CONTRIBUTION OF ALL THE AUTHOR

INTRODUCTION

The study of management as a discipline is relatively new, especially when compared

with other scientific disciplines. Yet, to truly understand current management thought, it is
necessary to examine the historical links. It is best to consider not only management pioneers'
management theories, but also the contextual and environmental factors that helped to clarify
the developmental process behind the theories. Therefore, management pioneers may be
easily placed along a historical timeline. Using the work of Daniel Wren as a guide, the
following categories are employed: (1) early management thought; (2) the scientific
management era; (3) the social man era; and (4) the modern era.

EARLY MANAGEMENT THOUGHT - THE ECONOMIC FACET

Adam Smith and James Watt have been identified as the two men most responsible
for destroying the old England and launching the world toward industrialization. Adam Smith
brought about the revolution in economic thought and James Watt's steam engine provided
cheaper power that revolutionized English commerce and industry. In doing so, they also laid
the foundation for modern notions of business management theory and practice.

CHARLES BABBAGE.
Charles Babbage (17921871) is known as the patron saint of operations research and
management science. Babbage's scientific inventions included a mechanical calculator (his
"difference engine"), a versatile computer (his "analytical engine"), and a punch-card
machine. His projects never became a commercial reality; however, Babbage is considered
the originator of the concepts behind the present day computer. Babbage's most successful
book, On the Economy of Machinery and Manufacturers, described the tools and machinery
used in English factories. It discussed the economic principles of manufacturing, and
analyzed the operations; the skills used and suggested improved practices. Babbage believed
in the benefits of division of labor and was an advocate of profit sharing. He developed a
method of observing manufacturing that is the same approach utilized today by operations
analysts and consultants analyzing manufacturing operations.

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ANDREW URE AND CHARLES DUPIN.
Andrew Ure (17781857) and Charles Dupin (17841873) were early industrial
educators. Ure provided academic training at Anderson's College in Glasgow for managers in
the early factory system. He published a text in 1835 that dealt mainly with the technical
problems of manufacturing in the textile industry, but also dealt with problems of managing.
Obviously pro-management, Ure advocated an "automatic plan" to provide harmony and to
keep any individual worker from stopping production. He was a defender of the factory
system and believed workers must recognize the benefits of mechanization and not resist its
introduction.

Dupin was a French engineer and professor who pioneered industrial education in
France. He is credited with having a great influence on the writings of Henri Fayol. Dupin
published Discours sur le Sort Des Ouvriers, translated Discourse on the Condition of the
Workers, in 1831. This manuscript included concepts such as time study and the need to
balance workloads after introducing division of labor. He wrote of the need for workers to
receive concise instructions and the need to discover and publish the best way to perform
work with the least amount of worker energy.

THE SCIENTIFIC MANAGEMENT ERA

Since management relied heavily on engineers for advice in the new factories, it is not
surprising that associations of engineers were some of the first to examine and write about
management problems. The American Society of Mechanical Engineers (ASME) was
founded in 1880 and was one of the first proponents of the search for scientific management.

HENRY TOWNE.
Henry Towne, president of the Yale and Towne Manufacturing Company, began
applying systematic management practices as early as 1870. In 1866 he wrote a paper, The
Engineer as an Economist, that suggested that ASME become a clearinghouse for information
on managerial practices, since there was no management association. Towne also published
several papers and a book, Evolution of Industrial Management, on the use of "gain sharing"
to increase worker productivity.

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 In his last book Towne contrasted the status of scientific management in 1886 and in
1921, noting the establishment of industrial management courses, and crediting Frederick
Taylor as the apostle of the scientific movement.

FREDERICK A. HALSEY.
Frederick A. Halsey was another engineer who wrote papers presented to ASME
outlining his ideas about wages. He attacked the evils of profit sharing and proposed a special
"premium plan" for paying workers based on time saved. Halsey proposed incentives based
on past production records, including a guaranteed minimum wage and a premium for not
doing work. Halsey's plan, along with Taylor's ideas on piece rates, had a major influence in
the United States and Great Britain on the design of pay schemes.

HENRY METCALFE.
Another early application of the scientific principles of management occurred when
Captain Henry Metcalfe developed a system of controls that he applied to the management of
the Frankford Arsenal. In 1885, Metcalfe published The Cost of Manufactures and the
Administration of Workshops, Public and Private. This book is considered a pioneer work in
the area of management science.

DANIEL MCCALLUM.
Unlike many industries, the rail-road industry forced managers to develop special
ways of managing a labor force that was dispersed over a wide geographical area. Daniel
McCallum (18151878) became general superintendent of the Erie Railroad in 1854. He
developed principles of management that included discipline, division of labor, detailed job
descriptions, promotion and pay based on merit, frequent and accurate reporting of worker
performance, and a clearly defined chain of command.

McCallum also designed a formal organizational chart and a sophisticated information

management system using the telegraph. His system and rules, however, ran afoul of the
militant union and he resigned after a six-month strike. Later, McCallum successfully ran the
Northern railroads during the Civil War. He also served as a management consultant for
several railroads after the war.

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HENRY GANTT.
Henry Gantt (18611919) worked with Taylor at the Midvale Steel Company and was
considered a Taylor disciple. Gantt felt the foreman should teach the workers to be
industrious and cooperative which, in turn, would facilitate the acquisition of all other
knowledge. Gantt also designed graphic aids for management called Gantt charts using
horizontal bars to plan and control work. Similar to Taylor, Gantt called for the scientific
study of tasks, movements, working conditions, and worker cooperation. He also focused on
the connection between the involvement of management and financial interests.

LILLIAN GILBRETH.
Dr. Lillian Gilbreth, known as the first lady of management, played an important role
in Frank's research and made many contributions of her own. Lillian pursued a degree in
psychology, and in addition to her marriage and family of twelve, she assisted Frank with his
work. Lillian's thesis-turned-book, The Psychology of Management, is one of the earliest
contributions to understanding the human side of management.

Lillian faced many incidents of discrimination during her life, including the fact that
her book could only be published if her initials were used so readers would not know she was
a woman. Dr. Gilbreth's work was always more management than psychology. Her work
illustrated concern for the worker and attempted to show how scientific management would
benefit the individual worker, as well as the organization. Lillian wrote about reduction of
worker fatigue, how to retool for disabled veteran workers returning to the workplace, and
how to apply principles of scientific management to the home.

HARRINGTON EMERSON.
Harrington Emerson (18531931) was educated in Germany and symbolized a new
breed of "efficiency engineers" who were bringing new methods of time and cost savings to
American industry. Emerson practiced his system as general manager of the Burlington
Railroad, but saw the need for applications of his system in other industries. The Engineering
Magazine published a series of articles by Emerson in 1908 and 1909 that were later issued as
a single volume. To Emerson, organization was one of the greatest problems that led to
inefficiency.

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 Emerson embraced the general staff concept where each firm was to have a chief of
staff and four major sub groupings of staff under him: one for employees, one for machines,
one for materials, and one for methods. Staff advice was available to all levels and focused on
planning.

Emerson made other contributions in the areas of cost accounting and in setting
standards for judging workers and shop efficiency. In 1913, Emerson published Twelve
Principles of Efficiency. This publication became a landmark in the history of management
thought. Harrington Emerson achieved renown in his time and his legacy lives on today.

MAX WEBER.
The work of Max Weber (18641920) runs chronologically parallel to that of Fayol
and Taylor. Weber was a German intellectual with interests in sociology, religion, economics,
and political science. He was a professor, editor, government consultant, and author. Weber
used the concept of "bureaucracy" as an ideal organizational arrangement for the
administration of large-scale organizations. His work was not translated into English until
1947.

Weber's concept of the best administrative system was actually similar to Taylor's.
Some of Weber's essential elements included division of labor, and chain of command. He
also believed that selection should be based on technical qualifications, officials'/managers'
appointments should be based on qualifications, managers should not be owners, and
impersonal and uniform rules should be applied.

PETER DRUCKER.
Peter Drucker (b. 1909) made an enduring contribution to understanding the role of
manager in a business society. Unlike the previous Fayolian process texts, Drucker developed
three broader managerial functions: (1) managing a business; (2) managing managers; and (3)
managing workers and work. He proposed that in every decision the manager must put
economic considerations first. Drucker recognized that there may be other non-economic
consequences of managerial decision, but that the emphasis should still be placed on
economic performance.

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THE SOCIAL MANERA
The behavioral school of management thought began late in the scientific
management era, but did not achieve large-scale recognition until the 1930s. The real catalyst
for the emergence of the behavioral school was a series of research studies conducted at the
Hawthorne plant of Western Electric between 1924 and 1932. This research became known as
the Hawthorne experiments.

CONCLUSION
A quality revolution swept through the business sector during the latter part of the
twentieth century. The universal term used to describe this phenomenon was "total quality
management" or TQM. This revolution was led by a small group of quality gurus, the most
well-known were W. Edwards Deming (19001993) and Joseph Juran (b. 1904).

REFERENCES

http://www.referenceforbusiness.com/management/Or-Pr/Pioneers-of-Management.html

http://www.academia.edu/384009/Henry_Fayols_14_principles_in_Management

http://sloanreview.mit.edu/article/six-principles-of-effective-global-talent-management/