MGMT 309 - Chapter 2
Human relations movement
Argued that workers respond primarily to the social context of the workplace.
Administrative Management - Henri Fayol
First to identify the four management functions of planning, organizing, controlling and leading.
Classical Management Perspective - Administrative Management
Focuses on managing the total organization. Much more Owen's side of thinking. How do we manage the employers? How do we provide for their needs? How do we keep them motivated?
Classical Management Perspective - Scientific Management
Focuses on ways to improve the production of individual workers. How do we get more from the workers? How can the task become more simple?
Quantitative Management Perspective: Management science
Focuses specifically on the development of mathematical models
Steps in Scientific Management
Frederick Taylor saw workers soldiering and working below their potential. He devised this four step method to overcome the problem. 1) Develop a science for each element of the job to replace old rule-of-thumb methods. (make the job as simple as possible-just put a wheel on the car) 2) scientifically select employees and then train them to do the job as described in step 1. 3) Supervise employees to make sure they follow the prescribed methods for performing their jobs. 4) continue to plan the work, but use workers to get the work done.
Scientific Management - Harrington Emerson
An advocate for specialized management roles. Management should be as specialized as line work. They must know how to do the jobs so they can supervise easily.
Quantitative Management Perspective
Applies quantitative techniques to management. Focuses on decision-making, economic effectiveness, mathematical models, and the use of computers.
Theory
- A conceptual framework for organizing knowledge and providing a blueprint for action. - Management theories are grounded in reality (theories are used to build organizations and guide them toward their goals.) - Managers develop their own theories about how they should run their organizations.
Charles Babbage
- Mathematically focused on efficiency of production. - Believed in division of labor.
Early Management Pioneers (scientific managers) - Robert Owen
- One of the first managers to recognize the importance of human resources. - He raised working age for children, reduces hours, and supplied meals.
Contemporary management challenges
-An unpredictable economy, limiting growth. -Globalization presents many challenges. -Ethics and social responsibility in relation to corporate governance. -Quality as the basis for competition, increased productivity, and lower costs. -The shift toward a service economy. -The role and impact of social media.
Behavioral management today: limitations
1. Human behavior is difficult to predict because everyone is so different. 2. Concepts are not used because managers are hesitant to adopt them. 3. Research findings are not often communicated to practicing managers in an understandable form.
Classical management today: Contributions
1. Laid foundations for later management theories. 2. Identified key processes, functions, and skills. 3. Made management a valid subject of study that we use today.
Quantitative management today: limitations
1. Mathematical sophistication may come at the expense of other managerial skills. 2. Cannot fully explain or predict behavior.
Classical Management Today: Limitations
1. More appropriate approach for use in traditional, stable, simple organizations. (can't use on google, amazon cuz it always change). 2. Universal procedures may not be appropriate in some settings. 3. Employees were not viewed as resources but mechanical parts to get job done.
Theory X assumptions
1. People do not like work and try to avoid it. 2. People do not like work, so managers have to control, direct, coerce, and threaten employees to get them to work toward organizational goals. 3. People prefer to be directed, to avoid responsibility, and to want security; they have little ambition.
Theory Y assumptions
1. People do not naturally dislike work; work is a natural part of their lives. 2. People are internally motivated to reach objectives to which they are committed. 3. People are committed to goals to the degree that they receive personal rewards when they reach their objectives. 4. People will both seek and accept responsibility under favorable conditions. 5. People have the capacity to be innovative in solving organizational problems. 6. People are bright, but under most organizational conditions their potential is underutilized.
Behavioral management today: contributions
1. Provided insight into motivation, group dynamics, and other interpersonal processes. 2. Viewed employees as resources rather than just machine parts.
Quantitative management today: contributions
1. Sophisticated quantitative techniques assist managers in decision making. Particularly planning and controlling. 2. Application of its models has increased awareness and understanding of complex processes.
Human relations movement - Theory X
A pessimistic and negative view of workers consistent with the views of scientific management.
Human relations movement - Theory Y
A positive view of workers, it represents the assumptions that human relations advocates make.
Integrating Perspectives for managers: Systems perspective
A system is an interrelated set of elements functioning as a whole. An open system is one that interacts with its environment. A closed system is one that does not interact with its environment. A subsystem is a system within another system.
Management perspective compared: Contingency perspective
A universal perspective tries to identify the "one best way" to do something. Includes the classical, behavioral, and quantitative approaches. The contingency perspective suggests that appropriate managerial behavior in a given situation depends on, or is contingent on, a wide variety of elements (all the original approaches from the chapter have their space in certain situations).
Human relations movement
Come from the Hawthorn studies. A basic assumption is that a manager's concern for workers will lead to increased satisfaction and improved performance.
Quantitative Management Perspective: Operations management
Concerned with helping the organization more efficiently produce its products and services.
Behavioral management - Hugo Munsterberg
Considered the father on industrial psychology. He applied psychology to the industrial setting.
Classical Management Perspective
Consists of two distinct branches: Scientific Management and Administrative Management
Behavioral Management Perspective
Emphasizes individual attitudes and behaviors, and group processes. Recognized the importance of individuals and how they should be motivated.
Systems perspective of Organizations : entropy
Entropy is a normal process leading to system decline.
Administrative Management - Lyndall Urwick
Integrated scientific and administrative management.
Scientific Management - Henry Gantt
Introduced the Gantt chart for scheduling work.
Organizational behavior
It focuses on behavioral perspectives on management. It takes a holistic view of behavior and addresses individual, group, and organization processes.
Behavioral management conducted the Hawthorne Studies
Workplace lighting change would increase productivity in both control and experimental group. Because it heightened employee morale due to extra attention.
Administrative Management - Chester Barnard
Wrote about acceptance of authority. Workers are going to do things because of authority.
Administrative Management - Max Weber
Studied efficient organizational structure: bureaucracy.
Systems perspective of Organizations : synergy
Synergy is two or more subsystems working together to produce more than the total of what they might produce working alone.
Pioneers of Scientific Management - Frank and Lilian Gilbreth
They developed techniques and strategies for eliminating inefficiency.
History
Understanding the historical concept provides a sense of heritage and helps managers avoid mistakes that others made.