foundations of management chapter 2. classic theories 1. scientific management one best way...
TRANSCRIPT
Foundations of Management
Chapter 2
Classic Theories
1. Scientific Management One best way Efficiency is key Focus on individual
workers Taylor, Gilbreath (tools,
motions)
Gantt (quotas, bonuses)
2. General Administrative Theories Perspective of the entire
organization What are good
management practices Fayol, Weber
Administrative Theories
Fayol’s 5 functions of ManagementPlanningOrganizingCommandingCoordinatingControlling
Plus 14 principles…see text pg 22
Administrative Theories - Fayol
Division of labor
Authority
Discipline
Unity of command
Unity of direction
Subordination of individual interests
Remuneration
Centralization
Scalar chain of command
Order
Equity
Retain employees
Encourage initiative
Esprit de Corps
Administrative Theories - Weber
BureaucracyDivision of labor - divided in routine tasks
Authority hierarchy – strict subordination
Formal selection – based on qualifications & examinations
Formal rules & regulations – strict adherence, regulate ee’s Impersonality – follow rules to avoid personal preference of ee’s
Career orientation – work for money & a career
Quiz
Behavioral Theories
Looks at “why” people do things rather than “how” people do things (Classical)
Embraces the study of sociology and psychology
Attempts to understand human and employee behavior
Behavioral Theories
Elton Mayo Western Electric Hawthorn Studies (Cicero)
Control & experimental groups with illumination levels
Both groups increased regardless of light level
Behavioral Theories
Hawthorn Studies findingsFinancial incentives did not increase
productivity. Attention was far more motivating
Worked harder if they thought mgrs were concerned about them
Work norms drive productivity by establishing what is a fair days work
Social environment made monotonous work more palatable
Behavioral Theories
Mary Parker FollettSaw org as people & not productionMgrs should use skills to lead & not orderWorkers need to be given responsibilityMgrs should actually receive training in mgt
Work ignored for decades
Human Relations Era
People oriented approach to management
Looks at interaction of people & impact on org
Goal: enhance organizational success by building appropriate relationships among employees
Human Relations Era
Maslow’s hierarchy
Herzberg’s Motivation-Hygiene theoryThere are satisfiers (motivators) &
dissatisfiers (hygiene factors) that impact feelings toward the environment
Human Relations Era
Hygiene Factors MotivatorsCan lead to dissatisfaction: Leads to satisfaction:
Policies Recognition
Working conditions Growth on the job
Relationship with supervisors Advancement
Supervision received on the job Interesting work
Salary Responsibility
Contemporary TheoriesBest practices (Mintzberg, Peters, Covey, Drucker) Orgs need clearly defined values Vision Customer driven Recognize ee’s Collaboration among ee’s Treat ee’s as valuable assets Continually train & invest in ee’s Freedom to take risks Trust, honesty, integrity
Leadership Theories
4 generations of leadership
Trait theoriesCertain traits are inherent to leaders
Behavioral theoriesBehaviors leaders exhibitLeadership born not learned
4 generations of leadership
Contingency/situational theoriesContingency – leadership style changesSituational– leader changes
Contemporary viewscharismatic, transactional,
transformational, & Kouzes & Posner…
5 PracticesModel the way Set the example Have common values Working side by side
Inspire a shared vision Dreams & visions of what could be Get others to understand & buy into that vision
5 Practices
Challenge the processSearch for opportunities to innovate, grow
& improve
Recognize good ideas & challenge the system to get them done
Encourage risk taking
5 Practices
Enable others to actLeadership is a team effortFoster collaborationMake it possible for others
to do good workEmpowerment
5 Practices
Encourage the heartRecognize accomplishmentsCelebrate achievements
Top Leadership QualitiesCharacteristicCharacteristic 20072007 20022002 19951995 19871987
HonestHonest 8989 8888 8888 8383
Forward LookingForward Looking 7171 7171 7575 6262
InspiringInspiring 6969 6565 6868 5858
CompetentCompetent 6868 6666 6363 6767
IntelligentIntelligent 4848 4747 4040 4343
Fair-mindedFair-minded 3939 4242 4949 4040
Staight forwardStaight forward 3636 3434 3333 3434
Broad-mindedBroad-minded 3535 4040 4040 3737
% responding N=75,000
List Qualities
Good manager/leader:
Poor manager/leader: