Prominent Pioneers of Management Thought

There exists a distinguished group of pioneers in management thought, including the following individuals:

Henri Fayol (1841-1925)

Henri Fayol is widely regarded as the primary founder of the administrative management school. He began his career as a mining engineer for a French company, eventually ascending to the position of Chairman. When he joined, the company was in a dire financial state; however, during his tenure, he managed to significantly improve its situation by implementing his unique functional principles. These included:

Developing plans for each year and every decade, and acting in accordance with these plans.

Lyndall Urwick (1891-1983)

Lyndall Fownes Urwick is considered one of the key figures in the evolution of contemporary management thought and practices. As a management consultant, he dedicated himself to promoting systematic scientific management methods by aiding in the development of administrative institutions. His primary focus was on organizational theory, emphasizing managerial tasks and general guidelines for organizations, such as ensuring that the authority granted aligns with the responsibilities assigned.

The following points outline some of the essential principles that Urwick relied on to achieve optimal management outcomes:

Objectives: The goals of any company or institution determine its existence.
Specialization: Each group should have a defined function.
Authority: The authority of each organized group must be clearly defined, with a clear line of authority for all members.
Responsibility: Managers must be accountable for the actions and errors of their subordinates.
Definition and Clarity: Every role, task, and relationship should be clear and well-defined.
Communication: Information must be communicated accurately at all levels of authority and responsibility.
Balance: Maintaining equilibrium among different units within organizations is crucial.
Continuity: Reorganizing institutions is a continual process that requires ongoing support.

Mary Parker Follett (1868-1933)

Mary Parker Follett was a social worker and a trailblazer in the field of human relations. She served as the Chair of the Women’s Municipal League, which focused on expanding school facilities. Follett also played a key role in establishing a community center at East Boston High School and contributed to the opening of other social centers in Boston. Subsequently, she became Vice President of the National Community Center Association.

Follett turned her attention to publishing works concerning the human aspects of governance, democracy, and the role of local communities. She then focused on the business world, emerging as a leading management consultant. Today, Follett is recognized as a significant innovator whose ideas are foundational to organizational theories and institutional management, where she advocated for community-based solutions, the power of diversity and difference, and emphasized the significance of operational processes.

Rensis Likert (1903-1982)

Rensis Likert was an American social scientist who dedicated his early career to finding effective and systematic methods for studying human attitudes and choices, along with the influencing factors involved. His research led to the development of a behavior measurement method known today as the Likert Scale, which provides a framework for assessing attitudes through various choices. He also developed essential survey and interview methods widely used in research.

One of Likert’s most significant contributions was the participative management theory, which suggests that modern workforces are increasingly independent. Consequently, organizations that reward employee initiative and encourage their participation in decision-making experience enhanced productivity among their staff.

Likert categorized management systems into four distinct types:

Exploitative Authoritative System: This system relies on fear and intimidation, with poor communication and a sense of disconnect between managers and subordinates. Most decisions are made by the organization’s head.
Benevolent Authoritative System: This system utilizes rewards, with subordinates being dependent on their superiors. Information reaching management is usually incomplete and limited to what they wish to hear, resulting in most decisions being made by the manager.
Consultative System: This management approach uses incentives and, at times, punishment, while attempting to involve employees. However, information is often restricted to what the manager wishes to receive, and subordinates have some influence in decision-making.
Participative Management System: This model encourages employee involvement in setting goals and operational methods, characterized by accurate communication and no barriers between superiors and subordinates. Decisions are made collectively at the organizational level, resulting in the highest productivity.