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First forms and recorded practice of managment can be traced back to 3000 b.C to the goverment orranizations developed by Summerians and Egyptians.

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It focus on the means of production and starts to appear between 1880 and 1920, with the salaried manager, which controlled and coordinated the workers due to problems in 1800s arose in tooling the plants, organizing managerial structure, training employees, scheduling complex manufacturing operations and dealing with dissatisfaction and strikes.

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This aspect is also called the quantitative perspective uses mathematics, statistical techniques, and computer technology to facilitate management decision making, particularly for the more complex problems.

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This theory wraps itself around the idea of following certain and precise procedures. An incentive was implemented aswell by raising the standard salarie if the person would meet the new standard of production.

Criticism: Did not appreciate the workers needs.
Merely used workers as if they were machines, ignoring ideas and suggestions.

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As time passes by technology is growing at a fast rate causing companies to want to invest a lot of capital into technology and social media, making them less conscious of human skills and being a good leader towards the workers. Meeting on human needs will allow for the advancement of the organizational performance of a company.

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Max Weber is the first to introduce this type of organization one that should be managed on an impersonal, rational basis rather than a personal or family-like basis. An organization based on a rational hierarchy of authority that would be more efficient and adaptable to change because of the continuity this brings rather than a particular person, and the employee selection was based on competence and technical qualifications.

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Bases itself in IT and data analysis performed by big data analysts in order to find areas of opportunity, threats, uncover non-perceptive paterns and correlations. With all of this in mind, algorithms are created to serve a specific purpose.

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The ability to see both the distinct elements of a system or a situation and the interaction between them. In the past people tried to solve a general problem by separating smaller parts and making each one work as efficiently as possible. However, making each piece work perfectly does not assure the success of the whole.

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"The whole is greater than the sum of its parts." This means that the organization should be managed as an undivided entity.

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Mary Parker Follet (1868-1933)
She wrote about the importance of common superordinate goals to reduce problems inside a company or organization. She emphasized the importance of people over engineering techniques. Her ideas helped managers with the area's fast-change dilemma. She talked about power, ethics, and encouraging workers.

Chester I. Barnard (1886-1961)
He became president of New Jersey Bell in 1927. He applied the concept of an informal organization where he stated that relationships have a greater power that can help the company if used wisely. He also contributed to the acceptance theory of authority where the employees have the decision to follow orders if they desire to do so.

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Focuses on the total organization, in which a major contributor to this approach was Henri Fayol based largely on his own management experiences. He presented 14 general principles of management here we are gonna see 8: - Unity of command - Division of work - Unity of direction - Scalar chain - Authority and Responsibility - Division of labor - Adequate manpower - Cooperation and teamwork

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Is a set of interrelated parts that function as a whole to achieve a common purpose, an example of this is an organization.

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This perspective tells managers that what works in one situation might not work in others. Managers can identify this important contingencies that help them as a guide to make a final decision in a very specific situations or problems.

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Peter Senge, author of The Fifth Reality, established that reality is made up of circles rather than a straight line. When events or modifications occur, they do not only affect a single department, but rather contribute and force the rest of the departments to make the necessary adjustments that could potentially benefit or negatively impact a company.

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A total of 64% of managers around the world answered in a survey that they should up their spending on IT over the next 2-3 years, this suggests that spending and focus on technology is growing at a faster rate than ever.

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Another way we can see innovative management thinking into the future today is the fast growing use of quantum mechanic and AI. Companies are now focusing more on this type of technology because it is enhancing their potential to the maximum. As technology becomes more powerful, so do the opportunities for organizations to harness their full potential to enhance their innovation processes, streamline workflows, and outperform their competition.

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Globalization, diversity, and inclusivity in the workforce is showing the innovative management thinking into the future. This is in the way that by combining people from all over the world with different cultures and backgrounds companies are enhancing their workforce with diversity in order to reach their full potential by gaining different views that they have never had before.

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The first seeds of quality management were established at the same time the principles of scientific management was spread across the US. Business accustomed to separate the process of planning and carrying out the plan. Workers had no voice.

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Over the past few years we have seen companies grow into the world of sustainability, after the backlash received over the past few years regarding climate change/global warming companies are becoming more aware of their sustainability in order to prove to the world that it can be done and by this receive more attention and interest from future clients and people.

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This movement talks about how it isn´t efficient for the employee to be "controlled" by a harsh manager but to have control coming from themselves.

Hawthorne studies
1895- There was a tussle between manufacturers of gas and electric lighting fixtures to take control of the industrial and residential market.
There were studies made to analyze why electric lighting won. Other companies stated that they needed more light to increase productivity and began a series of tests to prove their statement. This showed what other factors actually affected this. After various experiments, they concluded that the reason wasn´t money but human relations. Later on, they realized that money was a factor in this, nevertheless, having a good work environment increased productivity.

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Walter Shewhart created a method for statistical analysis and control of quality.

W. Edwards Deming originated the method of TQM (Total Quality Management).

Joseph M. Juran explained quality control and managerial breakthrough.

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Kaoru Ishikawa's philosophy contributed to Japan's positioning as a quality leader.

Quality standards were established, such as the ISO 9000 series, the Deming Price and the Malcolm Baldridge National Quality Award, all to which refer to TQM principles.

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The human resources point of view is to let their workers use their potential for work rather than those being forced on them.

Abraham Maslow (1908-1970)
He was a psychologist who created a hierarchy of needs that began with psychological and went on with safety, belongingness, esteem, and self-actualization needs. He did this to help his patients satisfy all of these aspects after observing the struggle they had.

Douglas McGregor (1906-1964)
He created Theories X and Y.
He thought Theory Y was more realistic; it consists that organizations can make use of their employees' capacities. This develops certain abilities that can contribute to future tasks.

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This comes from various disciplines: psychology, sociology, economics, anthropology, etc.

It is used when companies want to train new managers or employees and look for interviews and their profiles.

Organization development 1970
This was created to see an improvement in the health and well-being of the organizations which leads to effective work.