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."

Henry Fayol

Fayol was one of the most influential contributors to modern concepts of management, having proposed that there are five primary functions of management: planning, organizing, commanding, coordinating, and controlling. Many of today’s management texts including Daft (2005) have reduced the five functions to four: planning, organizing, leading, and controlling. Fayol believed management theories could be developed, then taught. His theories were published in a monograph titled General and Industrial Management (1916). This is an extraordinary little book that offers the first theory of general management and statement of management principles..Fayol suggested that it is important to have unity of command: a concept that suggests there should be only one supervisor for each person in an organization. Like Socrates. Fayol has been described as the father of modern operational management theory. In the classic General and Industrial Management Fayol wrote that "Taylor's approach differs from the one we have outlined in that he examines the firm from the "bottom up." He starts with the most elemental units of activity -- the workers' actions -- then studies the effects of their actions on productivity, devises new methods for making them more efficient, and applies what he learns at lower levels to the hierarchy..

What is Management Five elements?

Fayol's definition of management roles and actions distinguishes between Five Elements:

(1 Prevoyance. (Forecast & Plan). Examining the future and drawing up a plan of action. The elements of strategy.

(2 To organize. Build up the structure, both material and human, of the undertaking.

(3 To command. Maintain the activity among the personnel.

(4 To coordinate. Binding together, unifying and harmonizing all activity and effort.

(5 To control. Seeing that everything occurs in conformity with established rule and expressed command.

Scientific Management

Scientific Management

Scientific management focuses on worker and machine relationships. Organizational productivity can be increased by increasing the efficiency of production processes. The efficiency perspective is concerned with creating jobs that economize on time, human energy, and other productive resources. Jobs are designed so that each worker has a specified, well controlled task that can be performed as instructed. Specific procedures and methods for each job must be followed with no exceptions.

Division of Labor

Division of Labor

In the early 1900s, Max Weber, one of the pioneers of modern sociology, designed a perfectly rational organizational form, called a bureaucracy. Among the characteristics of this "ideal" organization were specialization, division of labor, and a hierarchical organizational design. Division of labor is a form of specialization in which the production of a product or service is divided into several separate tasks, each performed by one person. According to Weber's design, inherent within the specialization and division of labor is knowledge of the precise limit of each worker's "sphere of competence," and the authority to perform individual tasks without overlapping others.' Adam Smith, an early economist, suggested that productivity would rise significantly when the division of labor principle was used. Output per worker would be raised while costs per unit produced would be reduced. Division of labor was applied, for example, in manufacturing plants that incorporated mass production tech niques. In organizations that used mass production, each worker specialized in completing one specialized task; the combined work of several specialized workers produced the final product. For example, in manufacturing an automobile, one worker would assemble the dashboard, an other would assemble the wheels, and yet another would paint the exterior. Since the time of Adam Smith, division of labor has been perceived as a central feature of economic progress. Two aspects of labor exist. First is the division of labor within firms; this concerns the range of tasks performed by workers within a particular firm. Second is the division of labor between firms; this concerns the range of products or services the firm produces. In some organizations, division of labor and the degree of specialization are being reduced, while in other organizations, division of labor and specialization are increasing. A number of factors can influence this discrepancy among organizations.For example, the degree of specialization and division of labor can be related to the size of the organization; typically, small and mid-sized employers are not able to cost justify specialized division of labor. Lindbeck and Snower (1997) report that, as the costs of communication among workers declines, the degree of specialization, and consequently, division of labor within organizations, may rise. Some literature reports that, as the size of the market increases, it sup ports more division of labor. The degree of division of labor within firms can also depend on the degree to which performance on particular tasks is measurable, and the degree to which wages affect task performance. Implementation of technology can also have a profound influence on the division of labor in organizations.

The origin of engineering and beginings of engineering education

The origin of engineering and the beginings of engineering education

The history of engineering can be roughly divided into four overlapping phases, each marked by a revolution

Pre-scientific revolution: The prehistory of modern engineering features ancient master builders and Renaissance engineers such as Leonardo da Vinci. The forerunners of engineers, practical artists and craftsmen, proceeded mainly by trial and error. Yet tinkering combined with imagination produced many marvelous devices. Many ancient monuments cannot fail to incite admiration. The admiration is embodied in the name “engineer” itself. It originated in the eleventh century from the Latin ingeniator, meaning one with ingenium, the ingenious one. The name, used for builders of ingenious fortifications or makers of ingenious devices, was closely related to the notion of ingenuity, which was captured in the old meaning of “engine” until the word was taken over by steam engines and its like. Leonardo da Vinci bore the official title of Ingegnere Generale. His notebooks reveal that some Renaissance engineers began to ask systematically what works and why.

*

Industrial revolution: From the eighteenth through early nineteenth century, civil and mechanical engineers changed from practical artists to scientific professionals.

*The first phase of modern engineering emerged in the Scientific Revolution. Galileo’s Two New Sciences, which seeks systematic explanations and adopts a scientific approach to practical problems, is a landmark regarded by many engineer historians as the beginning of structural analysis, the mathematical representation and design of building structures. This phase of engineering lasted through the First Industrial Revolution, when machines, increasingly powered by steam engines, started to replace muscles in most production. While pulling off the revolution, traditional artisans transformed themselves to modern professionals. The French, more rationalistic oriented, spearheaded civil engineering with emphasis on mathematics and developed university engineering education under the sponsorship of their government. The British, more empirically oriented, pioneered mechanical engineering and autonomous professional societies under the laissez-faire attitude of their government. Gradually, practical thinking became scientific in addition to intuitive, as engineers developed mathematical analysis and controlled experiments. Technical training shifted from apprenticeship to university education. Information flowed more quickly in organized meetings and journal publications as professional societies emerged.

Second industrial revolution: In the century before World War II, chemical, electrical, and other science-based engineering branches developed electricity, telecommunications, cars, airplanes, and mass production. The second industrial revolution, symbolized by the advent of electricity and mass production, was driven by many branches of engineering. Chemical and electrical engineering developed in close collaboration with chemistry and physics and played vital roles in the rise of chemical, electrical, and telecommunication industries. Marine engineers tamed the peril of ocean exploration. Aeronautic engineers turned the ancient dream of flight into a travel convenience for ordinary people. Control engineers accelerated the pace of automation. Industrial engineers designed and managed mass production and distribution systems. College engineering curricula were well established and graduate schools appeared. Workshops turned into to laboratories, tinkering became industrial research, and individual inventions were organized into systematic innovations.

* Information revolution: As engineering science matured after the war, microelectronics, computers, and telecommunications jointly produced information technology. Research and development boomed in all fields of science and technology after World War II, partly because of the Cold War and the Sputnik effect. The explosion of engineering research, which used to lagged behind natural science, was especially impressive, as can be seen from the relative expansion of graduate education. Engineering was also stimulated by new technologies, notably aerospace, microelectronics, computers, novel means of telecommunications from the Internet to cell phones. Turbojet and rocket engines propelled aeronautic engineering into unprecedented height and spawned astronautic engineering. Utilization of atomic and nuclear power brought nuclear engineering. Advanced materials with performance hitherto undreamed of poured out from the laboratories of materials science and engineering. Above all, microelectronics, telecommunications, and computer engineering joined force to precipitate the information revolution in which intellectual chores are increasingly alleviated by machines.

What is engineering ?what engineers do?

WHAT IS ENGINEERING? What engineers do?

the art of directing the great sources of power in nature for the use and the convenience of humans. In its modern form engineering involves people, money, materials, machines, and energy. Engineers apply the theories and principles of science and mathematics to the economical solution of practical technical problems. Often their work is the link between a scientific discovery and its application. In addition to design and development, many engineers work in testing, production or maintenance. They supervise production in factories, determine the causes of breakdowns, and test manufactured products to maintain quality. They also estimate the time and cost to complete projects. Some work in management or sales where an engineering background enables them to discuss technical aspects of a product and assist in planning its installation or use.

Types of eng and role of IE

Types of engineers

Engineers can be classified into 11 types, according to the kind of work they do—construction, consulting, design, development, teaching, planning (also called applications engineers), production, research, sales, service, and test engineers. Engineers in each branch have knowledge and training that can be applied to many fields, and because there are numerous separate problems to solve in a large engineering project, engineers in one field often work closely with specialists in scientific, other engineering, and business occupations.

Th role of industrial engineering

Industrial engineering (IE) plays a significant role in engineering economics. IE promotes investment justification processes that determine the appropriateness and value of projects. It also supports investment analyses correlated with the overall corporate strategy. Moreover, IE advocates evaluation processes that advance interdisciplinary thinking among company employees who design cost models and evaluation frameworks that are utilized in decision support systems for a variety of technological projects. These systems enable industrial engineers to determine the various factors affecting. Industrial engineering is a broad, professional discipline concerned with the analysis and design of systems and procedures for organizing the basic resources of production - people, information, materials, and equipment - to achieve specific objectives. Specializations include human factors engineering, operations research, manufacturing systems, and production management.