6895790 Models of Management

8/3/2019 6895790 Models of Management

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MODELS OF MANAGEMENT


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Theories of Management

Scientific

Management

Bureaucratic

Management

AdministrativeManagement

Classical

Theories

Behaviourist

Theories

Hawthorne

Studies

HumanRelations

Behavioural

Science

Behavioural

Theories

Management

Science

Operations

Management

ManagementInformation

Systems

Quantitative

Theories

Systems

Theory

Contingency

Theory

EmergingViews

Contemporary

Theories

Management

Theory


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Why study models of

management: Models help to understand complexity :

Help to explain the past which in turn

Helps one to understand the present and

thus

To predict the future which leads to

More influence over future events and

Less disturbance from the Unexpected


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Models offer a range of perspectives

Models reflect their context


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Competing values framework:COMPETING VALUES FRAMEWORK - QUINN

Towards decentralization, differentiation

Flexibility

Open Systems

model

Internal Process

model Control

InternalExternal

Human

relations

model

Rational Goal

model

Towards dev of

hr

Towards exp and

change

Towards comp

position of sys

Towards max

of output

Towards centliz,

integrationTowards

consoled,

continu

Towards maint of sys

Documen,

inf mgt

Stability

Control

Direc, Goal

clarity

Prod accomplis

Growth res

acqui

Innov

Commit

Morale

Particpt

Openess


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Rational Goal Models:

Adam Smith 1776

Charles Babbage


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Frederick.W.Taylor1856-1915

Use scientific methods to determine the one

best way of doing a particular task rather

than rely on the older rule ofthumbmethods

Select the best person to do the job

Train, teach and develop the worker tofollow the defined procedure


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Provide financial incentives to ensure that

all the work is done in accordance with the

prescribed method Shift all responsibility for planning and

organizing work from the worker to the

manager


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HENRY FORDS CASE

Son of a poor Irish immigrant was born in 1863and grew up on a farm in Michigan.

He was fascinated by machinery and was skilledin repairing and improving almost any machine.

He started the Ford Motor Company in 1903, themodel T was built.

Model T was to be for the masses- a car thatvirtually anyone could afford.

High Volume and Low Cost was his strategy.


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Ford focused on efficiency, mechanizing whereever possible and breaking down task into smallestcomponents.

A worker would perform the same task over andover, producing not a finished part but one of theoperations necessary for the production of thewhole.

The first Model T took over 12.5 hours toproduce, 12 years later in 1920 Ford wasproducing one Model T every minute.


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FRANK AND LILLIAN

GILBRETH Construction Contractor by trade

Best known for their experiments to

eliminate wasteful hand-and-body motions.

Experiments carried out by analyzing the

bricklayers job and successfully reduced

the movements.


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GENERAL

ADMINISTRATIVE

THEORISTS


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HENRY FAYOLS 14

PRINCIPLES OF MGT: Division of work

Authority

Discipline Unity of command

Unity of Direction

Subordination of individual interests to thegeneral interest.

Remuneration


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Centralization

Scalar Chain

Order

Equity

Stability

Initiative

Esprit de Corps


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Webers Ideal Bureaucracy


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Jobs broken down into simple,routine and

well defined task

Division of Labour

Career Oriented

Impersonality

Managers are

careerprofessionals, not

owners of units

they manage.

Uniform application of rules and

controls, not according to

personalities.


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Formal Rules and Regulations

Formal Selection

Authority hierarchy

System o

written ru

andstandar

operatin

procedur

People selected

for jobs based on

technical

qualifications.

Positions organized in a

hierarchy with a clear chain

of command.


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Behavioural Theories

Emphasise the importance of

attempting to understand the

various factors that affect human

behaviour in organisations.


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The Hawthorne StudiesMary

Parker Follett & Elton Mayo


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Operational Research :


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Systems Model:

The Organizational System:

Managerial subsystem

Psychosocial subsystem

Structural subsystem

Goals and values subsystem

Technical subsystem

Sociotechnical systems


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Contingency Management

Peters and Watermans basic practices ofexcellently managed companies

1. A for action

Project teams tend to be small, fluid, adhoc andproblem/action focused

Communications

Complex problems are tackled through awillingness to shift resources to where they areneeded to encourage fluidity and action


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2. Close to the customer

3. Autonomy and entrepreneurship

4. Productivity through people

5. Hands-on, value driven

6. Stick to the knitting

7. Simple form, lean staff

8. Simultaneous loose/tight propeerties


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Unitary & Pluralist Perspectives

Documents

6895790 Models of Management