what do you understand by management history
Answers
Early management books are available online so that students and other scholars can read them in the original form, including Taylor 2010 (cited under Scientific Management and Frederick Taylor), Sheldon 1924 (cited under Organization Theory), and Gilbreth 2010 (cited under Other Contributors to Scientific Management).
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Explanation:
➠ Management History
Some see management as a late-modern (in the sense of late modernity) conceptualization.[11] On those terms it cannot have a pre-modern history – only harbingers (such as stewards). Others, however, detect management-like thought among ancient Sumerian traders and the builders of the pyramids of ancient Egypt. Slave-owners through the centuries faced the problems of exploiting/motivating a dependent but sometimes unenthusiastic or recalcitrant workforce, but many pre-industrial enterprises, given their small scale, did not feel compelled to face the issues of management systematically. However, innovations such as the spread of Hindu numerals (5th to 15th centuries) and the codification of double-entry book-keeping (1494) provided tools for management assessment, planning and control.
An organisation is more stable if members have the right to express their differences and solve their conflicts within it.
While one person can begin an organisation, "it is lasting when it is left in the care of many and when many desire to maintain it".
A weak manager can follow a strong one, but not another weak one, and maintain authority.
A manager seeking to change an established organization "should retain at least a shadow of the ancient customs".
With the changing workplaces of industrial revolutions in the 18th and 19th centuries, military theory and practice contributed approaches to managing the newly-popular factories.[12]
Given the scale of most commercial operations and the lack of mechanized record-keeping and recording before the industrial revolution, it made sense for most owners of enterprises in those times to carry out management functions by and for themselves. But with growing size and complexity of organizations, a distinction between owners (individuals, industrial dynasties or groups of shareholders) and day-to-day managers (independent specialists in planning and control) gradually became more common.