2) 3) evolution of management thought

8/3/2019 2) 3) Evolution of Management Thought

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Environmental Factors

Influencing Management Thought

Economic InfluencesThe availability, production, and

distribution of resources within a

society.

Social InfluencesThe aspects of a culture that influence

interpersonal relationships.Political Influences

The impact of political institutions onindividuals and organizations.


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Contd..

Technological InfluencesThe advances and refinements in any of

the devices that are used in conjunctionwith conducting business.

Global Influences

The pressures to improve quality,productivity, and costs as organizations

attempt to compete in the worldwidemarketplace.


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Figure 2.1 Chronological Development ofManagement Perspectives


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Figure 2.2 Subfields of the Classical Perspective onManagement

Focuses on the

individual workersproductivity

Focuses on the

functions ofmanagement

Focuses onthe overall

organizationalsystem


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Scientific Management: Taylor Frederick W. Taylor (1856-1915)

Father of Scientific Management

attempted to define the one best way toperform every task through systematic studyand other scientific methods.

believed that improved management practiceslead to improved productivity.

Three areas of focus:

Task Performance

Supervision

Motivation


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Task PerformanceScientific management incorporates

basic expectations of management,including:

Development of work standards

Selection of workers

Training of workers

Support of workers


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Supervision

Taylor felt that a single supervisorcould not be an expert at all tasks.

As a result, each first-level supervisorshould be responsible only for theworkers who perform a commonfunction familiar to the supervisor.

This came to be known as FunctionalForemanship.


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Motivation

Taylor believed money was the way to

motivate workers to their fullest capabilities.

He advocated a piecework system in whichworkers pay was tied to their output.

Workers who met a standard level ofproduction were paid a standard wagerate.

Workers whose production exceeded thestandard were paid at a higher rate forall of their production output.


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Scientific Management: TheGilbreths

Frank Gilbreth

Specialized in time and motion studies todetermine the most efficient way to

perform tasks.Used motion pictures of bricklayers to

identify work elements such as lifting andgrasping.


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Contd..

Lillian Gilbreth

A strong proponent of better workingconditions as a means of improving

efficiency and productivity.Favored standard days with scheduledlunch breaks and rest periods forworkers.

Strived for removal of unsafe workingconditions and the abolition of childlabor.


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Administrative Management:

Fayol

Henri Fayol (18411925)

First recognized that successfulmanagers had to understand the basic

managerial functions.

Developed a set of 14 general principlesof management.

Fayols managerial functions ofplanning, leading, organizing andcontrolling are routinely used in modern

organizations.


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Table 2.1 Fayols General Principles ofManagement

1. Division of work

2. Authority and responsibility

3. Discipline

4. Unity of command5. Unity of direction

6. Subordination of individual interest to thecommon good

7. Remuneration of personnel

8. Centralization

9. Scalar chain


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Contd..

8. Order

9. Equity

10. Stability11. Initiative

12. Esprit de corps


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Bureaucratic Management

Focuses on the overall organizationalsystem.

Bureaucratic management is basedupon:

Firm rules

Policies and procedures

A fixed hierarchy

A clear division of labor


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Bureaucratic Management:

Weber

Max Weber (18641920)A German sociologist and historian who

envisioned a system of management thatwould be based upon impersonal and

rational behaviorthe approach tomanagement now referred to as

bureaucracy.

Division of labor

Hierarchy of authority

Rules and procedures

Impersonality

Employee selection and promotion


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Figure 2.3 Bureaucratic Hierarchical PowerStructure


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Classical versus Behavioral

Perspective

Focused on

rational behavior

Classical

Perspective

Acknowledged theimportance of human

behavior

Behavioral

Perspective

vs.


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Mary Parker Follett

Concluded that a key to effective

management was coordination.

Felt that managers needed tocoordinate and harmonize group

effort rather than force and coercepeople.

Believed that management is a

continuous, dynamic process.Felt that the best decisions would be

made by people who were closest to

the situation.


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Follett on Effective WorkGroups

Four principles of coordination topromote effective work groups:

1.Coordination requires that people be indirect contact with one another.

2.Coordination is essential during theinitial stages of any endeavor.

3.Coordination must address all factorsand phases of any endeavor.

4.Coordination is a continuous, ongoing

process.


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Elton Mayo

Conducted the famous HawthorneExperiments.

HawthorneEffect

Productivity increased because

attention was paid to the workers inthe experiment.

Phenomenon whereby individual or

group performance is influenced byhuman behavior factors.

His work represents the transition fromscientific management to the early human

relations movement.


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Figure 2.4 Basic Structure of Systems


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Systems Perspective

An approach to problem solving basedon an understanding of the basicstructure of systems.

Environmental interaction

Open systems must interact with the externalenvironment to survive.

Closed systems do not interact with the

environment.

Synergy: when all subsystems worktogether making the whole greater thanthe sum of its parts.


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The Contingency Perspective

A view that proposes that there is noone best approach to managementfor all situations.

Asserts that managers are responsiblefor determining which managerialapproach is likely to be most effective in

a given situation.

This requires managers to identify thekey contingencies in a given situation.


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Figure 2.5 Blending Components into a ContingencyPerspective


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Information Technology and

Management Style Information technology can facilitate

the use of a particular management

style.

Facilitated byadvanced computers

Quantitative/Systems

Perspectives

ClassicalPerspective

Facilitated bycommunications

equipment

2) 3) evolution of management thought

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