Principles of management

Week 1 Management: • Conceptualizations • Jobs • Functions • Roles • Skills History of management thought • Overview • Pre-classical contributions • Scientific approach • Bureaucratic approach • Human relations approach • Contingency approach

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Management Conceptualizations

Management is about

• Getting work done through others

• Getting work done with minimal effort, expense or waste –

efficiency

• Accomplishing tasks to fulfil organizational objectives -

effectiveness

• Contributing the organizations’ success

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Management Jobs

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Management Jobs

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Management jobs

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Management Functions – Taylor (the rational approach)

• Determining organizational goals and a means for achieving them

Planning

• Deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom

Organizing

• Inspiring and motivating workers to work hard to achieve organizational goals

Leading

• Monitoring progress toward goal achievement and taking corrective action when needed

Controlling

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Management Roles - Minzberg (the non-rational approach)

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• Managers perform ceremonial duties

Figurehead role

• Managers motivate and encourage workers to accomplish organizational objectives

Leader role

• Managers deal with people outside their units

Liaison role

Management Roles - Minzberg

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• Managers scan their environment for information

Monitor role

• Managers share collected information with their subordinates and others in the company

Disseminator role

• Managers share information with people outside their departments or companies

Spokesperson role

Management Roles - Minzberg

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• Managers adapt themselves, their subordinates, and their units to change

Entrepreneur role

• Managers respond to pressures and problems that demand immediate attention and action

Disturbance handler role

• Managers decide who gets what resources and in what amounts

Resource allocator role

• Managers negotiate schedules, projects, resources, goals, outcomes, and employee raises

Negotiator role

Management Skills

Technical skills: Specialized procedures, techniques, and knowledge required to get the job done; essential for team leaders and low-level managers Human skills: Ability to work well with others; essential at all levels of management

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Management Skills

Conceptual skills: Ability to: • See the organization as a whole • Understand how the different parts affect each other • Recognize how the company fits into or is affected by its

environment Motivation to manage: Degree of enthusiasm about managing the work of others Explore Online 1; Online 2

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Management Skills – what to avoid

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History of Management Thought Overview

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History of Management Thought Pre-classical contributions

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History of Management Thought Pre-classical contributions

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History of Management Thought Classical approaches Scientific approach

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Taylor, Frederick (1856-1915)

• Developed four principles of scientific management i.e.

thoroughly studying and testing different work methods to

identify the most efficient way to complete a job

• Introduced time study i.e. timing how long it takes workers to

complete each part of their jobs

History of Management Thought Classical approaches Scientific approach

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Taylor, Frederick

Principles of scientific management

History of Management Thought Classical approaches

Bureaucratic approach

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Max Weber (1864-1920)

• Devised seven elements that characterize bureaucracies

• Helped improve organizational functioning

• Fairness replaced favouritism

• Goal of efficiency replaced goal of personal gain

• Logical rules replaced arbitrary decision making

History of Management Thought Classical approaches Scientific approach

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Henry Gantt (1861-1919)

Developed the Gantt chart which indicates what tasks must be

completed at which times in order to complete a project

History of Management Thought Classical approaches

Bureaucratic approach

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Max Weber

Bureaucracy: Exercise of control on the basis of knowledge,

expertise, or experience; characteristic elements:

Qualification-based hiring

Merit-based promotion

Chain of command

Division of labor Impartial application

of rules and procedures

Recorded in writing

Managers separate from owners

History of Management Thought Classical approaches Scientific approach

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Frank Gilbreth (1868-1924)

Employed motion study to simplify work and improve

productivity i.e. breaking each task or job into its separate

motions and then eliminating those that are unnecessary or

repetitive

History of Management Thought Classical approaches Scientific approach

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Frank Gilbreth

Motion study

History of Management Thought Classical approaches

Administrative approach

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Henry Fayol (1841-1925)

Principles of management

• Division of work

• Authority and responsibility

• Discipline

• Unity of command

• Unity of direction

• Subordination of individual interests to the general interests

• Remuneration

• Centralization

• Scalar chain

• Order

• Equity

• Stability of tenure of personnel

• Initiative

• Esprit de corps

History of Management Thought Behavioral (human relations) approaches

Group influences

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Mary Parker Follett (1868-1933)

Integrative conflict resolution: Approach to dealing with conflict

in which both parties indicate their preferences . It involves

working together to find an alternative that meets the needs of

both parties

History of Management Thought Behavioral (human relations) approaches

Group influences

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Elton Mayo (1880-1949)

Hawthorne Studies helped understand the effect of group

interactions, employee satisfaction, and group dynamics on

individual and group performance

History of Management Thought Behavioral (human relations) approaches

Group influences

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Chester Barnard (1886-1961)

• Proposed a comprehensive theory of cooperation in formal

organizations

• Stated that willingness to cooperate depends on perception

and acceptance of executive authority

History of Management Thought Quantitative approaches Operations management

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Eli Whitney (1765-1825), private gun contractor

• Introduced the concept of manufacturing using

standardized, interchangeable parts

Gaspard Monge (1746-1818)

• Explained techniques for drawing three-dimensional

objects that aided in making standardized, interchangeable

parts

Ranson Eli Ods (1864-1950)

• Invented hand-to-mouth inventories that are similar to just-

in-time inventory systems

History of Management Thought Modern integrative approaches

Systems approach

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• System: Set of interrelated elements or parts that function as

a whole

• Subsystems: Smaller systems that operate within the context

of a larger system

• Types of systems

• Closed systems: Sustain themselves without interacting

with their environments

• Open systems: Sustain themselves only by interacting with

their environments

History of Management Thought Modern integrative approaches

Systems approach

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History of Management Thought Modern integrative approaches

Contingency approach

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• Holds that there are no universal management theories:

effective management theory depends on the kinds of

problems that managers are facing at a particular time and

place

• Practical implications

• Management is harder than it looks

• Managers must lookout for key contingencies that

differentiate today’s situation from yesterday’s

History of Management Thought

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