2. 2
Learning from the History of
Management Thought
Learning Goals
2. Describe the three branches of the traditional
viewpoint of management:
3. Explain the behavioral viewpointâs contribution
to management
Bureaucratic, Scientific, and
Administrative
1. Epoch-making 1886: Preface to management &
business
3. 3
Learning Goals (contâd)
4. Describe how managers can use systems and
quantitative techniques to improve employee
performance
5. State the two major components of the
contingency viewpoint
6. Explain the impact of the need for quality on
management practices
5. Evolution of Management: Starting Point
âą Emergence of large scale enterprises in US, Asia &
Western Europe raised issues & challenges, earlier
faced by Governments only.
âą Basic management question even today:
What is the best way to manage an
organization?
7. Traditional Viewpoint â Classical Approach
Behavioral Viewpoint-Behavior
Systems Viewpoint- Key Goals
Contingency Viewpoint
Types of Problems Faced
Quality Viewpoint
Methods used to solve Problems
1890 1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000
8. Major Contributors to Management Thought
âą Frederick W. Taylor: Father of Scientific Management
ï Machinist to Chief Engineer in a Steel Company
ï Earned Engineering degree through evening study.
ï Opportunity to know first hand problems & attitudes of workers.
âą Henri Fayol: Father of Modern Management Theory
ï French industrialist
ï Identified 14 principles
âą Elton Mayo and F.J. Roethlisberger & Hawthorne
Experiment:
ï Undertook Hawthorne Experiment in Western Electric Company (1927
to 1932)
âą Peter F. Drucker: Writer on variety of management subjects
âą W. Edwards Deming & Joseph M. Juran:
ï Americans who did much to improve quality of Japanese products
9. Major Contributors to Management Thought
âą Laurance Peter:
ï people get promoted to a level where they are incompetent & no
further promotion is possible
ï Results in incompetent people in organizations
âą William Ouchi:
ï Wrote best selling book â Theory Z
ï Showed how Japanese management practices may be adapted
in U.S.A.
âą Thomas Peters and Robert Waterman:
ï Gave characteristics of excellent companies ( âIn Search of
Excellenceâ.
11. Bureaucratic Management
ï± Use of rules, hierarchy, a clear division of labor, and
detailed procedures to guide employeesâ behaviors
(Max Weber 1864-1920)
ï± It provides a blueprint of how an entire organization
should operate
ï± Seven characteristics
1.Rulesâformal guidelines for the behavior of
employees on the job - discipline, uniformity, stability
2.Impersonalityâemployees are evaluated according to
rules and objective data - fairness, objectivity
3.Division of Laborâsplitting work into specialized
positions - optimum use of manpower
12. 12
4. Hierarchical Structureâranks jobs according
to the amount of authority in each job- Helps
control employee behavior
5. Authorityâwho has the right to make
decisions of varying importance at different
organizational levels
ïŒ Traditional authority- based on custom, gender, birthorder, etc
ïŒCharismatic authority- special personal qualities
ïŒRational, legal authority- uniform application of rules & laws
6. Lifelong Career Commitmentâboth the employee
and the organization view themselves committed to
each other over the working life of the employee
7. Rationalityâthe use of the most efficient
means available to accomplish a goal
13.
14. 14
Potential Benefits of Bureaucracy
ï± Efficiency
ï± Consistency
ï± Functions best when routine tasks are performed
ï± Performance based on objective criteria
ï± Most effective when
a) Large amounts of standard information have to be
processed
b) The needs of the customer are known and are unlikely to
change
c) The technology is routine and stable (e.g., mass production)
d) The organization has to coordinate the activities of
employees in order to deliver a standardized service/product
to the customer
15. Potential Costs of Bureaucracy
Rigid rules
and
red tape
Protection of authority
(issues like productivity get ignored)
Slow decision making
Incompatible with
changing
technology
Incompatible with
21st century workersâ
values for freedom
and participative
management
16. Scientific Management
ï As companies became large & complex -A philosophy
and set of management practices that are based on fact
and observation, not on hearsay or guesswork
(Frederick W. Taylor 1856 â 1915)
ïŒ Believed increased productivity depended on finding ways to
make workers more efficient: One Best Way/SOP âreplace old
rule of thumb method.
ïŒ Scientifically select & then train, teach, & develop worker.
ïŒ Cooperate with workers to ensure work is done as per principles
of science that has been developed
ïŒ Used time-and-motion studies to analyze work flows, supervisory
techniques, and worker fatigue
ïŒ Divide work & responsibility equally between mgmt & workers
ïŒ Assumed workers motivated by money (advocated piece rated
system â higher rate after standard)
17. Scientific Management
ï¶ The Gilbreths:
husband wife team
ï§ Frank Gilbreth (1868-1924) used motion
pictures to analyze workersâ motions
ï§ Lillian Gilbreth (1978-1972)championed
protecting workers from unsafe working
conditions
ï¶ Henry Gantt ( 1861-1919) Associate of Taylor
ï§ Focused on control systems for
production scheduling (Gantt Chart)
18. Insights from Scientific Management
ï¶Many companies have used scientific management
principles to improve efficiency, employee selection
and training
ï¶Scientific management failed to recognize the
social needs of workers and the importance of
working conditions and job satisfaction
19. Administrative Management: Overview
ï± Focuses on the manager and basic managerial
functions of planning, organizing, controlling
and leading- Henri Fayol (1841-1925): French
Industrialist
ï Unity of Command Principle: an
employee should report to only one
manager
ï Authority Principle: managers have the
right to give orders to get things done
21. 2. Behavioral Viewpoint: Overview
ï¶ Focuses on dealing effectively with the
human aspects of organizations
ï¶ Started in the 1930âs:US economy brink
of collapse, rampant unemployment
ï¶ Emphasis on working conditions
ï¶ Workers wanted respect &
increased ability to influence
mgmt decisions
ï¶ Workers formed unions to bargain
with management: law passed
legalizing formation of unions
22. Mary Parker Follettâs Contributions:
(1868-1933) âbelieved mgmt is continuous
process , not a static one. Solution of one problem,
may lead to another problems
ï§ Managers need to establish
good working relationships
with employees
Goal:
Improve
Coordination
23. Chester Barnardâs (1886-1961) Contributions
ï¶ People should continuously communicate
and cooperate with one another
ï¶ Acceptance theory of authority holds that employees
have free wills and, thus, choose whether to follow
managementâs orders. Employees will follow orders
if they:
1. Understand what is required.
2. Believe the orders are consistent with
organization goals.
3. See positive benefits to themselves in
carrying out the orders.
24. Informal work
groups, social
environment of
employees, control
productivity
Peer pressure to
conform to norms is
important
Hawthorne effect:
when employees are
given special attention,
productivity changes
Productivity increases
occur when managers
recognize employee
feelings
25. 1. Employees are
motivated by social
needs and association
with others
2. Employeesâ
performance is more a
result of peer pressure
than managementâs
incentives and rules
3. Managers need to
involve subordinates
in coordinating their
work to improve
efficiency
4. Employees want to
participate in decisions
that affect them
26. ï System: an association of interrelated
and interdependent parts
ï Systems viewpoint: an approach to solving
problems by diagnosing them within a
framework of inputs, transformation
processes, outputs, and feedbacks shown in
next figure
27. ï§ Closed system: limits its interactions with
its environment (e.g., stamping department
in GM assembly plant)
ï§ Open system: interacts with the external
environment (e.g., marketing department)
30. Mathematical
models are used
to simulate
changes
Computers are
essential
Primary focus is
on decision
making
Alternatives are
based on
economic criteria
32. ï§ Management practices should be consistent
with the requirements of the external
environment, the technology used to make a
product or provide a service, and capabilities
of the people who work for the organization
ï§ Uses concepts of the traditional, behavioral
and system viewpoints
33. ï§ External environmentâstable or
changing
ï§ Technologyâsimple or complex
ï§ Peopleâways they are similar and
different from each other
34. Behavioral Viewpoint
How managers influence others;
ï§ Informal group
ï§ Cooperation among employees
ï§ Employeeâs social needs
Systems Viewpoint
How the parts fit together.
ï§ Inputs
ï§ Transformations
ï§ Outputs
Traditional Viewpoint
What managers do:
ï§ Plan
ï§ Organize
ï§ Lead
ï§ Control
Contingency Viewpoint
Managersâ use of other viewpoints
to solve problems involving:
ï§ External environment
ï§ Technology
ï§ Individuals
36. ï Quality: how well a product or service
does what it is supposed to doâhow closely
and reliably it satisfies the specifications to
which it is built or provided. Link between
High Quality & Competitive Advantage
ï Total Quality Management (TQM): a
philosophy that makes âQuality Valuesâ,
the driving force behind leadership, design,
planning, and improvement initiatives.
Continuous process of building Q into
products
37. ï§ Inputs or raw materials
ï§ Operations
ï§ Outputs
ïŒ Measuring by variable or a productâs characteristics
ïŒ Measuring by attribute or a productâs acceptable/
unacceptable characteristics
ïŒ Statistical process control
ïŒ Quality of a process (e.g., sigma)
39. To Conclude
âą Dipped into influential viewpoints & approaches that
shape managerial thinking during last over115 years
âą Bureaucratic , scientific and administrative management
greatly influenced early managerial practices.
âą Later new ideas stressed the human or behavioral
viewpoint.
âą During WW â II sophisticated management systems
were developed.
40. To Conclude (Cont.)
âą As organizations became global, none of the earlier
viewpoints seemed to apply totally to new situations.
âą Contingency approach talked of situational factors.
âą Todayâs managers are concerned mainly with âQuality
Viewpointâ of management to meet consumer demand
throughout the world for quality products and services
41. Assignment for students
Group presentations: Class to be divided into 8 groups.
Two groups to make presentations on each subject.
1. Hawthorne Experiments (Illumination Tests) :
2. Fayolâs 14 Principles of Management
3. Management Roles
4. Managerial Competencies