Scribd Logo
Upload

Welcome to Scribd!

  • 80 views

    Origins of Contemporary Management Thoughtv1

    Uploaded by

    Christine Jawid
    The document provides an overview of the origins and development of contemporary management thought. It begins with classical management approaches including scientific management pioneered by Frederick Taylor based on time and motion studies. Henri Fayol developed 14 principles of administrative management. Max Weber defined bureaucracy as an ideal form of organization based on defined roles and procedures. The human relations movement emerged from the Hawthorne studies, emphasizing the psychological and social needs of workers. Later behavioral approaches examined human motivation theories including Maslow's hierarchy of needs and McGregor's Theory X and Theory Y. Systems management views organizations holistically and contingency management argues the best approach depends on situational factors.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd

    Origins of Contemporary Management Thoughtv1

    Uploaded by

    Christine Jawid
    80 views28 pages
    The document provides an overview of the origins and development of contemporary management thought. It begins with classical management approaches including scientific management pioneered by Frederick Taylor based on time and motion studies. Henri Fayol developed 14 principles of administrative management. Max Weber defined bureaucracy as an ideal form of organization based on defined roles and procedures. The human relations movement emerged from the Hawthorne studies, emphasizing the psychological and social needs of workers. Later behavioral approaches examined human motivation theories including Maslow's hierarchy of needs and McGregor's Theory X and Theory Y. Systems management views organizations holistically and contingency management argues the best approach depends on situational factors.

    Original Description:

    Management

    Copyright

    © © All Rights Reserved

    Available Formats

    PPT, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    The document provides an overview of the origins and development of contemporary management thought. It begins with classical management approaches including scientific management pioneered by Frederick Taylor based on time and motion studies. Henri Fayol developed 14 principles of administrative management. Max Weber defined bureaucracy as an ideal form of organization based on defined roles and procedures. The human relations movement emerged from the Hawthorne studies, emphasizing the psychological and social needs of workers. Later behavioral approaches examined human motivation theories including Maslow's hierarchy of needs and McGregor's Theory X and Theory Y. Systems management views organizations holistically and contingency management argues the best approach depends on situational factors.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    80 views28 pages

    Origins of Contemporary Management Thoughtv1

    Uploaded by

    Christine Jawid
    The document provides an overview of the origins and development of contemporary management thought. It begins with classical management approaches including scientific management pioneered by Frederick Taylor based on time and motion studies. Henri Fayol developed 14 principles of administrative management. Max Weber defined bureaucracy as an ideal form of organization based on defined roles and procedures. The human relations movement emerged from the Hawthorne studies, emphasizing the psychological and social needs of workers. Later behavioral approaches examined human motivation theories including Maslow's hierarchy of needs and McGregor's Theory X and Theory Y. Systems management views organizations holistically and contingency management argues the best approach depends on situational factors.

    Copyright:

    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 28

    IV.

    Origins of Contemporary
    Management Thought
    Learning Objectives :
    • Appreciate the fact that human beings from the dawn of history
    knew and practiced what are known now as concepts, princi-
    ples, and practices of management.
    • Recognize that the creation, construction and the development
    of cultures and civilizations throughout the ages have been made
    possible through early practices, knowledge of concepts, and
    principles of management.
    • Present the historical, technological, economic, social and cul-
    tural perspectives and context out of which modern manage-
    ment sprang and operated.
    • Learn about different approaches in management. Identify the
    leading gurus and exponents of each management approach and
    know their principal contributions or ideas, concepts and
    principles of management.
    CLASSICAL MANAGEMENT:
    I. Scientific Management

    Frederick Winslow Taylor (1856-1915) –


    the father of scientific management

    Taylor’s principles:
    1. Identify the important elements of the task through time
    and motion studies.
    2. Scientific Selection of Personnel
    3. Financial Incentives through the Differential Piece-Rate-System
    4. Functional foremanship where the manager and the
    worker are differentiated.
    (Aldag and Stearns, 1991).
    Classical…
    I. Scientific…
     Henry L Gantt (1861-1919):
    1. Task-and-bonus wage system
    2. The Gantt Chart

    Source GanttChartAnatomy.png
    Classical…
    I. Scientific…
     Frank (1868-1924) and Lilian Gilbreth
    (1878-1972)

    1. Elimination of unnecessary motions in task performance to


    reduce fatigue and so increase productivity.
    2. Job rotation that provides variety resulting to higher morale
    among workers.
    Classical Management…
    II. The Administrative Management
    Henri Fayol (1841-1925)- known as
    the father of modern management
    14 Principles of Administrative Management
    1. Division of labor
    2. Authority & Responsibility
    3. Discipline
    4. Unity of Command
    5. Unity of Direction
    6. Scalar Chain
    7. Remuneration
    Administrative…
    14 Principles…
    8. Subordination of individual interest to the general interest
    9. Centralization/Decentralization
    10. Order
    11. Equity
    12. Stability of Tenure
    13. Initiative
    14. Esprit de corps
    III. Bureaucratic Organization
     Max Weber (1864-1920)- known as
    the Father of Modern Sociology
    Bureaucracy-defined
    "the ideal pure form of organization".(Weber)

    “isa model of organization based on defined positions, formal


    authority, and a regulated environment that includes well-
    documented rules, policies, and procedures. (Higgins, p42.)
    Bureaucratic…
    Bureaucratic management-
    is a traditional management system that relies on rules, set
    hierarchy, a clear division of labor, and formal procedures and
    that focuses on the overall organizational structure.(Holt, p40.)
    Bureaucratic…
    The Principles Of Bureaucracy:
    1. Hierarchical Structure 4. Technical Competence
    2. Division of Labor 5. Positional Power
    3. Rules and Regulations 6. Record Keeping
    7. Security of Tenure
    BEHAVIORAL MANAGEMENT

    Eras of Behavioral Approach


    • The First Era -- 1920's when Hawthorne research
    inspired what we now call Human Relations
    Movement.
    • The Second Era -- Human Needs And Motivation.
    • The Third Era -- occurring now, as we search for
    integrative concepts that satisfy the dual necessities
    of meeting employee needs and improving
    productivity.
    BEHAVIORAL MANAGEMENT
    The First Era:
    Human Relations Movement
     Elton Mayo(1880-1949)-Australian psychologist who spear-
    headed the Hawthorne experiment.
    Hawthorne Experiment: (First round-1924)
    Behavioral…
    Human Relations Movement…
    Hawthorne Experiment: (Second round-1927)
    Behavioral…
    The Hawthorne Plant Studies (Western Electric Co.)

    I. The illumination experiments


    2. The relay assembly group experiments
    3. The interviewing program
    4. The bank wiring group studies.
    Behavioral…
    Mayo and company research conclusions:
    1. Financial incentives did not necessarily make the workers more productive
    than the other group.
    2. An "emotional chain reaction" was happening as a result of the participants'
    being chosen to take part in the experiment that made them feel "special" to
    the management — they fell they were important and the opportunity to
    make decisions on their job contributed to their productivity.

    Important Contributions Of The Behavioral Management:


    1. Workers are not only driven by pay and good working conditions but by
    psychological needs as well that can be satisfied by belonging to a work
    group.
    2. Giving workers a chance to make decisions concerning their jobs make
    them feel they are contributing something significant to the organization.
    Behavioral…
    Some Basic Ideas Of Mayoism
    1. Supervisors should not act like supervisors - they should be friends, counselors to the workers
    2. Managers should not try to micro-manage the organization by an overriding concern for pro-
    duct or job quality at the expense of the macro-social, or characteristics of work.
    3. People should be periodically asked how they feel about the work, their supervisors, and co-
    workers
    4. Humanistic supervision plus morale equals productivity
    5. Time who don't respond to group influence should be freed with sarcasm
    6. Workers should be involved or at least consulted before any change in the organization
    7. Employees who leave should be exit-interviewed - turnover should be kept to a minimum
    Behavioral…

     Kurt Lewin (1890-1947) He examined the effects of different types of


    leaderships and wrote extensively on group Behavior. He is
    remembered more for his 3-step process of change: Defreezing,
    Introduction of change, Refreezing.
     Chester I. Barnard (1886-1961) He advocated conciliatory management
    relations that enhanced cooperation between employees and
    supervisors.
     Mary Parker Follett (1868-1933) She is considered one of the founders of the
    human relations movements. She felt that managers were respon-
    sible for motivating employees to pursue organizational goals enthu-
    siastically, not simply to obey orders. She rejected the notion
    that managers should be groomed to give orders. Instead, managers
    should be trained to work with employees toward the attainment of
    common objectives.
    Behavioral…
    Human Needs and Motivation– Second era
    Selected Followers Of Mayoism:

    • Douglas McGregor
    • Abraham Maslow
    • Frederick Herzberg
    • David McClelland
    Behavioral…
    Human Needs and Motivation– Second era
    Douglas McGregor Theory X and Theory Y
    Theory X Beliefs
    1. The average person dislikes work and will avoid it if possible.
    2. Because they dislike work, most subordinates must be
    coerced, controlled, directed, or threatened with punishment
    to get them to exert effort
    toward achieving organizational objectives.
    3. The average subordinate prefers to be directed, wants to
    avoid responsibility, has little ambition, and wants security
    above all other needs.
    4. The average human being avoid leading and wants to be led.
    Behavioral…
    Human Needs and Motivation– Second era
    Theory Y Beliefs
    1. Exerting physical and mental effort in work is as natural
    as play or rest.
    2. Subordinates will exercise self-direction and self-control
    (inner motivation) in the service of organizational objec-
    tives to which they are committed.
    3. Commitment to objectives is a function of positive rewards
    associated with their achievement.
    4. Average subordinates not only accept but seek respon-
    sibility under the proper conditions.
    5. Subordinates have as much imagination, ingenuity, and
    creativity to offer in the solution of organizational
    problems as do supervisors.
    Behavioral…
    Human Needs and Motivation– Second era
    Maslow’s Hierarchy of Needs

    Self
    Actualization

    Esteem or
    Recognition

    Social Affiliation/
    Belongingness

    Security or Safety

    Basic/Physiological
    Behavioral…
    Human Needs and Motivation– Second era
    Behavioral…
    Human Needs and Motivation– Second era

    Needs Theory (David McClelland)

    • Need For Power


    • Need For Achievement
    • Need For Affiliation
    SYSTEMS MANAGEMENT
    SYSTEMS MANAGEMENT
    Some Key Concepts:

    1. SUBSYSTEM — the parts that make up the whole of the system


    2. SYNERGY — "the whole is greater than its parts"
    3. OPEN AND CLOSED SYSTEM — a system is considered open if it
    interacts with its environment, it is close if it is not.
    4. SYSTEM BOUNDARY that which separates the organization from its
    environment.
    5. FLOW — refers to the movement of information, materials and other
    resources which enter the system from the environment as inputs, undergo
    transformation process within the system and exit from the system as
    outputs.
    6. FEEDBACK they key to system controls which is information describing
    how efficient or inefficient the inputs are.
    CONTINGENCY MANAGEMENT

    Contingency management is also known as situational


    management that emerged in the 1960s. It is based on the
    theme "It depends" arguing that there are no one best
    management style. The solution to any management
    problem depends on the factors present in a given
    situation. This theory calls for the different management
    theories rather than for the exclusive use of one theory.
    Contingency Management…
    Contingency Management…
    Factors that influence the contingency theory are:

    • The size of the organization


    • How the firm adapts itself to its environment
    • Differences among resources and operations activities
    • Assumption of managers about employees
    • Strategies
    • Technologies being used

    You might also like