my preference

My preference

I would prefer henry Fayol because management has a big roll in current times for companies and every thing else. In addition,(14) principle, found by Fayol, are very efficient and they serve as the best principles for carrying out an effective management activities.However,I would prefer to add an imprtant point which is not ignoring the right of hardworking worker . That is, we have to saupport him with all finincial and moral support to make him contribute and come up with ceative ideas for developing and enhancing the company .

Henry ford

Henry Ford: A Life in Brief

Born in Dearborn, Michigan, he enjoyed tinkering with machinery from a young age. While working for the Edison Illuminating Co., he experimented with internal combustion engines and "gasoline buggy" designs. In 1899 he left Edison to enter the nascent automobile industry. After his initial venture folded, he formed the Ford Motor Company in 1903 and soon made it the undisputed industry leader. While other manufacturers saw cars as luxury items for the wealthy, Ford stressed efficient mass production of sturdy, affordable vehicles for the growing middle-class market. In 1908, he introduced the Model T, which dominated the industry for over a decade. In the 1920s, however, Ford fell behind its competitors in both technological development and consumer savvy (most famously, by its refusal to offer the Model T in any color but black). The introduction of the Model A in 1928 improved the company's standing, though it never regained the overwhelming market dominance of earlier years.

Ford's rags-to-riches career made him a capitalist folk hero to many. He reveled in his celebrity and pronounced his views on the great issues of the day. In 1915, he organized the "Ford Peace Ship," a group of pacificist who sailed to Europe in a vain attempt to mediate between the warring nations. In 1918, he lost a campaign for the Senate. In the 1920s, he published virulently anti-Semitic articles in company newspapers, and in the 1930s expressed admiration for Hitler. Ford also took an innovative approach to labor relations, paying significantly higher wages than competitors but also fiercely, often violently, resisting unionization. By 1940, Ford had amassed a fortune in excess of one billion dollars, much of which he gave to charity through his philanthropic foundations.

lillian Evelyn Moller

Lillian Evelyn Moller

she was born on May 24, 1878 in Oakland, California. She graduated from the University of California with a B.A. and M.A. and went on to earn a Ph.D. from Brown University. She earned membership in the ASME, and like her husband lectured at Purdue University. Lillian died on January 2, 1972.Frank and Lillian were married in 1904 and were parents of twelve children. Together they were partners in the management consulting firm of Gilbreth, Inc. Together this team developed strategies to help the "working man" and increase productivity for manufacturers in a technique that has been known as Time & Motion Studies. They proceeded to launch an industrial consulting firm in Providence, Rhode Island, which later moved to Montclair, New Jersey. In the midst of all of this invention they also managed to raise twelve children with the same skills they had invented. This can be seen by these books, and subsequent movies, Cheaper By The Dozen (1949) and Belles on Their Toes (1950). Both written by their children, Frank Gilbreth, Jr. and Ernestine Gilbreth Carey.

Frank Bunker Gilbreth

Frank Bunker Gilbreth

Frank Bunker Gilbreth was born on July 7, 1868 in Fairfield, Maine. He was a bricklayer, a building contractor, and a management engineer. He was a member of the ASME, the Taylor Society (precursor to the SAM), and a lecturer at Purdue University. Frank died on June 14, 1924. Frank Gilbreth's well-known work in improving brick-laying in the construction trade is a good example of his approach. From his start in the building industry, he observed that workers developed their own peculiar ways of working and that no two used the same method. In studying bricklayers, he noted that individuals did not always use the same motions in the course of their work. These observations led him to seek one best way to perform tasks. is centennial should mark a milestone in management and work simplification. By 1912, he left the construction business to devote himself entirely to "scientific management"--a term coined, in Gantt's apartment, by a group including Gilbreth. But to him it was more than merely the mouthing of slogans to be foisted on a worker at a job in a plant. It was a philosophy that pervaded home and school, hospital and community, in fact, life itself. It was something that could be achieved only by cooperation--cooperation between engineers, educators, physiologists, psychologists, psychiatrists, economists, sociologists, statisticians, managers. Most important--at the core of it all, there was the individual, his comfort, his happiness, his service, and his dignity. Work simplification is based on respect for the dignity of people and of work. It is defined as "the organized application of common sense" (Graham, 1998). This idea was first pioneered by Frank Gilbreth on July 12, 1885 at the age of seventeen. He began work as a bricklayer but as he continued his work he began to document each workers individual way of bricklaying. Then he chose the "easiest" and less time-consuming way to accomplish the task at hand. These observations led to developing his patented bricklaying scaffold and enabled bricklayers to lay brick faster with less effort and fatigue. His 'new way' drastically reduced time and effort. Where the previous record for a certain job was 120 bricks per hour, his methods allowed 350 bricks per hour to be laid, an increase in productivity by over 190%. This early success launched his lifelong search for the one best way for doing any of the tasks of life; a search he shared with his wife, their twelve children, with employees in his company, and eventually with leaders of industry, academia, professional groups, government and mankind.

Frederick Winslow Taylor

Frederick Winslow Taylor

Frederick Winslow Taylor is a controversial figure in management history. His innovations in industrial engineering, particularly in time and motion studies, paid off in dramatic improvements in productivity. At the same time, he has been credited with destroying the soul of work, of dehumanizing factories, making men into automatons. What is Taylor's real legacy? I'm not sure that management historians will ever agree. But the following article is quite interesting, and Taylor's keystone book, The Principles of Scientific Management. In 1911, Frederick Winslow Taylor published his work, The Principles of Scientific Management, in which he described how the application of the scientific method to the management of workers greatly could improve productivity. Taylor argued that even the most basic, mindless tasks could be planned in a way that dramatically would increase productivity, and that scientific management of the work was more effective than the "initiative and incentive" method of motivating workers. The initiative and incentive method offered an incentive to increase productivity but placed the responsibility on the worker to figure out how to do it.

Taylor's 4 Principles of Scientific Management

1. Replace rule-of-thumb work methods with methods based on a scientific study of the tasks.

2. Scientifically select, train, and develop each worker rather than passively leaving them to train themselves.

3. Cooperate with the workers to ensure that the scientifically developed methods are being followed.

4. Divide work nearly equally between managers and workers, so that the managers apply scientific management principles to planning the work and the workers actually perform the tasks.

These principles were implemented in many factories, often increasing productivity by a factor of three or more. Henry Ford applied Taylor's principles in his automobile factories, and families even began to perform their household tasks based on the results of time and motion studies.

Max Weber

Max weber

Weber was born in Erfurt in Thuringia, Germany, the eldest of seven children of Max Weber Sr., a prominent liberal politician and civil servant, and Helene Fallenstein, a moderate Calvinist. Weber Sr.'s engagement with public life immersed the family home in politics, as his salon received many prominent scholars and public figures. He involved himself in politics, joining the left leaning Evangelical Social Congress.. During the First World War, Weber served for a time as director of the army hospitals in Heidelberg.In 1915 and 1916 he sat on commissions that tried to retain German supremacy in Belgium and Poland after the war. one of Weber's most significant contribution is his Politics as a Vocation essay. Weber distinguished three pure types of political leadership, domination and authority: charismatic domination (familial and religious), traditiona domination (patriarchs, patrimonalism, feudalism), and legal domination (modern law and state, bureaucracy). In his view, every historical relation between rulers and ruled contained such elements and they can be analysed on the basis of this tripartite distinction. Weber is also well-known for his critical study of the bureaucratisation of society, the rational ways in which formal social organizations apply the ideal type characteristics of a bureaucracy. It was Weber who began the studies of bureaucracy and whose works led to the popularization of this term. Max Weber is known as one of the leading scholars and founders of modern sociology, but Weber also accomplished much economic work in the style of the "youngest" German Historical School. Max Weber formulated a three-component theory of stratification, with Social class, Social status and party (or politicals) as conceptually distinct elements. Weber's other main contributions to economics (as well as to social sciences in general) was his work on methodology. There are two aspects to this: his theory of Verstehen, or "Interpretative" Sociology and his theory of positivism. Max Weber's position as an economist has been debated, and indeed, it is generally accepted now that it is in sociology that his impact was greatest. However, he comes at the end of the German Historical School where no such distinctions really existed and thus must be seen as an "economist" in that light.

Abraham Maslow

Maslow was born in New York City in 1908, the oldest child of Russian-Jewish immigrants. Because his father was a successful small businessman, Abe, as everyone called him-worked only occasionally in positions such as delivery boy and hotel busboy. It gave him lots of leisure time in his teenage years, which he spent reading. Eventually, he developed strong idealistic notions and decided to dedicate himself to bettering the world through science. After floundering a bit at New York's City College and Cornell University, he chose to major in psychology and transferred to the University of Wisconsin in 1928. During the 1940s, Maslow steadily advanced a new explanation of human nature. Its foundation was his radical theory of motivation, which has come to be known as the hierarchy of needs. He contended that we all have needs for physical safety, belongingness, love, self-respect, self-esteem and what he called self-actualization-the desire to become all that we can become in life. In 1965, this manuscript was published as Eupsychian Management (eupsychia was Maslow's term for the ideal society or organization). Despite the formidable title, the book brought Maslow praise from America's leaders in management education and training. Although gratified by the response, Maslow remained realistic-perhaps more so than some of his fans. He realized that the humanistic approach depends partly on good conditions and that a sudden downturn in the international economy or domestic markets might make the principles of enlightened management less tenable. Maslow did not view enlightened management as an organizational cure-all. Nor did he see it as a substitute for poor production or quality control. Speaking of contemporary organizations, Maslow declared, "If the product they turn out is not good, then [enlightened management] will destroy the whole enterprise, as truth will generally destroy untruth and fakery.... [Enlightened] management works only for virtuous situations, where everybody trusts the product and can identify with it and be proud of it.... If the product is not good and must be concealed and faked and lied about, then only Theory-X managers, customers and sales people are possible. Maslow frequently reminded trainers and others that in our embrace of humanistic ideals, we ought not lose sight of the simple fact that people have different motivational needs. He readily acknowledged that some employees are not seeking to self-actualize in the workplace; fulfillment for them lies elsewhere. Humanistically minded managers and trainers who attempt to force their idea of self-actualized traits and values upon employees may well produce resistance and resentment-especially when they try to "align" the whole package with the current goals of some particular corporation. But Maslow was ultimately an optimist. "The old-style management is steadily becoming obsolete," he declared. "The more psychologically healthy [people get], the more will enlightened management be necessary in order to survive in competition, and the more handicapped will be an enterprise with an authoritarian policy.... That is why I am so optimistic about [enlightened] management... why I consider it to be the wave of the future."