Personnel administration did not appear unexpectedly, and although it is not possible to indicate when the use of its techniques began, we do know that it is an indispensable condition for the existence of civilization. From the earliest antiquity, when becoming gregarious, man had to practice some form of division of labor and assume, accept, fight or support a leadership.
In the clan there are the first empirical forms of management, since its organization and maturation will give rise to the tribes. Hunting, farming, fishing, construction, trade and warfare require an advanced degree of organization and human resource management.
The great architects or builders of antiquity had to make a profile of the personnel, select them, assign them tasks, initiate, train and motivate them. His leadership for the management was autocratic and religious.
With the creation of the family as the basic cell of society, the division of tasks is established and roles are defined that would later allow the appearance of the nation. The types of human resource management are gaining space in the doctrines that frame the policies of the rulers; thus, in civilizations, the extraordinary development of the organization and management models of their human resources is noted.
In the middle of the 18th century, the creation of the great machines for production began the industrial revolution. First in England and soon after in Europe and North America. Production grew enormously and with it the conditions of overcrowding, danger, insecurity and deep dissatisfaction.
At that time, the "Personnel Welfare Departments" were created in some organizations, the direct predecessor of the current personnel departments; they watched over education, housing, health care, as well as preventing unions from forming.
The fact is that for the first time the need for a department in the organization that is exclusively in charge of solving personnel problems is accepted, this required a specialized person and no longer improvised, differentiating itself from the work of foremen, bosses shift, operations managers and other similar positions.
Racial segregation, feudalism, capitalism, socialism, communism, neoliberalism, mark the differences in organizations, personnel management models and changes for development.
In the 20th century, all knowledge of science and technology was incorporated into the administration, thus the movement of the "Scientific Administration" or Taylorism began.
Improving efficiency, favoring training and specialization, made the creation of specialized personnel management departments more necessary.
Robert Owen was one of the forerunners of the scientific theory of management, he ran several spinning mills in New Lanark, Scotland, in the early 19th century. The working and living conditions were deficient, men, women and children up to five or six years old worked up to fourteen hours a day, six days a week; wages were low, there was overcrowding and poverty.
Owen played the role of "Reformer," built homes, put a bazaar in the company, cut the workday to ten and a half hours, and refused to hire children under the age of ten. He invested in the "vital machines," rated their performance, fostered pride, and promoted competition.
Charles Babbage, an English mathematician, applied scientific principles to work processes to increase productivity and decrease costs. He was one of the first to promote the division of labor.
Frederick W. Taylor (1856-1915) based his theory on the analysis of times and movements on the assembly line. He divided each task into its components and designed the quickest and best methods to carry them out. Pay increased according to productivity. It reduced the workday to eight and a half hours and introduced rest periods. In his works: "Shop Management" and "The Principles of Scientific Management" he described his philosophy:
1. The development of a true science of administration, so that, for example, the optimal method for executing each task could be determined.
2. The scientific selection of workers.
3. The education and scientific development of the worker.
4. Intimate and friendly cooperation between all workers and employees.
Henry Gantt (1861-1919) Civil engineer, worked with Taylor. Upon separating, he reconsidered the Taylorian incentive system. The differentiated rate system was not a significant motivation and established bonuses for workers who finished their day job and bonuses for their supervisor. Evaluated the staff and created the activity schedule graph, Gantt Chart.
The Gilbreth husbands, wrote "Administration Psychology," studied fatigue and movement, and staff well-being. Ultimate goal was to help workers reach their full potential as human beings. They created the three-position plan for staff promotion.
Henry Fayol (1814-1925) is considered the founder of the classical school, for having been the first to systematize it. "With scientific forecasting and proper administrative methods, satisfactory results were inevitable." While Taylor's interest was in organizational functions, Fayol's was in Total Organization. He taught it in the universities.
Max Weber (1864-1920) created bureaucratic administration, a strictly defined hierarchy, governed by clear and precise rules, and authority guidelines. Performance evaluation should be done entirely on merit.
Mary Parker Follet (1868-1933) Transition theory, "No one can become a whole person if he does not belong to a group."
He promoted the group's self-control and supported Taylor's theory regarding the common interests between workers and managers in the organization. He created the holistic model of control: self-control, shared power control, and group control.
Chester Barnard (1866-1961) formulated the theories of organizational life, according to which, people associate in formal organizations with the purpose of achieving things that they could not achieve if they worked in isolation, but also satisfying their needs in the organization individual. “A company can operate efficiently and survive only if its goals are kept in balance, as well as the objectives and needs of the employee.
Elton Mayo (1880-1949) creator of the school of behavioral science, led Hawthorne's experiments at Western Electric, Chicago. They measured the level of lighting in the workplace and the productivity of employees.
The financial incentives were not the cause of improving productivity, but rather the pleasant environment, good treatment and feeling like an important part of the organization.
Argyris, Maslow, and McGregor, scholars of behavior, argued that the concept of "Realizing Man" more accurately explained the motivation of man.
The quantitative school appears after the Second World War, establishing operations research and its relationships with administrative science. They developed mathematical techniques to model, analyze, and solve management problems. Use calculators, computers, and group of experts to solve problems.
The systems approach sees the organization as a whole and as a part of a larger external environment, as a unified and interrelated system. The parts of the system are subsystems, whose whole is greater than the sum of the parts (synergy), they interact with their environment for what is called open, but it has a limit that separates it from the external environment.
It has flows of materials and energy or inputs that are transformed inside the system through processes and leave it in the form of products. The key to system control is feedback.
The contingency approach called situational, as situations or circumstances vary, using the most appropriate technology and knowledge for each purpose.
The new human relations movement integrally approaches management theory, combining it with positive concepts of human nature and the scientific study of organizations, to recommend the way in which effective managers should act in the vast majority of situations or circumstances.
Tom Burns and Stalker say that "the principle of wisdom in administration is to realize that there is no optimal system of administration." It goes beyond contingency.
Edwards Deming established the principles of “Quality” in the work and the individual relations of the workers with others, very similar to those that Fayol devised.
Tom Peters and Waterman published their study of 43 excellently managed North American companies. They were consistently profitable for over twenty years, successfully responding to customer needs, promoting a rewarding and challenging work environment for their employees, and meeting their social and environmental obligations.
In his work "The search for Excellence" they discover man as a sensitive, intuitive and creative entity, instead of the rational man or the man motivated by fear.
Peter Drucker and Ouchi consider the renewed emphasis on human relations to be an important advance in managerial thinking. Decision-making must become a participatory activity and responsibility must be seen as a collective function.
Personnel administration did not appear unexpectedly, and although it is not possible to indicate when the use of its techniques began, we do know that it is an indispensable condition for the existence of civilization. From the earliest antiquity, when becoming gregarious, man had to practice some form of division of labor and assume, accept, fight or support a leadership.
In the clan there are the first empirical forms of management, since its organization and maturation will give rise to the tribes. Hunting, farming, fishing, construction, trade and warfare require an advanced degree of organization and human resource management.
The great architects or builders of antiquity had to make a profile of the personnel, select them, assign them tasks, initiate, train and motivate them. His leadership for the management was autocratic and religious.
With the creation of the family as the basic cell of society, the division of tasks is established and roles are defined that would later allow the appearance of the nation. The types of human resource management are gaining space in the doctrines that frame the policies of the rulers; thus, in civilizations, the extraordinary development of the organization and management models of their human resources is noted.
In the middle of the 18th century, the creation of the great machines for production began the industrial revolution. First in England and soon after in Europe and North America. Production grew enormously and with it the conditions of overcrowding, danger, insecurity and deep dissatisfaction.
At that time, the "Personnel Welfare Departments" were created in some organizations, the direct predecessor of the current personnel departments; they watched over education, housing, health care, as well as preventing unions from forming.
The fact is that for the first time the need for a department in the organization that is exclusively in charge of solving personnel problems is accepted, this required a specialized person and no longer improvised, differentiating itself from the work of foremen, bosses shift, operations managers and other similar positions.
Racial segregation, feudalism, capitalism, socialism, communism, neoliberalism, mark the differences in organizations, personnel management models and changes for development.
In the 20th century, all knowledge of science and technology was incorporated into the administration, thus the movement of the "Scientific Administration" or Taylorism began.
Improving efficiency, favoring training and specialization, made the creation of specialized personnel management departments more necessary.
Robert Owen was one of the forerunners of the scientific theory of management, he ran several spinning mills in New Lanark, Scotland, in the early 19th century. The working and living conditions were deficient, men, women and children up to five or six years old worked up to fourteen hours a day, six days a week; wages were low, there was overcrowding and poverty.
Owen played the role of "Reformer," built homes, put a bazaar in the company, cut the workday to ten and a half hours, and refused to hire children under the age of ten. He invested in the "vital machines," rated their performance, fostered pride, and promoted competition.
Charles Babbage, an English mathematician, applied scientific principles to work processes to increase productivity and decrease costs. He was one of the first to promote the division of labor.
Frederick W. Taylor (1856-1915) based his theory on the analysis of times and movements on the assembly line. He divided each task into its components and designed the quickest and best methods to carry them out. Pay increased according to productivity. It reduced the workday to eight and a half hours and introduced rest periods. In his works: "Shop Management" and "The Principles of Scientific Management" he described his philosophy:
1. The development of a true science of administration, so that, for example, the optimal method for executing each task could be determined.
2. The scientific selection of workers.
3. The education and scientific development of the worker.
4. Intimate and friendly cooperation between all workers and employees.
Henry Gantt (1861-1919) Civil engineer, worked with Taylor. Upon separating, he reconsidered the Taylorian incentive system. The differentiated rate system was not a significant motivation and established bonuses for workers who finished their day job and bonuses for their supervisor. Evaluated the staff and created the activity schedule graph, Gantt Chart.
The Gilbreth husbands, wrote "Administration Psychology," studied fatigue and movement, and staff well-being. Ultimate goal was to help workers reach their full potential as human beings. They created the three-position plan for staff promotion.
Henry Fayol (1814-1925) is considered the founder of the classical school, for having been the first to systematize it. "With scientific forecasting and proper administrative methods, satisfactory results were inevitable." While Taylor's interest was in organizational functions, Fayol's was in Total Organization. He taught it in the universities.
Max Weber (1864-1920) created bureaucratic administration, a strictly defined hierarchy, governed by clear and precise rules, and authority guidelines. Performance evaluation should be done entirely on merit.
Mary Parker Follet (1868-1933) Transition theory, "No one can become a whole person if he does not belong to a group."
He promoted the group's self-control and supported Taylor's theory regarding the common interests between workers and managers in the organization. He created the holistic model of control: self-control, shared power control, and group control.
Chester Barnard (1866-1961) formulated the theories of organizational life, according to which, people associate in formal organizations with the purpose of achieving things that they could not achieve if they worked in isolation, but also satisfying their needs in the organization individual. “A company can operate efficiently and survive only if its goals are kept in balance, as well as the objectives and needs of the employee.
Elton Mayo (1880-1949) creator of the school of behavioral science, led Hawthorne's experiments at Western Electric, Chicago. They measured the level of lighting in the workplace and the productivity of employees.
The financial incentives were not the cause of improving productivity, but rather the pleasant environment, good treatment and feeling like an important part of the organization.
Argyris, Maslow, and McGregor, scholars of behavior, argued that the concept of "Realizing Man" more accurately explained the motivation of man.
The quantitative school appears after the Second World War, establishing operations research and its relationships with administrative science. They developed mathematical techniques to model, analyze, and solve management problems. Use calculators, computers, and group of experts to solve problems.
The systems approach sees the organization as a whole and as a part of a larger external environment, as a unified and interrelated system. The parts of the system are subsystems, whose whole is greater than the sum of the parts (synergy), they interact with their environment for what is called open, but it has a limit that separates it from the external environment.
It has flows of materials and energy or inputs that are transformed inside the system through processes and leave it in the form of products. The key to system control is feedback.
The contingency approach called situational, as situations or circumstances vary, using the most appropriate technology and knowledge for each purpose.
The new human relations movement integrally approaches management theory, combining it with positive concepts of human nature and the scientific study of organizations, to recommend the way in which effective managers should act in the vast majority of situations or circumstances.
Tom Burns and Stalker say that "the principle of wisdom in administration is to realize that there is no optimal system of administration." It goes beyond contingency.
Edwards Deming established the principles of “Quality” in the work and the individual relations of the workers with others, very similar to those that Fayol devised.
Tom Peters and Waterman published their study of 43 excellently managed North American companies. They were consistently profitable for over twenty years, successfully responding to customer needs, promoting a rewarding and challenging work environment for their employees, and meeting their social and environmental obligations.
In his work "The search for Excellence" they discover man as a sensitive, intuitive and creative entity, instead of the rational man or the man motivated by fear.
Peter Drucker and Ouchi consider the renewed emphasis on human relations to be an important advance in managerial thinking. Decision-making must become a participatory activity and responsibility must be seen as a collective function.
