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BOH4M

CHAPTER 2 Management Learning Past

To Present

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CHAPTER OVERVIEWWhat can be learned from

classical management thinking?What are the insights of the

behavioural management approaches?

What are the foundations of modern management thinking?

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Classical Management ApproachesSCIENTIFIC MANAGEMENT –

emphasizes careful selection and training of workers and supervisory support.

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Administrative Principles Division of labour Authority Discipline Unity of command Subordination of Individual Interests Remuneration Centralization Scalar Chain Order Equity Personnel Tenure Initiative Esprit de corps

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Classical Management ApproachesBUREAUCRACY – rational and

efficient form of organization founded on logic, order and legitimate authority

Classical Management – Bureaucratic organizations

Characteristics of bureaucratic organizations:◦ Clear division of

labour◦ Clear hierarchy of

authority◦ Formal rules and

procedures◦ Impersonality◦ Careers based on

merit

Possible disadvantages of bureaucracy:◦ Excessive paperwork

or “red tape”◦ Slowness in handling

problems◦ Rigidity in the face of

shifting needs◦ Resistance to change◦ Employee apathy

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BEHAVIOURAL MANAGEMENT APPROACHES

Figure 2.2 Foundations in the behavioral or human resource approaches to management

Figure 2.3 Maslow’s hierarchy of human needs.

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BEHAVIOURAL MANAGEMENT APPROACHES McGregor’s

Theory X assumes that workers:• Dislike work• Lack ambition• Are irresponsible• Resist change• Prefer to be led

McGregor’s Theory Y assumes that workers are:• Willing to work• Capable of self control• Willing to accept

responsibility• Imaginative and

creative• Capable of self-

direction

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MODERN MANAGEMENT FOUNDATIONS

◦ Quantitative analysis and tools

◦ Systems view of organizations

◦ Contingency thinking

◦ Commitment to quality

◦ Learning organizations

◦ Evidence-based management

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MODERN MANAGEMENT FOUNDATIONS 21st Century Manager

• Managers have to excel as never before to meet the expectations held of them and of the organization they lead.

Attributes of a 21st Century Manager• Global strategist – understanding the

interconnections among nations, cultures and economies

• Master of technology – comfortable with information technology

• Inspiring leader – attracting and motivating workers to achieve high-performance culture

• Model of ethical behaviour – acting ethically in all ways

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REVIEW: MANAGEMENT LEARNING PAST TO PRESENTShould Weber’s notion of the

ideal bureaucracy be scrapped, or is it still relevant today?

How can a manager, even today, benefit from the Maslow’s needs theory

Can system and subsystem dynamics describe performance problems for an organization in your community?