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GOOD MORNINGThe conventional definition of management

is getting work done through people, butreal management is developing people

through work.
http://thinkexist.com/quotation/the_conventional_definition_of_management_is/221306.htmlhttp://thinkexist.com/quotation/the_conventional_definition_of_management_is/221306.htmlhttp://thinkexist.com/quotation/the_conventional_definition_of_management_is/221306.htmlhttp://thinkexist.com/quotation/the_conventional_definition_of_management_is/221306.htmlhttp://thinkexist.com/quotation/the_conventional_definition_of_management_is/221306.htmlhttp://thinkexist.com/quotation/the_conventional_definition_of_management_is/221306.htmlhttp://thinkexist.com/quotation/the_conventional_definition_of_management_is/221306.htmlhttp://thinkexist.com/quotation/the_conventional_definition_of_management_is/221306.html


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INTRODUCTION

TOEVOLUTION OF

MANAGEMENTTHOUGHT


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Environmental Factors Influencing

Management Thought

Economic Influences

The availability, production, and distribution of

resources within a society.

Social Influences

The aspects of a culture that influence

interpersonal relationships. Political Influences

The impact of political institutions on

individuals and organizations.


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Technological Influences

The advances and refinements in any of the

devices that are used in conjunction with

conducting business.

Global Influences

The pressures to improve quality, productivity,

and costs as organizations attempt tocompete in the worldwide marketplace.


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Chronological Development of

Management Perspectives


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The Evolution ofManagement

Theory


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Classical Perspective:

Rational, scientific approach to management

make organizations efficient operating

machines.

Scientific Management Bureaucratic Organizations

Administrative Principles


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Classical Perspective on

ManagementFocuses on the

individual workers

productivity

Focuses on the

functions of

management

Focuses on

the overall

organizational

system


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Frederick W.Taylor


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Scientific Management

Frederick W. Taylor (1856-1915) Father of Scientific Management.

attempted to define the one best way to perform

every task through systematic study and otherscientific methods.

believed that improved management practices lead

to improved productivity.

Three areas of focus:

Task Performance

Supervision

Motivation


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Task Performance

Scientific management incorporates basicexpectations of management, including:

Development of work standards

Selection of workers

Training of workers

Support of workers


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Supervision

Taylor felt that a single supervisor couldnot be an expert at all tasks.

As a result, each first-level supervisor should

be responsible only workers who perform acommon function familiar to the supervisor.

This became known as Functional

Foremanship.


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Motivation

Taylor believed money was the way tomotivate workers to their fullest

capabilities.

He advocated a piecework system in whichworkers pay was tied to their output.

Workers who met a standard level of production

were paid a standard wage rate.

Workers whose production exceeded the standard

were paid at a higher rate for all of their production

output.


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The Gilbreths

Frank Gilbreth

Specialized in time and motion studies todetermine the most efficient way to perform

tasks. Used motion pictures of bricklayers to

identified work elements (therbligs) such aslifting and grasping.


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Lillian Gilbreth

A strong proponent of better workingconditions as a means of improving efficiencyand productivity.

Favored standard days with scheduled lunchbreaks and rest periods for workers.

Strived for removal of unsafe working conditionsand the abolition of child labor.


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Administrative Management

The study of how to create an organizational

structure that leads to high efficiency

and effectiveness.


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Henri Fayol (18411925)

First recognized that successful managers

had to understand the basic managerial

functions.

Developed a set of 14 general principles of

management.

Fayols managerial functions of planning,

leading, organizing and controlling are

routinely used in modern organizations.


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Fayols General Principles of Management

1. Division of work

2. Authority and

responsibility

3. Discipline

4. Unity of command

5. Unity of direction

6. Subordination of

individual interest to the

common good

7. Remuneration of

personnel

8. Centralization9. Scalar chain

10. Order

11. Equity

12. Stability

13. Initiative

14. Esprit de corps


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Division of Labor/Work:

Allows for job specialization. jobs can have too much specialization leading to

poor quality and worker dissatisfaction.

Authority and Responsibility both formal and informal authority resulting from

special expertise.

Unity of Command Employees should have only one boss. If not, chaos

and confusion.


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Line of Authority

A clear chain of command from top to bottomof the firm.

Centralization

The degree to which authority rests at the topof the organization.

Unity of DirectionA single plan of action to guide the

organization.


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Equity

The provision of justice and the fair and

impartial treatment of all employees.

Order

The arrangement of employees in order to

optimize value for the organization and

provide career opportunities.

Initiative

The fostering of creativity and innovation by

encouraging employees to act on their

own.


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Discipline

Obedient, applied, respectful employees are

necessary for the organization to function.

Equitable Remuneration of Personnel

An equitable and uniform payment system thatmotivates employees to contribute to

organizational success.


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Stability of Personnel Tenure

Long-term employment is important for the development ofskills that improve the organizations performance (it also

makes employees feel secure, but beware

complacency).

Subordination of Individual Interest to the Common

Interest

The interest of the organization takes precedence over that

of the individual employee.


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Esprit de corps

Comradeship and shared enthusiasm foster

devotion to the common cause (the success

of the organization).


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Bureaucratic Management

Focuses on the overall organizational

system.

Bureaucratic management is based upon:

Firm rules

Policies and procedures

A fixed hierarchy

A clear division of labor


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Max Weber (18641920)

A German sociologist and historian whoenvisioned a system of management that

would be based upon impersonal and rational

behaviorthe approach to management now

referred to as bureaucracy.

Division of labor

Hierarchy of authority

Rules and procedures Impersonality

Employee selection and promotion


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Webers Forms of Authority

Traditional authority

Subordinate obedience based upon custom or

tradition (e.g., kings, queens, chiefs).

Charismatic authority

Subordinates voluntarily comply with a leader

because of his or her special personal

qualities or abilities (e.g., Martin Luther King,Gandhi).


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Rational-legal authority

Subordinate obedience based upon the

position held by superiors within the

organization (e.g., police officers, executives,supervisors).


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Bureaucratic Hierarchical Power Structure


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Behavioral Perspective:

The study of how managers should behave in

order to motivate employees to achieve

organizational goals.


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Followed the classical perspective in the

development of management thought.

Acknowledged the importance of human

behavior in shaping management style

Is associated with:

Mary Parker Follett

Elton Mayo Douglas McGregor

Chester Barnard


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Mary Parker Follett: (1868-1933)

Concluded that a key to effective

management was coordination.

Felt that managers needed to coordinate

and harmonize group effort rather than

force and coerce people.

Believed that management is a

continuous, dynamic process.

Felt that the best decisions would be made

by people who were closest to the

situation.


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Follett on Effective Work Groups

Four principles of coordination to promote

effective work groups:

1. Coordination requires that people be in direct

contact with one another.

2. Coordination is essential during the initial

stages of any endeavor.

3. Coordination must address all factors and

phases of any endeavor.

4. Coordination is a continuous, ongoing

process.


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Elton Mayo:

Conducted the famous Hawthorne

Experiments. Hawthorne Effect

Productivity increased because attention was paid

to the workers in the experiment. Phenomenon whereby individual or group

performance is influenced by human behavior

factors.

His work represents the transition fromscientific management to the early human

relations movement.


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The Hawthorne Studies

Studies of how characteristics of the work

setting affected worker fatigue andperformance at the Hawthorne Works of

the Western Electric Company from 1924-

1932.

Worker productivity was measured at various

levels of light illumination.


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Douglas McGregor: (1906-1964)

Proposed the Theory X and Theory Ystyles of management.

Theory X managers perceive that their

subordinates have an inherent dislike of workand will avoid it if at all possible.

Theory Y managers perceive that their

subordinates enjoy work and that they willgain satisfaction from performing their jobs.


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Comparison of Theory X and Theory Y

Assumptions

Factor Theory X Assumptions Theory Y Assumptions

Employee attitude Employees dislike work and. Employees enjoy work and

toward work will avoid it if at all possible. will actively seek it.

Management view Employees must be directed, Employees are self-motivated

of direction coerced, controlled, or threatened and self-directed toward achieving

to get them to put forth adequate effort. organizational goals.

Employee view Employees wish to avoid responsibility; Employees seek responsibility;

ofdirection they prefer to be directed and told what they wish to use their creativity,

to do and how to do it. imagination, and ingenuity in

performing their jobs.

Management style Authoritarian style of management Participatory style of management


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A management approach using rigorousquantitative techniques to maximize

productive use of organizational

resources.

Management Science Theory


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1.Quantitative management

Characterized by its use of mathematics,

statistics, and other quantitative techniquesfor management decision making and

problem solving.

This approach has four basiccharacteristics:

1.A decision-making focus

2.Development of measurable criteria3.Formulation of a quantitative model

4.The use of computers


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2.Operations management (Systems

Perspective)

An approach to problem solving based on

an understanding of the basic structure of

systems.

Environmental interaction

Open systemsmust interact with the external

environment to survive.

Closed systemsdo not interact with the

environment.


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Basic Structure of Systems


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3.Total Quality Management (TQM)

Focuses on analyzing input, conversion,and output activities to increase productquality. (Deming, Juran).

4.Management Information Systems(MIS)

Provide information vital for effectivedecision making and control.


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The Contingency Perspective

A view that proposes that there is no one

best approach to management for all

situations.

Asserts that managers are responsible for

determining which managerial approach is

likely to be most effective in a given situation.

This requires managers to identify the key

contingencies in a given situation.


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Blending Components into a Contingency

Perspective


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Management in the 21st Century

William Ouchis Theory Z

Japanese-style approach to management

developed by William Ouchi

Advocates trusting employees and making them

feel like an integral part of the organization.

Based on the assumption that once a trusting

relationship with workers is established, productionwill increase.


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Question

How has management theory and practice

evolved over the decades?

From what to what?


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Management Evo lut ion

From process to people

From totalitarian to team

From command to consensus

From tall and rigid to flexible and flat From eyes-in to eyes-out.


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ANY QUESTIONS???????


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