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The Evolution of Management Thingking
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© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Chapter 2The Evolution of Management Thinking
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.2
Management and Organization
Studying management history helps your conceptual skills Social forces – aspects of a culture that
guide and influence relationships among people
Political forces – influence of political and legal institutions on people and organizations
Economic forces – the availability, production, and distribution of resources
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.3
2.1 - Management Perspectives over Time
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.4
Classical Perspective Emerged during the nineteenth and early
twentieth centuriesRise of the factory systemIssues regarding structure, training, and
employee satisfaction Large, complex organizations required
new approaches to coordination and control
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.5
Classical Perspective Three subfields:
Scientific managementBureaucratic organizationsAdministrative principles
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.6
Scientific Management Improve efficiency and labor productivity
through scientific methods Frederick Winslow Taylor proposed that
workers “could be retooled like machines” Management decisions would be based on
precise procedures based on study
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.7
Scientific Management Henry Gantt developed the Gantt chart
to measure and plan work The Gilbreths pioneered time and
motion studies to promote efficiency
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.8
2.2 - Characteristics of Scientific Management
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.9
Bureaucratic Organizations Max Weber, a German theorist,
introduced the concepts Manage organizations on impersonal,
rational basis Organization depends on rules and
records
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.10
Bureaucratic Organizations Managers use power instead of
personality to delegate
Although important productivity gains come from this foundation, bureaucracy
has taken on a negative tone
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.11
2.3 - Characteristics of Weberian Bureaucracy
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.12
Administrative Principles Focused on the entire organization Henri Fayol, a French mining engineer,
was a major contributor 14 general principles of management;
many still used today:Unity of commandDivision of workUnity of directionScalar chain
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.13
Administrative Principles Identified five functions of management:
PlanningOrganizingCommandingCoordinating Controlling
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.14
Humanistic Perspective: Early Advocates
Understand human behaviors, needs, and attitudes in the workplace
Mary Parker Follett and Chester Barnard
Contrast to scientific management - Importance of people rather than engineering techniques
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.15
Humanistic Perspective: Early Advocates
Empowerment: facilitating instead of controlling
Recognition of the informal organization
Introduced acceptance theory of authority
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.16
Humanistic Perspective: Human Relations Movement
Effective control comes from within the employee
Hawthorne studies were key contributor Human relations played key variable in
increasing performance Employees performed better when
managers treated them positively Strongly shaped management
practice and research
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.17
Humanistic Perspective: Human Resources Perspective
From worker participation and considerate leadership to managing work performance
Combine motivation with job design Maslow and McGregor extended and
challenged current theoriesMaslow’s HierarchyTheory X and Theory Y
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.18
2.4 - Theory X and Theory Y
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.19
Humanistic Perspective: Behavioral Sciences Approach
Scientific methods + sociology, psychology, anthropology, economics to develop theories about human behavior and interaction in an organizational setting
Organizational development – field that uses behavioral sciences to improve organization
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.20
Humanistic Perspective: Behavioral Sciences Approach
Other strategies based on behavioral science:Matrix organizationsSelf-managed teamsCorporate cultureManagement by wandering around
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.21
Quantitative Perspective Also referred to as management
science Use of mathematics and statistics to aid
management decision makingEnhanced by development and perfection
of the computer Operations management focuses on
the physical production of goods and services
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.22
Quantitative Perspective Information technology – focuses on
technology and software to aid managers Quants – financial managers who base
their decisions on complex quantitative analysis
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.23
Recent Trends: Systems Thinking
The ability to see the distinct elements of a situation as well as the complexities
System – set of interrelated parts that function as a whole to achieve a common purpose
Subsystems – are parts of the system that are all interconnected
Synergy – the whole is greater than the sum of its partsManagers must understand subsystem
interdependence and synergy
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.24
Exhibit 2.5 Circles of Causality
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.25
Recent Trends: Contingency View
Every situation is unique Managers must determine what method
will work Managers must identify key contingencies
for the current situation Organizational structure should depend
upon industry and other variables
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.26
2.6 - Contingency View of Management
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.27
Recent Trends: Total Quality Management
Quality movement is strongly associated with Japan
The U.S. ignored the ideas of W. Edwards Deming, “Father of the Quality Movement”
Total Quality Management (TQM) became popular in the 1980s and 1990s
Integrate high-quality values in every activity
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.28
Elements of Quality Management
Employee involvement
Focus on the customer
Benchmarking
Continuous improvement
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.29
Innovative Management: Thinking for a Changing World
Management ideas trace their roots to historical perspectives
New ideas continue to emerge to meet the changing needs and difficult times
The shelf life of trends is getting shorter and new ideas peak in fewer than three years
© 2014 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.30
Managing the Technology- Driven Workplace
Social media programs – Company online community pages, social media sites, microblogging platforms and online forums
Customer relationship management – technology used to build relationships with customers
Outsourcing – contracting functions or activities to other organizations to cut costs
Supply chain management – managing supplier and purchaser relationships to get goods to consumers