamism, but vanity. For them, time moves slower than for Europeans. They understand the inevitability of solving problems, but prefer to deal with them when they clearly manifest themselves, and solve them on the basis of experiment and a multivariate approach. Errors are too dangerous for such a large human organization living for a long time at the limit of resources.

As for Russians, especially Russians, they have a future orientation, which may have been a consequence of the adoption of Christianity in its orthodox doctrine, focused on patience and suffering in this life and fair reward in the next. This orientation to the future is reflected in the relatively early arrival at the idea of long-term planning (the first five-year plans), and in some neglect of today's conditions for the sake of future ones. Older generations are well acquainted with the post-war philosophy of focusing people on creating good living conditions not for themselves, but for their children. Let us also note that Russians, unlike many nations, maintain long-term assistance to their children.

Along with different approaches to the present, past and future, there are also national differences in assessing the speed of time. The slow development of time exists among the Chinese and many peoples of the equatorial belt, but it is felt most strongly in the Muslim civilization. Some European peoples and, especially, North Americans, on the contrary, have a heightened sense of the transience of time. This may explain, for example, Americans' tendency to make and keep appointments. For example, Western cultures see time as fleeting. “Time is money” and it should be used rationally. Knowledge about the relationship of culture to time helps to understand how widely long-range planning and duration of work assignments are used.

6. Attitude to space. Some cultures are very open and conduct business openly. On the other hand, there are cultures that place great importance on privacy. Many cultures mix both options and choose the middle. The behavior of Russians is characterized by great openness, which is explained by the vastness of their territories. But it, in turn, allowed us to not worry too much about using it effectively.

Japanese organizations reflect the social character of their culture. Managers and operational employees work in the same room without any partitions. North American firms reflect their cultural values. They use offices to demonstrate the status of the owner. In this regard, it is interesting to give an example that reflects the problems that arise when representatives of different cultures interact. The literature describes a case in which a top-level American manager did not achieve proper understanding in Japan because he offended a high-ranking Japanese representative by not showing the respect due to his position. The American was introduced to the Japanese representative at the latter's office. The American decided that this man, an official, did not occupy a high position, since he was in a small and modestly furnished office. The American did not know that the offices of high-ranking Japanese executives do not display symbols of the owner's status, unlike their American counterparts.

Mixed-orientation societies mix public and private. These differences in the understanding of space have obvious implications for such aspects of organizational activity as the conditions of work and communication.

Different cultures also differ in their use of personal space. In principle, each person has that minimal space, the invasion of which by another creates some discomfort. At the same time, too much distance makes communication between people difficult. The dimensions of personal space vary across cultures. So. For example, Latin Americans and Arabs prefer to communicate at closer distances than Europeans. There are examples in the literature that reflect the ineffectiveness of communications between representatives of cultures that differ greatly in this aspect and are unprepared for it. Thus, an American leader who arrived in Peru was greeted coldly and unfriendly by his Peruvian colleagues because during tete-a-tete negotiations the American kept his distance. He did not know that in Peru, according to tradition, you need to stand quite close to the person you are talking to.

It should be noted that organizational behavior is influenced not only by each characteristic separately, but in various combinations and complexes. Thus, open ones are more inclined to explore new space, and in combination with a high degree of activity and the desire to dominate the environment, as in the case of the American one, they are ready to turn the entire space into a sphere of national interests.

Organization and management . Now, from the introduction to the cultural environment of management, let's move on to more specific basic elements of the issue under study. Even when a person had not yet described his activities, he was already faced with the need to manage his actions and the actions of other people in joint activities. Management, as a collaborative activity, makes it possible for organizations to function to meet human needs.

Man is the main object of analysis in the study of humanity, organizations and management. Man is always faced with a relatively hostile environment, characterized by food shortages, inadequate housing, and a lack of all other resources with which to satisfy his many needs. Man is biologically no more powerful than many of the living beings who have lived and are living on Earth. In order to explain the reasons for his survival, it is necessary, in addition to physical strength, to consider also other characteristics that allowed man to occupy the position that he has today, when he is able to control and manipulate his environment, while maintaining certain physical barriers, however, are gradually being overcome with the entry of man into space and the development of technology.

Shevchuk Denis Alexandrovich

Topic 1.
Course Basics

Manager - hired manager, boss! If you don’t have a single subordinate, you are not a manager, but at most a specialist!

Denis Shevchuk

The methodology of our study is analytical, synthetic and interdisciplinary.

It is analytical in the study of people, their foundations, ideas and their influences. Its synthetic nature is manifested in the study of trends, directions and external forces that represent a conceptual framework for understanding people and their approaches to solving management problems. It is interdisciplinary in the sense that it goes beyond traditional interpretations of management, incorporating elements of economic history, sociology, psychology, and social history in order to determine the place of management in a cultural and historical perspective. We seek to consider management in the context of its cultural environment and, thus, understand not only what management was like, but also explain why it developed in this way.

Table 1. Comparison of characteristics of Japanese and Western cultures.

1. Human attitude towards the environment. This characteristic of culture shows how submissive people are to the environment, and whether they are able to conquer it.

RAZUMOV I. V.,

KUDRYAVTSEVA T. YU.

History of management: formation, development, prospects Textbook

Yaroslavl

BBK 65.9

UDC 336.012.24

Reviewer: Platov O.K., Doctor of Economic Sciences, Professor

Yaroslavl State University named after. P. G. Demidova

Razumov I.V., Kudryavtseva T.Yu. History of management: formation, development, prospects: Textbook. Yaroslavl: YarSU Publishing House, 2008. – 136 p.

The textbook examines in a concise and accessible form the evolution of the concept of “management” in the context of management revolutions. The features of the formation of management as a science are revealed, which are reflected in the development of schools of scientific management and in the practice of establishing national models of management. The problems of management at the present stage and the prospects for its development in the future are analyzed.

The textbook is intended for use in the educational process when studying the course “History of Management”. For students and teachers of economic specialties.

PREFACE………………………………………………………..........5

CHAPTERI. Evolution of management thought of the period

antiquity and the Middle Ages……………………………………………..9

§ 1.1. Management traditions of the Ancient East ………………………….9

§ 1.2. Economic and legal foundations of managerial ideas and practices of Ancient Greece and Rome………………………………………………………………..13

§ 1.3. Management views of the Middle Ages. The role of N. Machiavelli in the formation of knowledge about management……………………………………………………………….15

..19

....19

CHAPTERII. Formation and development of management science…………….....21

§ 2.1. Accumulation of knowledge about management during the period of industrial production………………………………………………………………………..21

§ 2.2.“Principles of Scientific Management” by F. Taylor and the development of management theory………………………………………………………………………………………………..29

§ 2.3. Principles of management effectiveness by G. Emerson and M. Cook........35

Questions for discussion at the seminar……………………………………………...38

.39

CHAPTERIII. Classical (administrative) school of management… .40

§ 3.1. Administrative theory of A. Fayol…………………………………..40

§ 3.2. M. Weber’s theory of bureaucracy and sociology of management………...45

§ 3.3.Concepts of management by W. Newman, J. Mooney and A. C. Reilly. Systematization of the provisions of the classical school……………………………….49

Questions for discussion at the seminar……………………………………………...54

Bibliography………………………………………………………………….54

CHAPTERIV. Human factor in management theory……………… ..56

§ 4.1. School of Human Relations and the Hawthorne Experiments

E. Mayo in the development of management theory……………………………………..56

§ 4.2. Management philosophy M. P. Follett……………………………………………………….60

§ 4.3.The influence of the school of behavioral sciences on management theory………… 65

Questions for discussion at the seminar……………………………………………...74

Bibliography………………………………………………………………….75

CHAPTERV. Quantitative School of Management………………………… ....76

§ 5.1. Quantitative methods and "operations research"

in management……………………………………………………………………………………… 76

§ 5.2.The situational approach and its contribution to development

management theory………………………………………………………………………………… 79

§ 5.3. Formation of a systematic approach to management……………………. 83

Questions for discussion at the seminar…………………………………………….. 87

Bibliography………………………………………………………………….87

CHAPTERVI. National characteristics and management models……… 89

§ 6.1. Formation and development of American and Western European management models………………………………………………………………………………… 89

§ 6.2. Formation of the Japanese management model……………………….....103

§ 6.3.The formation of a market management model

in Russia: national characteristics and traditions…………………………… 108

§ 6.4. Problems and prospects for management development in

at the present stage……………………………………………………………………………..114

Questions for discussion at the seminar…………………………………………… 129

Bibliography………………………………………………………………..130

CONCLUSION.............................................................................................131

BIBLIOGRAPHY...........................................................................133

Preface

The study of management, like the study of civilizations and culture, is a study of the evolution of views about the nature of management.

The subject of the “History of Management” is the socio-historical process of the emergence, development and change of the system of knowledge, views, ideas and judgments about management.

English word « management» translated means “management”. In the classical view, the word “management” is broader than the concept of “management”. However, in the domestic literature “management” And"control" are defined as synonymous words.

At the same time, it should be noted that the semantics of the word “management” is very complex and the true scope and content of this concept can only be seen by tracing the evolution of views on management.

In the Middle Ages, views on management took shape, due to the development of the guild organization of craft production.

The Industrial Revolution led to a rethinking of views on management, which began to be viewed in the context of technological support for enterprises, the introduction of machines and the concentration of human resources within industrial production.

In the 20th century the accumulated knowledge about management is systematized, and the first definition of the content of the concept of “management” appears - “ensuring the completion of work with the help of other persons” 1.

In addition, in 1910 the concept of “scientific management” was introduced into use.

At the present stage, the concept of “management” is interpreted as:

the ability to achieve goals using labor, intelligence, and the motives of other people's behavior 2 ;

management activities included as a component in the activities of the organization as a whole 3;

way, manner of dealing with people, special kinds of skills and administrative skills, governing body 4;

a set of principles, methods, means and forms of production management with the aim of increasing its efficiency and profitability 5 ; The first management revolution chronologically covering the period of the Ancient World, is associated with the need to centralize the economic activities of ancient states, due to large-scale construction and reclamation work. It was during this period that the first ideas about management emerged, which from the standpoint of modernity can be considered as the formalization of such a management function as organization

. The first management revolution is characterized by the emergence of a formal system of organizing and regulating people's relationships. Second management revolution falls in the Middle Ages. The evolution of views on management during the period under review was facilitated by the development of workshop production, which had a significant impact on the formation and development of such management functions as control

. The implementation of this function in the Middle Ages was reflected in the views on the regulation of production activities, through coordination and control of the workshop structure of production (control over the volume of output, coordination of the activities of apprentices, etc.) coincided with the industrial one (XVIII - XIX centuries), the latter was due to the development of factory production and its mechanization. The factory system of production created new problems related to the compliance of workers with stringent production requirements, determined by the desire of employers to maximize productivity levels in order to justify their capital investments. In this regard, there was a need V hard accounting all stages of industrial production, from raw materials to technical equipment and the level of professional training of workers.

The Fourth Management Revolution , the chronological framework of which, in our opinion, falls on the end of the 19th – 80s of the 20th century. was called the merger of financial and industrial capital, which led to the formation and development of major corporations. The complication of economic practice required the systematization of accumulated knowledge about management and led to the emergence of a fundamentally new management function - planning, reflected in the search for profitable capital investments. In addition, it was during this period that the theory of administration emerged, which made the role of managers in a corporation the central element of its research.

Fifth management revolution , which dates back to the end of the 20th century. is associated, first of all, with the development of information systems, which, through the application of the latest economic and mathematical methods in management, led to the emergence of such a management function as forecasting.

Considering the development of management theory and practice, it should be noted that there are no universal techniques or firm principles that would make management effective. However, over the centuries, approaches have been developed that help managers increase the likelihood of effectively achieving organizational goals. Each of the approaches outlined below has made a significant contribution to the understanding of the goals, objectives and principles of modern management.

To date, there are four important approaches that have made a significant contribution to the development of management theory and practice: approach from the standpoint of identifying different schools in management ( scientific management school, classical school, behavioral school, quantitative management school) ; process approach; systems approach; With situational approach.

Thus, the evolution of the concept of “management” is directly related to the peculiarities of the formation of management as a science, the development of schools of scientific management and the practice of developing national management models.

Shevchuk Denis Alexandrovich

Course Basics

Manager - hired manager, boss! If you don’t have a single subordinate, you are not a manager, but at most a specialist!

Denis Shevchuk

5th ed. - M.: Academic. Project: Trixta, 2005. - 560 p.

The book examines the history of world management science from ancient times to the present day. The author covers the problems of ancient management, managerial revolutions, Machiavelli's concept of leadership, the classical school of management and, in connection with it, the views of Frederick Taylor, Max Weber, Henri Fayol, as well as the views of representatives of the school of “human relations”, including the theory of motivation and (or ) guidance by Elton Mayo, Frederick Herzberg, Douglas McGregor and others.

Problems of motivating the behavior of entrepreneurs, strategic management, quality management and other concepts of modern management.

The book is addressed to students of economics and sociology, teachers and graduate students, as well as anyone interested in management problems.

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Content(according to the 2000 edition)
From the author 2
Chapter 1 HISTORICAL MEANING OF THE TERM “MANAGEMENT” 5
Ancient demagogue 5
Despotism - unlimited power 5
Selfish popularity seeker 5
Teacher and mentor 5
Entrepreneur and manager 6
The Art of Dressage 6
Motivation for voluntary submission 7
Invisible success factors 7
Manager - employee 7
Errand boy? 7
Questions for Chapter 8
Chapter 2 MANAGERIAL REVOLUTIONS 8
First management revolution 8
Business Relations and Writing 8
Second management revolution 9
The third management revolution 9
The Fourth Management Revolution 9
Manager professionalization 10
Manager Specialization 10
Corporate management 10
Fifth management revolution 11
Displacement of the capitalist 11
The emergence of the theory of managerial revolution 11
Strengthening and domination of bureaucracy 12
Managers as a social class 12
Separation of ownership from control 12
Management boom 13
Is a new management revolution coming? 13
Managerial revolutions in Russia 14
Questions for Chapter 15
Case Study 1: Code of Laws of Hammurabi 15
Questions for example 16
Case Study 2. School of Officials in Ancient Egypt 16
Questions for example 17
Chapter 3 ANTIQUE: THE ORIGIN OF CIVILIZED MANAGEMENT 17
Cybernetics - the art of management 17
Oikonomia - economic management 18
The most profitable business 18
More beautiful and rational 19
The Civilization of Venture Firms 19
Philosophers - entrepreneurs 20
Cultural Market Civilization 20
Participative management of the ancient Greeks 21
Questions for Chapter 21
Chapter 4 MACHIAVELLI: TECHNOLOGY OF POWER AND DIRECTORY 21
Herald of European Management 21
Historical figure of era 22
Passion for gain and fear of losing 22
Winners are not judged 22
Will to Power 23
Freedom is just the desire not to be oppressed 23
The crowd follows the appearance of success 24
Fear and Love 24
An honest person makes mistakes more often 24
A leader should not be generous 25
It is more useful to keep at bay 25
To be generous is to be dependent 25
Reward gradually, punish 25 at once
Qualities of a lion and properties of a fox 26
Envy creates enemies, assertiveness creates supporters 26
Personality and impersonality 26
Principle of relativity 27
Relativity and the principle of delimitation 27
Circulation of forms of management 27
Decision principle 28
The meaning of Machiavelli's ideas 28
Questions for Chapter 28
Chapter 5 Founders of “SCIENTIFIC MANAGEMENT” 28
Development of theoretical views 29
Socio-economic prerequisites 29
Manchester - management center 29
A galaxy of great Englishmen 30
Boltin and Watt Experiment 30
R. Owen - pragmatist and utopian 31
New Lenark Experiment 31
The Fall of Owen the Socialist 31
Reasons for rise and fall 31
The meaning of R. Owen's ideas 32
Preparatory stage 33
Followers of “early managers” 33
Questions for Chapter 33
Chapter 6 “SCIENTIFIC MANAGEMENT” 34
The center of management moves to America 34
Old factory system 34
Philadelphia - new management center 35
Society of Mechanical Engineers 36
Biography of F. Taylor 36
Leaders of the scientific management movement 36
F. Gilbrett 37
Questions for Chapter 38
Specific example. Rules for economy of movements 38
Questions for example 38
Chapter 7 Classical geometry of labor 38
Laws and principles of scientific organization of labor 39
Differential payment system 41
Enrichment or simplification of work? 42
Timing and distribution of work 43
Questions for Chapter 43
Chapter 8 PERSONNEL MANAGEMENT 44
Achieving Worker Program 44
Sample - school class 45
Create guarantees only for the top 45
Work should be challenging 46
Motivation, assessment and promotion 46
Achieving Leader Program 47
Functional administration 47
Social monitoring 48
Interpersonal communication process 48
Leadership style 49
Disciplinary system 49
Questions for Chapter 49
Specific example. Introduction of Taylorism in Hungary 50
Questions for example 50
Chapter 9 RESTRICTIONISM AND “WORKING WITH COOLness” 51
“Working Cool” 51
Who benefits from the “middle peasant”? 52
Restrictionism at Aivaz 54
Cultural characteristics 56
Research by A.F. Zhuravsky 57
“Work cool” today 57
Questions for Chapter 58
Chapter 10 PHILOSOPHY OF MANAGEMENT 58
Biography of G. Emerson 59
Taylor and Emerson systems 59
World history from a management perspective 59
Military Entrepreneurship Lessons 60
Japanese Business Lessons 61
Two types of organization 61
Pyramid of Confusion 61
Tonnage Mania 62
The work is productive and intense 62
View of the management pyramid from below 63
Management from what has been achieved 63
Discipline of responsibility 64
The meaning of G. Emerson's ideas 64
Questions for Chapter 64
Chapter 11 SOCIOLOGY OF BUREAUCRACY 64
The problem of national identity 65
Historical rationalization mission 65
Alienation and participation in management 66
Legal type of domination 67
The essence of bureaucracy 67
Historical types of bureaucracy 67
Achieving objectivity through formalization 68
Employee status 69
Bureaucracy as an ideal type 69
Bureaucracy and socialism 69
Questions for Chapter 69
Case Study 1. Egyptian Bureaucracy 70
Questions for example 71
Specific example 2. Instructions of Vizier Rekhmir 71
Questions for example 71
Chapter 12 ADMINISTRATIVE THEORY 71
Personality of A. Fayol 72
Management as administration 72
Taylor and Fayol 72
Control function 73
Management principles 74
Questions for Chapter 75
Chapter 13 CLASSICAL SCHOOL OF MANAGEMENT 75
Achievements and significance of the “classics” 75
Structure of the classic Skoda 75
Formal Logic Mooney and Reilly 76
Leadership and the Scalar Principle 77
The British take up the baton 78
"Synthetic Approach" by Urwick and Gulik 78
Classical school methodology 80
Basics of the classical organization paradigm 80
Questions for Chapter 82
Chapter 14 THE ORIGIN OF MANAGEMENT IN RUSSIA AND ITS DEVELOPMENT IN THE USSR 82
Pre-revolutionary period 82
Post-revolutionary period 84
Tectology A. Bogdanov 86
The language of science is the language of the era of 87
“Industrial Utopia” by O. Yermansky 87
At the intersection of different methodologies 88
Concept of NOT by A.F. Zhuravsky 89
Questions for Chapter 89
Chapter 15 CULTURE OF LABOR AND MANAGEMENT A. GASTEV 89
Life activity of A. Gastev 90
Concept of cultural attitudes 90
Labor training 91
Work culture 91
Questions for Chapter 92
Specific example. Memo-rules 92
Questions for example 93
Chapter 16 DEVELOPMENTS OF THE KHARKIV SCHOOL OF MANAGEMENT AND PSYCHOTECHNIQUES 93
"Order Theory" 94
Discipline issues 94
A concrete example. Situational approach of F. Dunaevsky 95
Development of psychotechnics 95
Psychotechnics at the enterprise 96
Prerequisites for institutionalization 97
Questions for chapter and example 97
Chapter 17 SOCIAL ENGINEERING AND THE PRACTICE OF NONOVIEW 97
Practice of A. Gastev 97
Constructivism N. Vitke 99
Methodology of F. Dunaevsky 101
Implementation practice: comparison of systems 103
Questions for Chapter 105
Chapter 18 THE HAWTHORNE EXPERIMENTS 105
Hawthorne Experiments: First Stage 106
Hawthorne Experiments: Second Stage 106
Hawthorne Experiments: Third Stage 107
"The Hawthorne Effect" 108
Revisiting Hawthorne's discovery 108
Questions for Chapter 110
Specific example. Experiment at Volvo 110
Questions for example 111
Chapter 19 HIERARCHY OF NEEDS 112
The emergence of new approaches 112
The structure of D. Maslow's theory of needs 112
Dynamics of needs 113
Workplace needs 114
Chapter 20 CONTROL THEORIES OF HERZBERG M MCGREGOR 115
Two-factor theory of F. Herzberg 115
Application of Herzberg's creation 117
The theory of leadership styles by D. McGregor 118
Diagnostics and implementation 119
Interrelation of theories 120
Specific example. McGregor D. Human aspect of the enterprise 120
Questions for chapter and example 122
Chapter 21 MOTIVATION OF MANAGERS AND ENTREPRENEURS 122
William James's instinctive theory of motivation 122
The theory of expectations and values 123
Achievement motivation by D. McClelland 123
“Formula for Success” by J. Atkinson 124
Motivation and likelihood of success 124
Attributional theory of motivation 125
Scale of “internality - externality” 125
Power and leadership 125
Risk appetite 126
Cognitive theory and heuristics of thinking 127
Social context of entrepreneurship 127
Questions for Chapter 128
Chapter 22 ORGANIZATIONAL BEHAVIOR 128
What is a social organization 129
Organizational Behavior Variables 129
Types of power in an organization 130
Value barrier 130
Tannenbaum and Schmidt scale 130
J. Homans model 131
K. Argyris' theory of immaturity 131
R. Likert's style theory 131
“Stimulating” and “precautionary” styles 132
Blake and Mouton Model 132
The concept of fear and love by A. Etzioni 133
Model of a successful leader by B. Bass 133
R. Likert's model of effective organization 134
Style selection 135
Organizational change strategy 136
Questions for Chapter 136
Chapter 23 Modern management 137
Strategic planning 137
Marketing 138
Quality management 138
Logistics 139
Project management and cost management 140
New areas of management 140
Personnel management and requirements for a manager 141
Questions for Chapter 141
PROBLEMS AND EXERCISES 141
Exercises 141
Problems 144
Answers to exercises 144
Answers to problems. 145
LITERATURE 145
Contents 148

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