pm2 currentmanagement yesterday and today

7/25/2019 PM2 CurrentMANAGEMENT YESTERDAY AND TODAY

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Chapter 2

MANAGEMENT

YESTERDAYAND TODAY

Prentice Hall, 2002 2-2- 11


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You should learn to:

Discuss managements relationship to otheracademic ields o stud! E"plain the #alue o stud!ing management histor!

$denti ! some ma%or pre&t'entieth&centur!contri(utions to management Summari)e the contri(utions o the scienti ic

management ad#ocates Descri(e the contri(utions o the general

administrati#e theorists

*earning O(%ecti#es



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*earning O(%ecti#es +cont ,-You should learn to:

Summari)e the .uantitati#e approach tomanagement Descri(e the contri(utions o the earl!

organi)ational (eha#ior ad#ocates E"plain the importance o the /a'thorne Studies

to management Descri(e the e ects o : glo(ali)ation0 'or1 orce

di#ersit!0 entrepreneurship0 e&(usiness0 le"i(ilit!and inno#ation0 .ualit! management0 learningorgani)ations0 and 'or1place spiritualit!



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Managements 2onnection To Other 3ieldsAcademic Disciplines that A ected Management

Anthropology & 'or1 on cultures and socialen#ironments

Economics & concern a(out the allocation anddistri(ution o scarce resources

Philosophy & e"amines the nature o things Political science & e ect o political en#ironment on

indi#iduals and groups Psychology & see1s to measure0 e"plain0 and change

human (eha#ior Sociology & studies people in relation to their ello'

human (eings



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De#elopment O Ma%or Management Theories

HistoricalBackground Scientific

anage!ent"eneral

#d!inistrati$e

%heorists

&uantitati$e#pproach

Management Theories

'ndustrial(e$olution

#da! S!ith

)arl* #d$ocates

Ha+thorne Studies

rgani ationalBeha$ior

Prentice Hall, 2002 2-2- ..

)arl* )/a!plesof anage!ent


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/istorical 4ac1ground O ManagementOrgani)ations /a#e E"isted or Thousands o Years

testi ies to the e"istence o earl! management practice5 a(ilit! to create the 6!ramids0 Great 7all o 2hina

Signi icant 6re&T'entieth&2entur! E#ents

Wealth of Nations & Adam Smith5 division of labor & (rea1do'n o %o(s into narro' and

repetiti#e tas1s increased producti#it! Industrial Revolution

5 su(stitution o machine po'er or human po'er 5 large organi)ations re.uired ormal management

Prentice Hall, 2002 2-2-


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Scienti ic Management3,7, Ta!lor & 6rinciples o Scienti ic Management

use o scienti ic methods to de ine the 8one (est 'a!9 ora %o( to (e done

perspecti#e o impro#ing the producti#it! and e icienc!o manual 'or1ers

applied the scienti ic method to shop loor %o(s3ran1 and *illian Gil(reth

use o motion pictures to stud! hand&and&(od!mo#ements

microchronometer therbligs & classi ication s!stem or ; (asic hand

motions



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ER 6R$N2$6*ES O3 MANAGEMENT



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General Administrati#e Theorists/enri 3a!ol

concerned 'ith ma1ing the o#erall organi)ation moree ecti#e

de#eloped theories o 'hat constituted goodmanagement practice5 proposed a uni#ersal set o management unctions5 pu(lished principles of management

undamental0 teacha(le rules o management



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E


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General Administrati#e Theorists +cont,-Ma" 7e(er

de#eloped a theor! o authorit! structures and relations Bureaucracy & ideal t!pe o organi)ation5di#ision o la(or

5clearl! de ined hierarch!5detailed rules and regulations5 impersonal relationships



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EREA>2RA2Y



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uantitati#e Approach To ManagementOperations Research +Management Science-

use o .uantitati#e techni.ues to impro#e decision ma1ing5applications o statistics5optimi)ation models5computer simulations o management acti#ities

Linear programming & impro#es resource allocation decisions ritical!path scheduling analysis & impro#es 'or1 scheduling



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To'ard >nderstanding Organi)ational 4eha#ior Organi)ational 4eha#ior

stud! o the actions o people at 'or1

earl! ad#ocates5 late BCCs and earl! CCs5 (elie#ed that people 'ere the most important asset o the organi)ation5 ideas pro#ided the (asis or a #ariet! o human resource management programs

emplo!ee selection emplo!ee moti#ation



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/a'thorne Studies started in =@ at 7estern Electric 2ompan!

5 (egan 'ith illumination studies5 intensit! o illumination not related to producti#it!

Elton "ayo & studies o %o( design

5re#ealed the importance o social norms as determinants oindi#idual 'or1 (eha#ior

changed the dominant #ie' that emplo!ees 'ere no di erentrom an! other machines

Organi)ational 4eha#ior +cont,-



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2urrent Trends And $ssuesGlo(ali)ation

all organi)ations are aced 'ith the opportunities andchallenges o operating in a glo(al mar1et

5 no longer constrained (! national (orders

7or1 orce Di#ersit! heterogeneous 'or1 orce in terms o gender0 race0

ethnicit!0 and age5 'or1 orce is getting older 5 Asians and /ispanics are an increasingl! large percentage o 'or1 orce

# melting pot$ approach #ersus celebration ofdifferences



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2urrent Trends And $ssues +cont,-Entrepreneurship

three important themes5 pursuit of opportunities & capitali)ing on en#ironmental

change to create #alue5 innovation & introducing ne' approaches to satis !

un ul illed mar1et needs5 gro%th & not content to remain small 'ill continue to (e important in all societies 'ill in luence pro it and not& or&pro it organi)ations



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2urrent Trends And $ssues +cont,-Managing in an E&4usiness 7orld

E!commerce & an! orm o (usiness e"change or transactionin 'hich parties interact electronicall!

E!business & comprehensi#e term descri(ing the 'a! anorgani)ation does its 'or1 (! using electronic +$nternet&

(ased- lin1ages 'ith 1e! constituencies

5 ma! include e&commerce5 three categories re lect di erent degrees o in#ol#ement in

e&(usiness intranet & an internal organi)ational communication s!stem

that uses $nternet technolog! and is accessi(le onl! (!organi)ational emplo!ees



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T!pes o E&2ommerce Transactions

E&2ommerce4usiness&to&2onsumer

+4=2-Electronic retailing

Go#ernment&to&4usiness+G=4-

All transactions (et'eencompanies and

go#ernment agencies

4usiness&to&4usiness

+4=4-All transactions (et'een acompan! and its suppliers

2onsumer&to&2onsumer +G=2-

Electronic mar1ets ormed (! 7e(&(ased auctions



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2ategories o E&4usiness $n#ol#ement

E&(usiness units'ithin

traditional

organi)ation

E&(usiness&enhancedOrgani)ation

E&(usiness toolsand applications

used 'ithin tradi&tional organi)ation

E&(usiness&ena(ledOrgani)ation

Organi)ations entire 'or1 processes re#ol#e around

e&(usiness model



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2urrent Trends And $ssues +cont,- Need or $nno#ation and 3le"i(ilit!

'ithout a constant lo' o ne' ideas0 an organi)ation isdoomed to o(solescence or e#en 'orse

must (e le"i(le to accommodate changing customersneeds0 appearance o ne' competitors0 and shi tingemplo!ees rom pro%ect to pro%ect

ualit! Management &otal 'uality "anagement (&'") & philosoph! o

management (ased on continual impro#ement and

responding to customer needs and e"pectations customer & re ers to internal and e"ternal entities thatinteract 'ith the organi)ations product or ser#ice



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2urrent Trends And $ssues +cont,-*earning Organi)ations and Hno'ledge Management

learning organi*ation & one that has de#eloped thecapacit! to continuousl! learn0 adapt0 and change

create learning capa(ilities throughout the organi)ation5 understanding that 1no'ledge is an important resource

+no%ledge management & in#ol#es culti#ating a learningculture 'here organi)ational mem(ers s!stematicall!gather 1no'ledge and share it 'ith others in theorgani)ation so as to achie#e (etter per ormance

managers must trans orm themsel#es rom (osses to teamleaders5 learn to listen0 moti#ate0 coach0 and nurture



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ES TRAD$T$ONA* ORGAN$IAT$ON

Prentice Hall, 2002 2-2- 2.2.


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2urrent Trends And $ssues +cont,-7or1place Spiritualit!

8a recognition o an inner li e that nourishes and isnourished (! meaning ul 'or1 that ta1es place inthe conte"t o communit!9

gro'ing interest in spiritualit! at 'or1 (! 'or1ersat all le#els and in all areas o organi)ations5emplo!ees loo1ing or meaning0 purpose0 and a

sense o connectedness or communit! rom

their 'or1 and their 'or1place uncertaint! in (usiness en#ironment contri(utes tointerest in 'or1place spiritualit!


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