ch 2 triditional and contemprary issues and challenges

8/9/2019 Ch 2 Triditional and Contemprary Issues and Challenges

1/39

1

The evolution of management

thought

Evolution:

The gradual development over many years

Theory:

A set of statements or principles devised to explaina group of facts or phenomena, especially one that

has been repeatedly tested or is widely acceptedand can be used to make predictions about naturalphenomena.


2/39

2

The evolution of management

thought

Why do we study ManagementTheory?

Why do we study Management

History?


3/39

3

Forces that shaped

Management thoughts

Social forces

Economic forces

Political forces

Technological forces


4/39

4

The Practice of Management Can Be

Traced Back Thousands of Years

The Egyptians used management

functions of planning, organizing, andcontrolling when they constructed thepyramids.


5/39

5


6/39

6

100,000 workers for 20 years for a

single pyramid who told eachworkers what to do and make

sure they do it right?


7/39

7

Great Wall of China:


8/39

8


9/39


10/39

10

Early Management Pioneers

Robert Owen (1771-1858)

Charles Babbage (1792-1871)

Andrew Ure


11/39

11

Major Approaches to

Management

Classical Management Perspective

Behavioral Perspective

The Quantitative Perspective

Systems Perspective The Contingency Perspective


12/39

12

Major Approaches toManagement


13/39

13

Classical Management

PerspectiveEmerged during the early years of

the twentieth century

Include two different approaches

1. Scientific Management2. Administrative Management


14/39

14

Scientific Management Concerned with improving the

performance of individual workers.

Fredrick W. TaylorThe father of scientific managementPrinciples of Scientific Management

(1911) Frederick Taylor developed the system,

which he believed would lead to a more

efficient and productive work force.


15/39

15

Figure 2.2: Steps in Scientific

Management


16/39

16

Administrative

Management Whereas scientific management deals

with the jobs of individual employees,administrative management focuses onmanaging the total organization.

Administrative management laid thefoundation for later development in

management theory. It is more appropriate for stable and

simple organizations than for todaysdynamic and complex organizations.


17/39

17

Contributors to

Administrative Management

Henri Fayol

Max Weber Lyndall Uriwch

Chester Barnard


18/39

18

Exhibit 2.3Exhibit 2.3

Fayols 14 Principles of

Management1. Division of work.

2. Authority.

3. Discipline.

4. Unity of command.

5. Unity of direction.

6. Subordination of

individual interest to

the interests of the

organization.

7. Remuneration.

8. Centralization.

9. Scalar chain.

10. Order.

11. Equity.

12. Stability of tenureof personnel.

13. Initiative.

14. Esprit de corps.


19/39

19


20/39

20

The Behavioral Management

Perspective Unlike the classical management

perspective, the behavioral

management perspective placedmore emphasis on individualattitudes and behaviors and ongroup processes and recognized theimportance of behavioral processesin the work place.


21/39

21

The Human Relations

Movement Proposed that workers respond

primarily to the social context of theworkplace, including socialconditioning, group norms, andinterpersonal dynamics.

Managers Concern for workers wouldlead to increased satisfaction, which

would in turn result in improvedperformance Maslows hierarchy theory Gregors theory X and theory Y


22/39

22

Theory X Assumptions:

Employees dislikework.

Employees areirresponsible.

Employees lackambition.

Employees resistchange.


23/39

23

Theory Y Assumptions:

Employees are willing to

work. Employees are self

directed.

They acceptresponsibility.

Employees are creative.

They are self-controlled.


24/39

24

Organizational Behavior

The study of the actions of people atwork; people are the most important

asset of an organization Human behavior in organizations is

complex.

The field of organizational behaviordraws from a broad, interdisciplinarybase of psychology, sociology,anthropology, economics, and medicine.


25/39

25

Organizational Behavior

Job satisfaction, stress,

motivation, leadership, groupdynamics, organization politics,interpersonal conflicts, structureand design of organization,


26/39


27/39

27

Two Branches of Quantitative

Management PerspectiveManagement Science

Operations Management

Management Science focusesspecifically on the development ofmathematical models.

Operations Management concernedwith helping the organization moreeffectively produce its products and

services.


28/39

28


29/39

29

Exhibit 2.6Exhibit 2.6

The Organization as an Open

System


30/39

30

Understanding a System

System: an interrelated set of elementsfunctioning as a whole.

Types of Systems: Open System: an organizational system that

interacts with its environment.

Closed System: an organizational systemthat does not interact with its environment.

Subsystem: a system within a broadersystem.


31/39

31

Implications of the

Systems Approach Coordination of the organizations parts

is essential for proper functioning of

the entire organization.

Decisions and actions taken in one areaof the organization will have an effect

in other areas of the organization.

Organizations are not self-containedand, therefore, must adapt to changes

in their external environment.


32/39

32

The Contingency Approach

Also sometimes called the situational

approach. There is no one universally applicable

set of management principles (rules)by which to manage organizations.

Organizations are individuallydifferent, face different situations(contingency variables), and requiredifferent ways of managing.


33/39

33

Integrating Perspectives for

Managers

A complete understanding ofmanagement requires anappreciation of, classical, behavioral,and quantitative approaches.

The systems and contingencyperspectives can help managersintegrate the three approaches andenlarge understanding of all three.


34/39

34

Current Trends and Issues Globalization

Ethics

Workforce Diversity

E-business

Knowledge Management Learning Organizations

Quality Management


35/39


36/39

36

Current Trends and Issues

(contd)

Workforce Diversity

Increasing heterogeneity in the workforce More gender, minority, ethnic, and other

forms of diversity in employees

Aging workforce

Older employees who work longer and do notretire

The increased costs of public and private

benefits for older workers


37/39

37


(contd)

E-Business (Electronic Business)

The work preformed by anorganization using electroniclinkages to its key constituencies


38/39


39/39

39


(contd)

Quality Management

A philosophy of managementdriven by continual improvementin the quality of work processesand responding to customer

needs and expectations

Quality is not directly related tocost

ch 2 triditional and contemprary issues and challenges

Documents