Management (11th ed) - Chapter 2 - Griffin

steps in scientific management

1) Develop a science for each element of the job to replace old rule-of-thumb methods, (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

theory

A conceptual framework for organizing knowledge, and providing a blueprint for action

organizational behavior

A contemporary field focusing on behavioral perspectives on management

behavioral management perspective - SUMMARY

(1) Focuses on employee behavior in an organizational context. Stimulated by the birth of industrial psychology, the human relations movement supplanted scientific management as the dominant approach to management in the 1930's & 40's; (2) Organizational behavior, the contemporary outgrowth of this perspective, draws on an interdisciplinary base, and recognizes the complexities of behavior in organizational settings (3) Prominent contributors were Elton Mayo, Abraham Maslow, and Douglas McGregor

Systems perspective of organizations

(1) INPUTS from the environment (material inputs, human inputs, financial, and informational inputs); (2) TRANSFORMATION process (technology, operating systems, administrative systems, and control systems); (3) OUTPUTS into the environment (products, services, profits/losses, employee behaviors, and information outputs)

classical management - LIMITATIONS

(1) More appropriate for stable and simple organizations than for today's dynamic and complex organizations; (2) often prescribed universal procedures that are not appropriate in some settings; (3) even though some proponents were concerned with the human element, many viewed employees as tools, rather than resources

Theory X assumptions

(1) People don't like work, and try to avoid it; (2) people don't like work, so managers have to control, direct, coerce, and threaten employees to get them to work towards organizational goals; (3) people prefer to be directed, to avoid responsibility, and to want security, and they have little ambition

Theory Y assumptions

(1) People don't naturally dislike work, but see it as 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 - LIMITATIONS

(1) The complexity of individual behavior makes prediction of that behavior difficult; (2) many behavioral concepts have not yet been put to use, because some managers are reluctant to adopt them; (3) contemporary research findings by scientists are often not communicated to practicing managers in understandable, usable form

quantitative management - LIMITATIONS

(1) can't fully explain or predict the behavior of people in organizations; (2) mathematical sophistication may come at the expense of other important skills; (3) models may require unrealistic or unfounded assumptions

quantitative management - CONTRIBUTIONS

(1) developed sophisticated quantitative techniques to aid in decision making; (2) application of models has increased awareness and understanding of complex organizational processes and situations; (3) has been very useful in planning and controlling of processes

classical management - CONTRIBUTIONS

(1) laid groundwork for later developments in management theory; (2) identified important management processes, functions, and skills that are still recognized today; (3) focused attention on management as a valid subject of scientific inquiry

behavioral management - CONTRIBUTIONS

(1) provided important insights into motivation, group dynamics, and other interpersonal processes in organization; (2) focused managerial attention on these same processes; (3) challenged the view that employees are tools, and furthered the belief that employees are valuable resources

Systems perspective - SUMMARY

(1) recognition of internal interdependencies; (2) recognition of environmental influences

contingency perspective - SUMMARY

(1) recognition of the situational nature of management; (2) response to particular characteristics of a situation

entropy

A normal process leading to system decline. When an organization DOESN'T monitor feedback from its environment and make appropriate adjustments, it may fail. A PRIMARY OBJECTIVE OF MANAGEMENT, FROM A SYSTEMS PERSPECTIVE, IS TO CONTINUALLY MONITOR FEEDBACK AND RE-ENERGIZE THE ORGANIZATION TO AVOID ENTROPY.

Theory X

A pessimistic and negative view of workers, consistent with the views of scientific management (closely associated with Frederick Taylor)

Theory Y

A positive view of workers. It represents the assumptions that human relations advocates make

closed system

A system that DOESN'T interact with its environment

open system

A system that interacts with its environment

subsystem

A system within another system

universal perspective

An attempt to identify the one best way to do something

system

An interrelated set of elements which function as a whole

quantitative management perspective

Applies quantitative techniques to management

human relations movement

Argued that workers respond primarily to the social context of the workplace

operations management

Concerned with helping the organization more efficiently produce its products or services

scientific management

Concerned with improving the performance of individual workers. (Most closely connected with Frederick Taylor.)

classical management perspective

Consists of two distinct branches: scientific management and administrative management

behavioral management perspective

Emphasizes individual attitudes and behaviors, as well as group processes

soldiering

Employees deliberately working at a slower pace

quantitative management perspective - SUMMARY

Focuses on applying mathematical models and processes to management situations. MANAGEMENT SCIENCE deals specifically with the development of mathematical models to aid in decision-making and problem solving. OPERATIONS MANAGEMENT focuses more directly on application of management science to organizations. Management information systems (MIS) are developed to provide information to managers.

administrative management

Focuses on managing the total organization

management science

Focuses specifically on the development of mathematical models

classical management perspective - SUMMARY

Has two primary thrusts: (1) SCIENTIFIC MANAGEMENT focused on employees within organizations, and on ways to improve their productivity, (PROPONENTS: Frederick Taylor, Frank & Lillian Gilbreth, Henry Gantt, and Harrington Emerson) and (2) ADMINISTRATIVE MANAGEMENT focused on the total organization, and on ways to make it more efficient and effective (PROPONENTS: Henri Fayol, Lyndall Urwick, Max Weber, and Chester Barnard)

contingency perspective

Suggests that appropriate managerial behavior in a given situation depends on, or is CONTINGENT on, a wide variety of elements.

synergy

Two or more subsystems working together to produce more than the total of what they might produce working alone/apart