approcahes to mangemnet- course advance management

7/27/2019 Approcahes to Mangemnet- Course Advance management

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Class lectures on Approaches to management

Prof. A. Akkas

A number of experts offered ideas which became the

basis for the development of management as a field of

knowledge.There are many approaches to management.Classical viewpoint. The classical era covered the

period from about 1900 to the mid 1930s.

It is a perspective on management that emphasizes

finding ways to manage work and organization more

efficiently.


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Classical approach It highlights the need for a scientific approach to

management.

Emphasizes the potential importance of pay as a

motivator.

Classical viewpoint is made up of three

approaches-

Scientific management, Administrative management and

Bureaucratic management.


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Scientific management

Scientific management is an approach that

emphasizes the scientific study of work

methods in order to improve worker efficiency.

It concerned with physical efficiency of

individual worker.

Its main objective was improving economic efficiency

especially labor productivity. . It was one of theearliest attempts to apply science to engineering

process and to management.


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F. W. Taylor was the father scientific

management. His main concern was to increase efficiency inproduction.

He writes a book titles principles of Scientificmanagement.

F. W. Taylor observed that workers weresuffering a problem, what he called soldiering.Taylor observed that the problem of productivitywas a matter of ignorance on the part of both

management and workers. Productivity is the answer to both higher wages

and higher profit


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Scientific management

Soldiering is deliberately working less than full capacity.

Workers feared that increasing productivity would cause

them or other workers to lose jobs.

Workers feared that increasing productivity would cause

them or other workers to lose jobs. Faulty wage systems

set up by management encouraged workers to operate at a

slow pace.

Taylor believed that managers could resolve the soldiering

problem by developing a science of management based on

the four principles summarized below:


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S. Management

- Scientifically study each part of a task and develop

the best method for doing the task.

- Carefully select workers and train them to perform

the task by using the scientifically developed

method.

- Cooperate fully with workers to ensure that they use

the proper method.


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S. management

- Divide work and responsibility so that

management is responsible for planning

work methods and workers are responsible

for executing the work accordingly.- Taylor developed time and motion study to

find out best way to do the job. To motivate

workers Taylor favored incentive wage plan.


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- Taylor advocated the use of wage incentive plans to

solve the problem of wage system that encouraged

soldiering.

- Taylor was able to define the one best way for doing

each job.


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Lillian writes a book named the psychology of

Management.

She argues that the purpose of of scientific is to helppeople reach their maximum potential by developing their

skills and abilities.

She was the first women to gain prominence as a major

contributor to the development of management as science.


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Administrative management

It is an approach that focuses on principles that can b used

b managers to coordinate the internal activities of

organizations.

Henri fayol and C.I. Barnard were the main contributors to

this school.

A manager must have some skills in order to be effective

and these skills can be taught through training and

education.. He believed that management was a distinct

skill. Management was an activity common to all human

undertakings.


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Fayol wrote a book titles General and Industrial

management.

He identified that there were six types of industrialactivities. These are: technical, commercial,

financial, security, accounting and managerial

Managerial activity. There are five managerial

functions such as planing, organizing,

commanding, coordinating and controlling.


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Fayol also developed 14 principles of

management. These are:

division of work, authority,

discipline,

unity of command, unity of direction,

subordination of individual to general interest.


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remuneration,

centralization,

scalar chain, order,

Equity. Treat people with justice and kindness.

Stability of personnel tenure.

Initiative. Encourage and develop subordinate initiative to the

fullest.

Esprit de corps. Unity is strength.


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Managers must be able to give orders.

Employees must obey rules and regulations of the

organization.

Unity of command. Every employee should

receive orders from only one superior.

Unity of direction. Each group of organizationalactivities that have same objective should be

directed by on manager using one plan.


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C.I Barnard

His classic book named The functions of theExecutive, published in 1938.

His main contribution is Acceptance theory

of authority.

It is a theory that argues that authority doesnot depend as much on persons of authority

who give orders as the on the willingness tocomply who receive orders.

It is employee who decides whether or not toaccept orders and directions from above.


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acceptance theory of authority

A managers authority rests on his or her subordinates

acceptance of his or her right to give orders and to expectsubordinate's compliance with them.

Barnard disagreed with the classical view that authoritytranscends from top to bottomHe said that authority

transcends from bottom to top i.e. it is delegated upwardsAuthority does not depend on commands, but on areciprocal relationship; a communication becomesauthoritative by virtue of its acceptance by a contributor.Thus AUTHORITY DEPENDS ONCOMMUNICATION
http://businessdictionary.com/definition/accepted-draft.html


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According to acceptance theory of authority, authority arises onlywhen the orders are accepted by the subordinates. Authority flows tomanager through acceptance of his orders by the subordinates.

There will be no authority if the subordinates do not accept his orders.When the subordinates accept the order of the supervisor because ofhis personality, it is called charismatic theory of authority. Asubordinate accepts authority because of the, following reasons:

(a) The subordinate expect some reward by accepting authority.

(b) The subordinate wants to avoid disciplinary actions.

(c) The subordinate believes that authority is legitimate

(d) The subordinates regard the age and experience of the manager.

Acceptance theory of authority is subject to criticism because it isunreal and gives too much emphasis on subordinates.
http://statcounter.com/vbulletin/http://statcounter.com/vbulletin/


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Bureaucratic management

Bureaucratic management is an approach thatemphasizes the need for organizations to operate

in a rational manner rather than relying on the

arbitrary whims of owners and managers.

Max Weber is the father of this approach.

He described an ideal types organization that he

called a bureaucracy.


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Bureaucratic management

Characteristics of Weber's bureaucracy:

Specialization of labor. Jobs are broken down into

routine and well defined tasks so that membersknow what is expected of them and can becomeextremely competent at their particular subset oftasks.

Formal rules and procedures. Written rules andprocedures specify the behaviors of desired frommembers facilitate coordination and ensureuniformity.


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Impersonality. Rules and sanctions applied

uniformly regardless of individual personalities.

Well defined hierarchy. Multiple levels ofpositions, with carefully determined reporting

relationships among levels, provide supervision of

lower offices by higher ones.

Career advancement based on merit. Selection and

promotion is based on the qualifications and

performance of members.


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Behavioral viewpoint The people side of organization .

It is a perspective on management that emphasizesthe importance of attempting to understand the

various factors that affect human behavior inorganizations.

Hawthorne studies. A group of studies conducted atthe Hawthorne plant of the Western Electric

company during the late 1920s and early 1930s tofind out the impact of illumination on productivity.

The findings led to develop the human relationsview of management.


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Hawthorne studies

Productivity was improved when lighting was

either increased or decreased.

Mayo found that productivity improvement wasdue to such factors as morale, satisfactory

interrelationships members of the group, group

sentiments, employee oriented management style.

Humans are social, not only economic. Money

was less a factor in determining output


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Human relations movement

More emphasis on human relation and motivation

for improving productivity.

Emphasis on building collaborative andcooperative relationships between supervisors and

workers.

Managers must have social skills.

They must know how to make workers feel more

satisfied with their jobs.Abraham Maslow and

Douglas Mcgregor were the main contributors.


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Behavioral Approach

This approach emphasizes scientific research as

the basis for developing theories about human

behavior in organizations that can be used toestablish practical guidelines for managers.

It draws on findings from a variety of disciplines

such as management, psychology, sociology,

anthropology, and economics.


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Operation approach

Draws together concepts, principles,

techniques and knowledge from other fields

and and managerial approaches. The attempt is to develop science and

theory with practical application.


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Management information

systems It is the field of management that focuses on

designing and implementing computer based

systems for use by management. Such systems turn raw data into information that is

useful to various levels of management.


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Contingency or situational

approach

Managerial practices depend on circumstances or

situations. A contingency theory is a viewpoint that argues

that appropriate managerial action depends on the

particular parameters of the situation.

There is no one best approach to solve a problem.


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Mckinseys 7-S framework The seven Ss are

Strategy. Structure. Organization structure and authority and

responsibility relationship.

Systems

Styles. The way management behaves and collectivelyspends its time to attain organizational goals.

Staff

Shared values. Values shared by the members of

organization.

Skills


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Empirical or case approach

Studies experience through cases.

Identifies successes and failures.


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Management Science

Management science is an approach aimed at

increasing decisions effectiveness through the use

of sophisticated mathematical models andstatistical methods.


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System approach

Organizations are viewed as open systems consists of

many subsystems.

A system is a set of interrelated parts that operate as a

whole in pursuit of common goals. According the system

approach,an organizational system has four components

such as inputs, transformation process, output and

feedback.

Recognizes importance eof studying inter-relatedness ofplanning, organizing, and controlling in an organization as

well as the many subsystems.


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Japanese management

It is an approach that focus on aspects of management in

Japan that may be appropriate for adoption in other

countries.

Japanese management is becoming popular because of the

recent admirable success of Japanese companies.


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Theory Z

Theory Z has been developed by William Ouchi. It adapts the elements of effective Japanese management

systems to U.S. culture.

It is a concept that combines positive aspects of American

and Japanese management into a modified approach aimedat increasing US managerial effectiveness.

The main features of theory Z are: life time employment,

individual responsibility, concern for total person, informal

control system, consensus decision making, slower rates of

promotion.


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Total quality control

TQM is an approach that highlights collectiveresponsibility for product and service quality and

encouraging people to work together to improve

quality.

The aim of TQM is to achieve zero defects. Deming and Juran helped Japanese companies in

TQM efforts.

Japanese companies established Deming prize, anannual award for excellence in quality control.


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A management Theory Jungle

Concluding remarks

Management means many things to many people. Many

writers have contributed to the development of

management thought.

The variety of approaches to management analysis has

resulted in much confusion as to what management is,

what management theory and science is and how

managerial events should be analyzed.

Koontz called this situation the management theory

jungle

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