Items Description of Module Subject Name Human Resource Management Paper Name Development of Management Thoughts, Principles and Types Module Title Early Contributors Module Id Module No. -5 Pre- Requisites Concept of Management Objectives To understand the different schools of thoughts Keywords Management, Chester Barnard, Frank and Gilberth Theory, Gantt Contribution QUADRANT-I Module 5: Early Contributors 5.1 Learning Objective 5.2 Introduction 5.3 Chester Barnard contribution to Management Thoughts 5.4 Formal and Informal Organisations 5.5 Frank and Lillian Gilberth Theory .6 Gantt Contribution 5.7 Perspectives 5.8 Summary 5.1 Learning Objectives After completing this module, you will be able to: Objective: 1. To understand the great classical theories of management. 2. To enable a sense of humour about the beginning of the contributors towards management practices. 3. To build a relationship between early management thoughts and modern thought of control. Introduction The early contributors include Chester Barnard who studied organization in systematic way and defined organizations in two types. Frank and Lillian Gilbreth who are considered the founders of modern industrial management, who sought to improve workers' productivity while making their work easier. Gantt's contribution who is often seen as a disciple of Taylor and a promoter of the scientific school of management. In his early career, with the influence of Taylor - and Gantt's aptitude for problem-solving - resulted in attempts to address the technical problems of scientific management. In this module we will learn in detail their contributions in management. Chester Barnard Chester Barnard was the President of new Jerray Bell Telephone Company. He served in various other organizations too. His critical writings include The Functions of Executive (1938). Organization and Management (1948). Elementary Conditions of Business Morals.His writings had the important impact on the humanorganization. In his organization theory he adopted a sociological approach, and in dealing with the functions of executives, he stressed the importance of leadership and communication. Barnard divided organization into formal and informal. He said that informal organization is an important part of a formalorganization. General Framework Barnard considered corporations as cooperative structures, which he defined as a complicated of physical, biological, non-public and social components that are in a selected systematic relationship via motive of the cooperation of two or greater people for at least one particular give up. Basically, in line with Barnard, we enter into cooperative arrangements to accomplish matters we cannot do on my own. He viewed corporations in biological terms corresponding to a residing organism that seeks to survive in antagonistic surroundings. Also, he diagnosed that a company isn't self-enough, however, desires to depend on assets from the outdoor surroundings that allow it to function and also limits a company's moves. As an example, an organization needs capital, hard work, equipment, and sources to feature and achieve its desires. However, technological know-how and technology are assets inside the environment that can be tapped through an employer but also restriction what it can accomplish. We cannot attain a purpose this is outdoor the legal guidelines of physics, for instance. Consistent with Barnard, an agency wishes to acquire system equilibrium. In the context of this principle, attaining equilibrium includes interrelated tactics. The primary system relates to the stability of the employer's traits and its outside environment. The second one technique attempts to stabilize the contributions that contributors of the business enterprise make to the company's collective cause and the degree of pleasure both the corporation and individuals receive within the exchange. Barnard's Contributions to Management Thought: Barnard suggested social systems approach to management. His main contributions to management thought can be described as follows: 1. Theory of Formal Organisation: Barnard gave a theory of legal organization. He defined it as "a system of consciously coordinated activities of forces of two or more persons." According to him, organisation consisted of human beings whose activities were co-ordinated and therefore becomes a system : According to Barnard initial existence of structure depends upon three elements : (i) the willingness of persons to contribute efforts to the co-operative system (ii) there should be an objective of co-operation and (iii) proper communication system is necessary. Source: https://www.google.co.in/url?saforganizational-structure.php&psig 2. Organizational Equilibrium: Barnard suggested an equilibrium model describe the balance achieved between the contributions of the members of an organisation and return contribution made by the organisation to the fulfilment of individual goals of the members. Barnard treated organisation as separate from the environment where it works.The persons working in the organisation have two roles—a personal role and an organisational role. There should be a balance between what employees get out of the organisation (money, status, recognition, etc.) and what they contribute in the form of time, knowledge, discomfort, production, etc. Source: https://www.google.co.in/url/organizational-equilibrium/ 3. Acceptance Theory of Authority: Barnard did not agree with the classical concept of authority where it comes from top to bottom. He said that power comes from the bottom. In his opinion power is confirmed only when it is accepted by a person to whom it has been addressed. Disobedience of such communication is a denial of authority.According, to Barnard the decision as to whether an order has the authority or not lies with the person to whom it is addressed, and does not reside in persons of authority or those who issue these orders. Thus in Barnard's view, if a subordinate does not accept his manager's authority, it does not exist. A person will take authority under following conditions': (a) He can and does understand the communication; (b) At the time of his decision, he believes that it is not inconsistent with the purpose of the organisation. (c) At the time of his decision, he believes it to be compatible with his interest as a whole; and (d) He is able (mentally and physically) to comply with it. 4. Functions of the Executive: Barnard postulated three types of duties for the executives in forma! Organisational setup. These functions are: (a) Maintaining proper communication in the organisation (b) Obtaining essential services from individuals for achieving corporate goals (c) Formulating purposes and objectives at all levels. 5. Informal Organisation: Barnard was of the opinion that both formal and informal organisations co-exist in every enterprise. Friendly organisation refers to those social interactions which do not have a consciously co-ordinated common purpose. Frank and Lillian Gilbreth The Gilbreths are considered the founders of modern industrial management, who sought to improve workers' productivity while making their work easier. They were, above all, scientists who asked to teach managers that all aspects of the workplace should constantly be questioned, and improvements consistently adopted. In this way, their work advanced appreciation for the importance of the addressing the needs of workers, and through taking care of those individuals, the whole purpose would be better served. Frank and Lillian Gilbreth were a married American couple. Both were engineers and had an interest in scientific management, and Time and Motion Studies, working at a time with Frederick Taylor, the Father of Scientific Management. Together, they raised twelve children in New Jersey.They are also known through the book and movie Cheaper by the Dozen, which was written by their son Frank Jr. and their daughter Ernestine. The book and movie cover their family life, and also some of their works as engineers. For example, there are scenes which depict the Gilbreth's conducting tests, such as testing to determine the most efficient way to button up a vest and using a stopwatch to help in their investigation. Another example would be Frank Gilbreth demonstrating, while fully clothed, the most efficient way to bath one's self, using the least amount of time and least number of motions necessary.Frank Gilbreth was a building contractor who, though not having any formal education beyond high school, and not a disciple of Taylor, was interested in and worked at achieving efficiency in the workplace. In his place of work, much like Taylor, he helped the company he used to work for to enable the workers to do their jobs efficiently. The Gilbreths applied their management techniques in running their large household. They created a Family Council, with a purchasing committee, a budget secretary, and a utility committee. Two of their children later wrote humorous accounts of their family life, Cheaper by the Dozen and Belles on Their Toes.Under Lillian’s persuasion, Frank Gilbreth changed his career from construction to management. In 1908, Frank published his first book, Field System. After their marriage, Lillian Gilbreth had to handle several major responsibilities—her studies, her family, and their family business. She worked as a systems manager in her husband's consulting business and had helped her husband in his projects. In 1910, the Gilbreths moved to Providence, Rhode Island, and Lillian Gilbreth