AFFECTIONATE MANAGEMENT part 2

Chapter - OneINTRODUCTIONMost human beings are accused of acting first and thinking later. In a different dimension, this trait may in fact be a blessing in disguise. If acting and thinking are seen as practice and theory, there will be a predominant change in perception. The History of human civilization shows that buildings were constructed before the advent of the Theory of Architecture. When the first steam engine rolled out, Thermodynamics was unknown. When the Wright Brothers fist flew the aeroplane, the Science of Aerodynamics was not born. Most human endeavours follow the pattern of action, reflection, modification, further action, more reflection, formulation of theory, appropriate application and improved performance of action.The story of Management is no different. Most efficient and effective principles of Management were manifest in the construction of pyramids, the other wonders of the ancient world, the exodus of Jews from Egypt led by Moses, the expeditions of Alexander, the administration of Roman Empire, the magnificent forts, churches and temples of Medieval Era, the skills of Akbar and Asoka and the magnificent enterprises of the Bronze and Iron Ages. Many principles of Modern Management emanated from the experiences of the First and Second World Wars. The Exemplary Management of India’s Freedom Movement by Mahatma Gandhi preceded the arrival of Management as an independent professional discipline.
The Theory of Management evolved from the principles employed by successful natural managers, who practiced near perfect management ages before the Twentieth Century. However, once management was recognized as an essential discipline, it had been afflicted with scholastic specialization. Like any other academic branch of learning, management fell into the groove of knowing more and more about less and less. Adding further woes to the practicing managers, specific jargon found its way into the domain of management, which can be understood only by the management theorists. Like Medicine, Engineering and Technology, Management Experts adorn hundreds of specialized functions. The situation became much more complicated with the entry of a host of psychologists and social scientists into the fold of Management Theory. Multi-disciplinary approaches made Management such a complex object of comprehension, more organizations in recent times have disintegrated and disappeared because of excessive theoretical analysis and less of pragmatic practices of Management. The theories of X, Y and Z should not be allowed to over-ride the A, B, C of Elementary Management Practices.