Reasons for Late Development of Management Thought.

The basic reasons for slow development of management thought and practice arc:

(i)	Non-recognition of business as an occupation until recently:
(ii)	Management was not considered as a subject worthy of theoretic analysis by well-known economists;

(iii) A wrong notion about the concept of management that 'managers born and not made':

(iv) Even businessmen did not develop a body of principles to guide management practice:

(v)  Failure to treat management as a science and not merely an economists, psychologists and sociologists.

 The growth and development of management theories have been significant only in the past eight decades because it was felt that for attainment of an effective enterprise system. Proper handling of human factor was necessary. Human unrest at industrial enterprises. Trade manipulation of resources and the attack by government and social groups on free private enterprises were instrumental in factoring managers to examine the nature of their job. The Second World War and the subsequent defiance and space programs also contributed to development of theories in management. Most of the theories led upon the best use of limited resources to accomplish the objectives. The changing business environment, increasing complexities of business activities, regional integration and strategic alliances and also growing competition further provided the driving force for developing systematic management concepts and principles. In addition to this, enterprises have been faced with the problem of cost-price squeezes. Businesses which failed to use modern techniques of management were not in a position to cope up with this problem.

The evolution and growth of management thought, theories and Principle can be divided into three well-defined channels. These are:

a)    Investigation of shop level and workshop efficiency and industrial productivity. The pioneer in this field was F. W. Taylor:

b) Developing management as a body of organized knowledge, systematic principles and conduct of universal applicability in industry, office and administration. The undoubted leader in this field was C. I. Bernard and Henri Fayola:

c)    The third branch devoted itself to the study of the behavioral part of, management and the control and motivation of the human resources for securing sustained and high level efficiency. This aspect of management shot into prominence with the now famous Hawthorne Experiments during the 1930s. The pioneer in this field was Mary Parker Follett who was working in the U.S.A. during 1920s-long-before the Hawthorne experiments were being conducted by Elton Mayo.