2
In the Beginning
After reading the next section, you should be able to:
1. explain the origins of management.
3
Management Ideas and Practice Throughout History
5000 BC5000 BC
4000-2000 BC4000-2000 BC
1800 BC1800 BC
600 BC600 BC
500 BC500 BC
400 BC400 BC
400 BC400 BC
175175
284284
900900
11001100
14181418
14361436
15001500
15251525
SumeriansSumerians
Egyptians Planning, organizing, controlling. Egyptians Planning, organizing, controlling.
HammurabiHammurabi
NebuchadnezzarNebuchadnezzar
Sun TzuSun Tzu
XenophonXenophon
CyrusCyrus
CatoCato
DiocletianDiocletian
AlfarabiAlfarabi
GhazaliGhazali
BarbarigoBarbarigo
VenetiansVenetians
Sir Thomas MoreSir Thomas More
MachiavelliMachiavelli
Record keepingRecord keeping
Plan, organize, control. Written requests.Plan, organize, control. Written requests.
Controls and written documentationControls and written documentation
Wage incentives, production controlWage incentives, production control
StrategyStrategy
Management as a separate artManagement as a separate art
Human relations and motion studyHuman relations and motion study
Job descriptionsJob descriptions
Delegation of authorityDelegation of authority
Listed leadership traitsListed leadership traits
Listed managerial traitsListed managerial traits
Different organizational forms/structuresDifferent organizational forms/structures
Numbering, standardization, interchangeabilityNumbering, standardization, interchangeability
Critical of poor management and leadershipCritical of poor management and leadership
Cohesiveness, power, and leadershipCohesiveness, power, and leadership
4
Why We Need Managers Today
Work in familiesWork in families
Skilled laborersSkilled laborers
Small, self-organizedgroups
Small, self-organizedgroups
Unique, small batchesof production
Unique, small batchesof production
ThenThen
Work in factoriesWork in factories
Specialized,unskilled laborers
Specialized,unskilled laborers
Large factoriesLarge factories
Large standardizedmass production
Large standardizedmass production
NowNow
1.21.2
5
The Evolution of Management
After reading the next four sections, you should be able to:
2. explain the history of scientific management.
3. discuss the history of bureaucratic and administrative management.
4. explain the history of human relations management.
5. discuss the history of operations, information systems, and contingency management.
6
The History of Scientific Management
22
Scientific Management
Studies and tests methods to identifythe best, most efficient ways
Scientific Management
Studies and tests methods to identifythe best, most efficient ways
“Seat-of-the Pants” Management
No standardization of procedures
No follow-up on improvements
“Seat-of-the Pants” Management
No standardization of procedures
No follow-up on improvements
7
Frederick W. TaylorFrederick Taylor is known today as the "father of scientific management." One of his many contributions to modern management is the common practice of giving employees rest breaks throughout the day.
Frederick W. Taylor, 1856-19152.22.2
8
Taylor’s Four Management Principles
2.12.1
Develop a science for each element of a man’s work,which replaces the old rule-of-thumb method.
Develop a science for each element of a man’s work,which replaces the old rule-of-thumb method.
Scientifically select and then train, teach, and develop the workman.
Scientifically select and then train, teach, and develop the workman.
Cooperate with the men to insure all work is done inaccordance with the principles of the science.
Cooperate with the men to insure all work is done inaccordance with the principles of the science.
There is almost equal division of the work and theresponsibility between management and workmen.
There is almost equal division of the work and theresponsibility between management and workmen.
9
Frank & Lillian Gilbreth
2.22.2
Frank and Lillian Gilbreth were prolific researchers and often used their family as guinea pigs. Their work is the subject of Cheaper by the Dozen, written by their son and daughter.
10
Motion Studies: Frank & Lillian Gilbreth
2.22.2
Time Study
Timing how long it takes good workers to complete each part of their jobs.
Motion Study
Breaking each task into its separatemotions and then eliminating those that are unnecessary or repetitive.
12
The History of
Bureaucratic Management
3.13.1
Bureaucracy
The exercise of control on the basis ofknowledge, expertise, or experience.
Max Weber, 1864-1920
13
The Aim of Bureaucracy
3.13.1
1. Qualification-based hiring1. Qualification-based hiring
2. Merit-based promotion2. Merit-based promotion
3. Chain of command3. Chain of command
4. Division of labor4. Division of labor
5. Impartial application of rules and procedures5. Impartial application of rules and procedures
6. Recorded in writing6. Recorded in writing
7. Managers separate from owners7. Managers separate from owners
14
Administrative Management: Henri Fayol
3.23.2
1. Division of work1. Division of work
2. Authority and responsibility
2. Authority and responsibility
3. Discipline3. Discipline
4. Unity of command4. Unity of command
5. Unity of direction 5. Unity of direction
6. Subordination ofindividual interests
6. Subordination ofindividual interests
7. Remuneration7. Remuneration
8. Centralization8. Centralization
9. Scalar chain9. Scalar chain
10. Order10. Order
11. Equity11. Equity
12. Stability of tenure of personnel
12. Stability of tenure of personnel
13. Initiative13. Initiative
14. Esprit de corps14. Esprit de corps
15
44
The History of
Human Relations Management
Efficiency alone is not enough to produce organizational success.
Success also depends on treating workers well.
16
Mary Parker Follett
Mary Parker Follett, 1868-1933
Mary Parker Follett. Her many contributions to
modern management include the ideas of negotiation, conflict resolution, and power sharing.
4.14.1
17
4.14.1
Constructive Conflict and Coordination: Mary Parker Follett
Dealing withConflict
Dealing withConflict CompromiseCompromise
DominationDomination
IntegrationIntegration
18
4.14.1
Constructive Conflict and Coordination: Mary Parker Follett
1. Coordination as reciprocal relating all the factors in a situation
2. Coordination by direct contact of theresponsible people concerned
3. Coordination in the early stages
4. Coordination as a continuing process
1. Coordination as reciprocal relating all the factors in a situation
2. Coordination by direct contact of theresponsible people concerned
3. Coordination in the early stages
4. Coordination as a continuing process
Fundamental Principals of Organizations
19
4.24.2
Hawthorne Studies: Elton Mayo• Workers’ feelings and
attitudes affected their work
• Financial incentives weren’t the most important motivator for workers
• Group norms and behavior play a critical role in behavior at workWestern Electric. Women in the Relay
Assembly Test Room, ca. 1930
20
Cooperation and Acceptance of Authority: Chester Barnard
Managers can gain cooperation by:
Securing essential services from individuals Unifying people by clearly formulating an
organization’s purpose and objectives Providing a system of effective communication
4.34.3
21
4.34.3
Cooperation and Acceptance of Authority: Chester Barnard
People will be indifferent to managerial directives if they…
are understood are consistent with the purpose of the
organization are compatible with the people’s personal
interests can actually be carried out by those people
22
55
Operations, Information, Systems, and Contingency Management
Information ManagementInformation Management
Operations ManagementOperations Management
Contingency ManagementContingency Management
Systems ManagementSystems Management
23
5.15.1
Operations Management Tools
Quality controlQuality control
Forecasting techniquesForecasting techniques
Capacity planningCapacity planning
Productivity measurement and improvement Productivity measurement and improvement
Linear programmingLinear programming
Scheduling systemsScheduling systems
Inventory systemsInventory systems
Work measurement techniquesWork measurement techniques
Project managementProject management
Cost-benefit analysisCost-benefit analysis
25
Contingency Management
Contingency Approach
Holds that the most effective managementtheory or idea depends on the kinds ofproblems or situations that managers arefacing at a particular time and place.
5.45.4
26
Contingency Management
• Management is harder than it looks• Managers need to look for key
contingencies that differentiate today’s situation from yesterday’s situation
• Managers need to spend more time analyzing problems before taking action
• Pay attention to qualifying phrases, such as “usually”
5.45.4