chapter 2 - management theory
4 components of TQM
1. Make continuous improvement a priority 2. Get every employee involved 3. Listen to and learn from customers and employees 4. Use accurate standards to identify and eliminate problems
Six Sigma relies on two processes
DMAIC and DFSS
DMAIC
Define, Measure, Analyze, Improve, Control intended to improve existing processes
Joseph M Juran
Defined quality as "fitness for use". concentrate on the needs of customers
DFSS
Design for Six Sigma managers employ to create new products or processes
who was the father of scientific management
Frederick Taylor
Who pioneered early behaviorism?
Hugo Munsterberg, Mary Parker Follett, Elton Mayo
Mary Parker Follet
Social worker and social philosopher Organizations should be operated as communities Conflicts should be resolved by having managers and workers talk over differences and find amicable solutions—she called integration. The work process should be under the control of workers with the relevant knowledge - managers should facilitate -self-managed teams, worker empowerment and interdepartmental teams
McGregor
Theory X and Theory Y Theory X - pessimistic, negative view of workers, led over lead theory Y - optimistic, positive view, having self-direction, self-control, and being imaginative and creative how beliefs affect behavior
Total quality management
a comprehensive approach - led by top management and supported throughout the organization - dedicated to continuous quality improvement, training, and customer satisfaction
Six Sigma
a rigorous statistical analysis process that reduces defects in manufacturing and service-related processes
ISO 9000
a series of quality control standards set by the Intl Org for Standardization to reduce manufacturing flaws and improve productivity
system
a set of interrelated parts that operate together to achieve a common purpose
learning organization
an organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge
quantitative management
application to management of quantitative techniques, such as statistics and computer simulations
scientific management
applied the scientific study of work methods to improving the productivity of individual workers emerged as a solution to the expansive econ of the early 20th century, labor was in short supply that managers looked for ways to raise the productivity of individual workers frederick w Taylor and Frank and Lillian Gilbreth
human relations view has been superseded by the ___ ___ ____
behavioral science approach
Max Weber
believed that a bureaucracy was a rational, efficient, ideal organization based on the principles of logic positive bureaucratic features - well-defined hierarchy of authority -formal rules and procedures -a clear division of labor, with parts of a complex job being handles by specialists -impersonality, without reference or connection to a particular person -careers based on merit
What did Spaulding do
broadened the view of what it takes to effectively manage people and organizations need for authority, division of labor, adequate capital, proper budgeting, cooperation and teamwork enrich lives of organizational and community family
in a learning organization, managers play the roles of
building a committment to learning generating ideas with impact generalize ideas with impact
The Gilbreths were industrial engineers and pioneers in one of the _____ approaches to management
classical
historical perspective - management viewpoints
classical, behavioral, and quantitative
a org is a
collection of subsystems a part of a larger environment
the systems viewpoint led to the development of the ____ ____
complexity theory
administrative management
concerned with managing the total organization charles C Spaulding, Henry Fayol, and Max Weber
second viewpoint in contemporary perspective
contingency viewpoint
open system
continually interacts with its environment most orgs today can produce synergy
modifying behavior to reflect new knowledge parts:
creating and acquiring knowledge transferring knowledge modifying behavior
what are the 3 phases of the behavioral viewpoint
early behaviorism, the human relations movement, and behavioral science
classical viewpoint (part of historical perspective)
emphasized finding ways to manage work more efficiently, assumed that people are rational. had two branches - scientific and administrative
behavioral viewpoint
emphasized the importance of understanding human behavior and of motivating employees toward achievement
Why is TQM important?
emphasizes infusing quality t/o the org in a way that will deliver quality products and services to customers
contingency viewpoint
emphasizes that a manager's approach should vary according to the individual and the environmental situation most practical bc it addresses problems on a case by case basis and varies the solution accordingly
Hawthorne effect
employees worked harder if they received added attention, thought that managers cared about their welfare and that supervisors paid special attention to them -Elton Mayo - studies were poorly designed but highlighted how good human relations could improve worker productivity
four principles of scientific management
eval a task by scientifically studying each part of it - leads to the establishment of realistic performance goals for a job carefully select workers with the right abilities for the task give workers the training and incentives to do the task with the proper work methods use scientific principles to plan the work methods and ease the way for workers to do their jobs
drucker's ratl approach has culminated in ___ - ___ _____
evidence-base management
Frank and Lillian Gilbreth
expanded on taylor's motion studies - using movie cameras t film workers to isolate parts of a job
Hugo Munsterberg
father of industrial psychology psychologist could contribute to the industry by - studying jobs and determine which people are best suited to specific jobs - identify the psychological conditions under which employees do their best work -devise management strategies to influence employees to follow management's interests
Henri Fayol
first to systematize management behavior General and Industrial Management - work first to identify major functions of management - planning, organizing, leading, controlling, and coordinating
operations management
focuses on managing the production and delivery of an organization's products or services more effectively activities - how managers schedule/delegate work and job training, plan production to meet customer needs, design services customers want and how to deliver them, locate/design company facilities, inventory management, managing the supply chain helps ensure business operations are efficient and effectiv e
Quality assurance
focuses on the performance of workers, urging employees to strive for "zero defects"
closed system
has little interaction with its environment classical management perspective leads to failures
two overarching perspectives
historical and contemporary
quality management perspective
includes quality control, quality assurance, and total quality management
feedback
information about reaction of the environment to the outputs that affects the inputs
what are the four parts of a system
inputs, transformational processes, outputs, feedback
Peter Senge
learning organizations are places where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together
Gary Hamel
look at management as a process, and then make improvements identify core beliefs people have about the org - is this a belief worth challenging -is this belief universally valid - how does this belief serve the interest of its adherents -have our choices and assumptions conspired to make this belief self-fufilling
what are the two approaches under quantitative viewpoints
management science and operations management
what to know about a company before a interview
mission statements and vision statements company's core values and culture history of the company key organizational players company's products, services, and clients current events and accomplishments comments from current or previous employers
Taylor based the system on ____ ____ and suggested employers institute a ___ _____ system
motion studies, differential rate system
behavioral viewpoint
one of the three historical management perspectives
subsystems
parts making up the whole system
Maslow's Hierarchy of Needs
physiological, safety, love/belonging, esteem, self-actualization
human relations movement
proposed that better human relations could increase worker productivity
third category under the contemporary perspectives
quality management perspective
W Edwards Deming
quality stemmed on constancy of purpose along with statistical measurement and reduction of variations in production processes, stressed teamwork
third category under historical viewpoints
quantitative viewpoints
Therblig
refers to 1 of the 17 basic motions workers can perform - Lillian Gilbreth and husband
systems viewpoint
regards the organization as a system of interrelated parts
behavioral science approach
relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers the disciplines are: sociology psychology anthropology economics
What are the two approaches to the classical viewpoint?
scientific and administrative management
management science
stresses the use of rational, science-based techniques and mathematical models to improve decision making and strategic planning focuses on using mathematics to aid in problem solving and decision making also called operations research forerunner to analytics and big data
what are the three contemporary management perspectives
systems, contingency, and quality management viewpoints
contemporary perspective
systems, contingency, and quality-management
who is are peter drucker
the creator and inventor of modern management
synergy
the idea that two or more forces combined create an effect that is greater than the sum of their individual effects
transformational processes
the organization's capabilities in management, internal processes, and technology that are applied to converting inputs into outputs
inputs
the people, money, information, equipment, and materials required to produce an organization's goods or services
outputs
the products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization
quality control
the strategy for minimizing errors by managing each stage of production Walter Shewart - statistical sampling erros
complexity theory
the study of how order and pattern arise from very complicated, apparently chaotic systems
quality
total ability of a product or service to meet customer needs
evidence based management
translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process Jeffrey Pfeffer and Robert Sutton - looking at the facts and reject nonsense
6 practical reasons for studying theoretical perspectives
understanding of the present - guide to action source of new ideas clues to meaning of your managers' decisions clues to meaning of outside events producing positive results
Lean six sigma
variation of six sigma that focuses on problem solving and process improvement, combining speed with excellence
classical viewpoint is important
work activity can be rationalized and has led to innovations in management by objectives and goal setting
ideas that underlie the organization and practice of management
workers should be treated as assets the corp could be considered a human community there is no business without a customer institutionalized management practices are preferable to charismatic
Who pioneered the human relations movement?
Abraham Maslow and Douglas McGregor
who was the father of african-american management
Charles C Spaulding
problem with classical viewpoint
Too mechanistic Tends to view humans as cogs within a machine, not taking into account the importance of human needs