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