MANAGEMENT

MANAGEMENT
YESTERDAY
YESTERDAY
AND TODAY
AND TODAY
Presented by Presented by
DR. Yulihasri ,SE., MBA DR. Yulihasri ,SE., MBA
23 Januari 2013 23 Januari 2013
ANDAAS ANDAAS
!N"#ERS"$Y !N"#ERS"$Y
%ha&ter
2

You should learn to:

Discuss managements relationship to

other academic felds of study

Explain the value of studying

management history

Identify some major pre-twentieth-

century contriutions to management

!ummari"e the contriutions of the

scientifc management

Descrie the contriutions of the

general administrative theorists
Learning Objectives
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#earning $jectives %cont&'

You should learn to:

!ummari"e the (uantitative approach to

management

Explain the importance of the )awthorne

!tudies to management

Descrie the e*ects of: gloali"ation+

wor,force diversity+ entrepreneurship+ e-
usiness+ -exiility and innovation+ (uality
management+ learning organi"ations+ and
wor,place spirituality
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.anagements /onnection 0o
$ther 1ields

2cademic Disciplines that 2*ected .anagement

Anthropology - wor, on cultures and social

environments

Economics - concern aout the allocation and

distriution of scarce resources

Philosophy - examines the nature of things

Political science - e*ect of political environment on

individuals and groups

Psychology - see,s to measure+ explain+ and

change human ehavior

Sociology - studies people in relation to their fellow

human eings
2' 2'( (
Development $f .ajor .anagement
0heories
)ist*ri+al
Ba+,-r*und
S+ienti.i+
Mana-e/ent
0eneral
Ad/inistrati1e
$he*rists
2uantitati1e
A&&r*a+h
Management Theories
"ndustrial
Re1*luti*n
Ada/ S/ith
Early Ad1*+ates
)a3th*rne Studies
4r-ani5ati*nal
Beha1i*r
2' 2'6 6
Early E7a/&les
*. Mana-e/ent
)istorical 3ac,ground $f
.anagement

$rgani"ations )ave Existed for 0housands of

Years

testifes to the existence of early management

practice

aility to create the 4yramids+ 5reat 6all of /hina

!ignifcant 4re-0wentieth-/entury Events

Wealth of Nations - 2dam !mith

division of labor - rea,down of jos into narrow and

repetitive tas,s increased productivity

Industrial Revolution

sustitution of machine power for human power

large organi"ations re(uired formal management

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!cientifc .anagement

1&6& 0aylor - 4rinciples of !cientifc

.anagement

use of scientifc methods to defne the 7one est

way8 for a jo to e done

perspective of improving the productivity and

e9ciency of manual wor,ers

applied the scientifc method to shop -oor jos

1ran, and #illian 5ilreth

use of motion pictures to study hand-and-ody

movements

microchronometer

therbligs - classifcation system for :; asic hand

motions
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5eneral 2dministrative
0heorists

)enri 1ayol

concerned with ma,ing the overall

organi"ation more e*ective

developed theories of what constituted

good management practice

proposed a universal set of

management functions

pulished principles of
management

fundamental+ teachale rules of

management
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5eneral 2dministrative
0heorists %cont&'

.ax 6eer

developed a theory of authority

structures and relations

Bureaucracy - ideal type of

organi"ation

division of laor

clearly defned hierarchy

detailed rules and regulations

impersonal relationships
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Cuantitative 2pproach 0o
.anagement

$perations >esearch %.anagement !cience'

use of (uantitative techni(ues to improve

decision ma,ing

applications of statistics

optimi"ation models

computer simulations of management

activities

Linear programming - improves resource

allocation decisions

ritical!path scheduling analysis -

improves wor, scheduling
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0oward ?nderstanding
$rgani"ational 3ehavior

$rgani"ational 3ehavior

study of the actions of people at wor,

early advocates

late :DEEs and early :FEEs

elieved that people were the most

important asset of the organi"ation

ideas provided the asis for a variety

of human resource management
programs

employee selection

employee motivation
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)awthorne !tudies

started in :F=B at 6estern Electric

/ompany

egan with illumination studies

intensity of illumination not related to

productivity

Elton "ayo - studies of jo design

revealed the importance of social norms

as determinants of individual wor,
ehavior

changed the dominant view that employees

were no di*erent from any other machines
$rgani"ational 3ehavior
%cont&'
2' 2'18 18
/urrent 0rends 2nd Issues

5loali"ation

all organi"ations are faced with the

opportunities and challenges of operating in a
gloal mar,et

no longer constrained y national orders

6or,force Diversity

heterogeneous wor,force in terms of gender+

race+ ethnicity+ and age

wor,force is getting older

2sians and )ispanics are an increasingly large

percentage of wor,force

#melting pot$ approach versus

celebration of di%erences
2' 2'19 19
/urrent 0rends 2nd Issues
%cont&'

Entrepreneurship

three important themes

pursuit of opportunities - capitali"ing

on environmental change to create value

innovation - introducing new approaches

to satisfy unfulflled mar,et needs

gro&th - not content to remain small

will continue to e important in all societies

will in-uence proft and not-for-proft

organi"ations
2' 2'1: 1:
/urrent 0rends 2nd Issues
%cont&'

.anaging in an E-3usiness 6orld

E!commerce - any form of usiness exchange or

transaction in which parties interact electronically

E!business - comprehensive term descriing the

way an organi"ation does its wor, y using electronic
%Internet-ased' lin,ages with ,ey constituencies
may include e-commerce
three categories re-ect di*erent degrees of involvement in
e-usiness

intranet - an internal organi"ational communication

system that uses Internet technology and is
accessile only y organi"ational employees
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0ypes of E-/ommerce
0ransactions
E-Commerce
Bsiness-to-Consmer
!B"C#
E$ectronic retai$ing
Government-to-Bsiness
!G"B#
A$$ transactions bet%een
com&anies an'
government agencies
Bsiness-to-Bsiness
!B"B#
A$$ transactions bet%een a
com&an( an' its s&&$iers
Consmer-to-Consmer
!G"C#
E$ectronic mar)ets *orme'
b( +eb-base' actions
2' 2'20 20
/ategories of E-3usiness
Involvement
E-bsiness nits
%ithin
tra'itiona$
organi,ation
E-bsiness-enhance'
Organi,ation
E-bsiness too$s
an' a&&$ications
se' %ithin tra'i-
tiona$ organi,ation
E-bsiness-enab$e'
Organi,ation
Organi,ation-s entire %or)
&rocesses revo$ve aron'
e-bsiness mo'e$
2' 2'21 21
/urrent 0rends 2nd Issues
%cont&'

@eed for Innovation and 1lexiility

without a constant -ow of new ideas+ an organi"ation

is doomed to osolescence or even worse

must e -exile to accommodate changing

customers needs+ appearance of new competitors+
and shifting employees from project to project

Cuality .anagement

'otal (uality "anagement )'("* - philosophy of

management ased on continual improvement and
responding to customer needs and expectations

customer - refers to internal and external entities

that interact with the organi"ations product or service
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/urrent 0rends 2nd Issues
%cont&'

#earning $rgani"ations and Jnowledge .anagement

learning organi+ation - one that has developed the

capacity to continuously learn+ adapt+ and change

create learning capailities throughout the organi"ation

understanding that ,nowledge is an important resource

,no&ledge management - involves cultivating a

learning culture where organi"ational memers
systematically gather ,nowledge and share it with
others in the organi"ation so as to achieve etter
performance

managers must transform themselves from osses to

team leaders
learn to listen+ motivate+ coach+ and nurture
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/urrent 0rends 2nd Issues
%cont&'

6or,place !pirituality

7a recognition of an inner life that nourishes and is

nourished y meaningful wor, that ta,es place in
the context of community8

growing interest in spirituality at wor, y wor,ers

at all levels and in all areas of organi"ations

employees loo,ing for meaning+ purpose+ and a

sense of connectedness or community from their
wor, and their wor,place

uncertainty in usiness environment contriutes

to interest in wor,place spirituality
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