Principles of management
Week 1 Management: • Conceptualizations • Jobs • Functions • Roles • Skills History of management thought • Overview • Pre-classical contributions • Scientific approach • Bureaucratic approach • Human relations approach • Contingency approach
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Management Conceptualizations
Management is about
• Getting work done through others
• Getting work done with minimal effort, expense or waste –
efficiency
• Accomplishing tasks to fulfil organizational objectives -
effectiveness
• Contributing the organizations’ success
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Management jobs
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Management Functions – Taylor (the rational approach)
• Determining organizational goals and a means for achieving them
Planning
• Deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom
Organizing
• Inspiring and motivating workers to work hard to achieve organizational goals
Leading
• Monitoring progress toward goal achievement and taking corrective action when needed
Controlling
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Management Roles - Minzberg (the non-rational approach)
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• Managers perform ceremonial duties
Figurehead role
• Managers motivate and encourage workers to accomplish organizational objectives
Leader role
• Managers deal with people outside their units
Liaison role
Management Roles - Minzberg
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• Managers scan their environment for information
Monitor role
• Managers share collected information with their subordinates and others in the company
Disseminator role
• Managers share information with people outside their departments or companies
Spokesperson role
Management Roles - Minzberg
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• Managers adapt themselves, their subordinates, and their units to change
Entrepreneur role
• Managers respond to pressures and problems that demand immediate attention and action
Disturbance handler role
• Managers decide who gets what resources and in what amounts
Resource allocator role
• Managers negotiate schedules, projects, resources, goals, outcomes, and employee raises
Negotiator role
Management Skills
Technical skills: Specialized procedures, techniques, and knowledge required to get the job done; essential for team leaders and low-level managers Human skills: Ability to work well with others; essential at all levels of management
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Management Skills
Conceptual skills: Ability to: • See the organization as a whole • Understand how the different parts affect each other • Recognize how the company fits into or is affected by its
environment Motivation to manage: Degree of enthusiasm about managing the work of others Explore Online 1; Online 2
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History of Management Thought Classical approaches Scientific approach
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Taylor, Frederick (1856-1915)
• Developed four principles of scientific management i.e.
thoroughly studying and testing different work methods to
identify the most efficient way to complete a job
• Introduced time study i.e. timing how long it takes workers to
complete each part of their jobs
History of Management Thought Classical approaches Scientific approach
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Taylor, Frederick
Principles of scientific management
History of Management Thought Classical approaches
Bureaucratic approach
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Max Weber (1864-1920)
• Devised seven elements that characterize bureaucracies
• Helped improve organizational functioning
• Fairness replaced favouritism
• Goal of efficiency replaced goal of personal gain
• Logical rules replaced arbitrary decision making
History of Management Thought Classical approaches Scientific approach
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Henry Gantt (1861-1919)
Developed the Gantt chart which indicates what tasks must be
completed at which times in order to complete a project
History of Management Thought Classical approaches
Bureaucratic approach
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Max Weber
Bureaucracy: Exercise of control on the basis of knowledge,
expertise, or experience; characteristic elements:
Qualification-based hiring
Merit-based promotion
Chain of command
Division of labor Impartial application
of rules and procedures
Recorded in writing
Managers separate from owners
History of Management Thought Classical approaches Scientific approach
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Frank Gilbreth (1868-1924)
Employed motion study to simplify work and improve
productivity i.e. breaking each task or job into its separate
motions and then eliminating those that are unnecessary or
repetitive
History of Management Thought Classical approaches Scientific approach
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Frank Gilbreth
Motion study
History of Management Thought Classical approaches
Administrative approach
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Henry Fayol (1841-1925)
Principles of management
• Division of work
• Authority and responsibility
• Discipline
• Unity of command
• Unity of direction
• Subordination of individual interests to the general interests
• Remuneration
• Centralization
• Scalar chain
• Order
• Equity
• Stability of tenure of personnel
• Initiative
• Esprit de corps
History of Management Thought Behavioral (human relations) approaches
Group influences
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Mary Parker Follett (1868-1933)
Integrative conflict resolution: Approach to dealing with conflict
in which both parties indicate their preferences . It involves
working together to find an alternative that meets the needs of
both parties
History of Management Thought Behavioral (human relations) approaches
Group influences
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Elton Mayo (1880-1949)
Hawthorne Studies helped understand the effect of group
interactions, employee satisfaction, and group dynamics on
individual and group performance
History of Management Thought Behavioral (human relations) approaches
Group influences
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Chester Barnard (1886-1961)
• Proposed a comprehensive theory of cooperation in formal
organizations
• Stated that willingness to cooperate depends on perception
and acceptance of executive authority
History of Management Thought Quantitative approaches Operations management
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Eli Whitney (1765-1825), private gun contractor
• Introduced the concept of manufacturing using
standardized, interchangeable parts
Gaspard Monge (1746-1818)
• Explained techniques for drawing three-dimensional
objects that aided in making standardized, interchangeable
parts
Ranson Eli Ods (1864-1950)
• Invented hand-to-mouth inventories that are similar to just-
in-time inventory systems
History of Management Thought Modern integrative approaches
Systems approach
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• System: Set of interrelated elements or parts that function as
a whole
• Subsystems: Smaller systems that operate within the context
of a larger system
• Types of systems
• Closed systems: Sustain themselves without interacting
with their environments
• Open systems: Sustain themselves only by interacting with
their environments
History of Management Thought Modern integrative approaches
Systems approach
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History of Management Thought Modern integrative approaches
Contingency approach
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• Holds that there are no universal management theories:
effective management theory depends on the kinds of
problems that managers are facing at a particular time and
place
• Practical implications
• Management is harder than it looks
• Managers must lookout for key contingencies that
differentiate today’s situation from yesterday’s
History of Management Thought
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