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MANAGEMENT LEARNING PAST TO PRESENT (Modern management foundations…
MANAGEMENT LEARNING PAST TO PRESENT
Classical Management Approaches
Administrative principles(Henri Fayol)
Rules of management
Organization
-to provide and mobilize resources to implement the plan
Foresight
- to complete a plan of action for the future
Command
-to lead, select, and evaluate workers to get the best work toward the plan
Control
-to make sure things happen according to plan and to take necessary corrective action
Coordination
-to fit diverse efforts together and to ensure informaiton is shared and problems solved
Principles to guide managers
Scalar chain principle
Unity of command principle
Unity of direction principle
Bureaucratic organization (Max Weber)
Impersonality
Formal rules and procedures
Clear hierarchy of authority
Clear division of labor
Careers based on merit
Scientific Management (Frederick W.Taylor)
Carefully train workers to do the job and give them the proper incentives to cooperate with the job "science"
Carefully select workers with the right abilities for the job
Develop for every job a "science" that includes rules of motion, standardized work implements, and proper working conditions
Suppport workers by carefully planning their work and by smoothing the way as they go about their job
Behavioral Management Approaches
Maslow's Theory of Human needs
Deficit principle
: a satisfied need does not motivate behavior
Progession principle
: a need is activated only when the next-lower-level need is satisfied
Need:
a physiological of psychological deficiency that a person wants to satisfy
At the level of self-actualization, the deficit and progression principles cease to operate. The more this need is satisfied, the stronger it grows
McGregor's Theory X and Theory Y
Managers should give more attention to the social and self-actualizing needs of people at work
Theory X
assumes people dislike work, lack ambition, act irresponsibly and prefer to be led.
Managers create situations where workers become dependent and reluctant
Theory Y
assumes people are willing to work, like responsibility and are self-directed and creative.
Managers create situations where workers respond with initative and high performance
Managers create self-fulfilling prophecies - occurs when a person acts in ways that confirm another's expectation
Hawthorne Studies
: unforeseen "psychological factors somehow interfered with their experiments
Employee Attitudes and group processes :
Things like work conditions or wages could be sources of satisfaction for some workers and of dissatisfaction for others
Groups can have strong negative, as well as positive, influences on individual productivity
Lessons of the Hawthorne Studies
People's feelings, attitudes, and relationships with coworkers affected their work, andthat groups were important influences on individuals
Hawthorne effect
: the tendency of persons singled out for special attention to perform as expected
Social Setting and Human Relations
: Good "Human relations" result in higher productivity
Argyris's Theory of Adult Personality
Scientific management
limits opportunities for self-actualization
Bureaucracy
creates dependent, passive workers
Managers who treat people positively and as responsibe adults will achieve the highest productivity
Administrative principles
create conditions for psychological failure
Follett's
Organizations as Communities
Manager should help people in organization cooperate with one another and achieve an integration of interests
emphasis on groups
Business problems involve a wide variety of factors that must be cosidered in relationship to one another
Business were service organizations and that private profits should always be considered vis- a-vis the public good.
Making every employee an onwer in a business would create feelings of collective responsibility
Organization as "communities": managers and workers should labor in harmony
Modern management foundations
Quality Management
Total quality management
Continuous improvement
ISO certification
Knowledge Management and Organizational Learning
Knowledge management:
the process of using intellectual capital for compeitive advantage
Learning organization
continuously changes and improves, using the lessons of experience
Future success will be earned only by those who continually build and use knowledge to the fullest extent possible
Contingency thinking
There is no "one best way" to manage in all circumstances
The best structure depend on many factors: environmental uncertainty, an organization's primary technology, the strategy being pursued
Evidence-Based Management
One of more hypotheses is stated to describe possible explanations
The research design provides for a good test of the hypotheses
A research question or problem is clearly identified
Data are rigorously gathered, analyzed and interpreted
Hypotheses are accepted or rejected and conclusions made based on the evidence
Organization as System
Quantitative Analysis and Tools
Quantiative approach to managerial problem solving process
: a problem is encountered -> systematically analyzed -> appropriate mathematical models and computations are applied -> an optimum solution is identified
