2 Pioneering ideas in management

Ridel A.

2-Pioneering ideas in management

Management theories Preclassical contributors Classical viewpoint Scientific management Bureaucratic management Administrative management Behavioral viewpoint Early behaviorist Hawthorne studies relations movement Behavioral science approach Quantitative viewpoint Management science Operation management Management information system Contemporary viewpoint System theories Contingency theories Emerging view

2-Pioneering ideas in management

Preclassical contribution
Robert Owen
British entrepreneur (Scotland?) 1771-1858 To recognized the important of HR
Interested: working, living condition of his

Tried to improve the living of To be a radical

2-Pioneering ideas in management

Preclassical contribution
Charles Babage
English mathematician 1792-1871 As father of computing To enthralled: work specialization A bonus & a portion of wages

2-Pioneering ideas in management

Preclassical contribution
Henry R. Towne
Company president Mechanical engineer 18844-1924 To run an org. effectively: good engineering skill + good business skills

2-Pioneering ideas in management

The preclassical contributors and their pioneering ideas

Contributors
Robert Owen Charles Babbage

Pioneering ideas
Advocated concern for working & living conditions of workers Build the first practical mechanical calculator & a prototype of modern computer, predicted the specialization of metal work; suggested profit sharing. Outline the importance of mnt as a science & called for the development of management principles.

Henry R. Towne

2-Pioneering ideas in management

Full name: Niccol di Bernardo dei Machiavelli Birth: May 3, 1469) Florence, Italy Death: June 21, 1527 (aged 58) Florence, Italy School/tradition: Renaissance philosophy, realism, classical republicanism Main interests: Politics, military theory, history

2-Pioneering ideas in management

Born: date of birth unknown Died: date of death unknown Occupation: Military commander Ethnicity: Chinese Writing period:722481 BCE or 403221 BCE (disputed) Subjects: Military strategy Notable work(s): The Art of War

Statue of Sun Tzu in Yurihama, Tottori, Japan

2-Pioneering ideas in management

Classical viewpoint
- Scientific management
- Frederic Winslow Taylor, Henry L. Gantt, The Gilbreths

- Bureaucratic management
- Max Weber

- Administrative management
- Henry Fayol, Chester Barnard

2-Pioneering ideas in management

Frederick Winslow Taylor

1856-1915 (Philadelphia) The father of scientific management 3 main reasons principles of S.M Workers Feared: productivity lose their jobs, how to handle? Incentive may cause operating at a slow pace Taylor feared: inefficient methods (working & rules)
Frederick Winslow Taylor:1856-1915 2-Pioneering ideas in management 10

Taylors Four Principles of Scientific Management

Scientifically study each part of a task and develop the best method of performing the task. 2. Carefully select workers and train them to perform the task by using the scientifically developed method. 3. Cooperate fully with workers to ensure that they use the proper method. 4. Divide work and responsibility so that management is responsible for planning work methods using scientific principles and workers are responsible for executing the work accordingly. 2-Pioneering ideas in management 11
1.

The Gilbreths
The Gilbreths (husband & wife) = Frank (1868-1924) + Lillian (1878-1972)

Henry L. Gantt 1861-1919 Taylors friend Consultant

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Max Weber
German sociologist: consultant, professor, author 1864-1920

Maximilian Weber: German political economist and sociologist

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Key Characteristics of Webers Ideal Bureaucracy Specialization of labor Formal rules and procedures Impersonality Well-defined hierarchy Career advancement based on merit

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Henry Fayol
French industrialist (1841-1925) He delineated 5 major functions
Planning Organizing Commanding Coordinating & controlling

Henri Fayol (1841 in Istanbul 1925 in Paris) was a French management theorist.
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2-Pioneering ideas in management

Fayols 14 Principles of Management

1. Division of work 2. Authority 3. Discipline 4. Unity of command 5. Unity of direction 6. Subordination of

Efficiencies To give order, power For smooth running 1 supervisor only 1 plan, 1 who charge () vs. ( )? Pay: fair

individual interest to the general interest

7. Remuneration

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Fayols 14 Principles of Management

8. 9.

Centralization Scalar chain

10. Order 11. Equity 12. Stability and tenure 13. Initiative 14. Esprit de corps

According to situation Hierarchical: top to bottom, com. path Materials keeping Kindness & justice Prevent turnover, why? Subordinate (creativity) Teamwork

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Chester Barnard
Born in Massachusetts 1886-1961 Acceptance theory of authority OK if
Understand the com. Com. org. purposes Feel in line their need, .. ..able to comply?

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Behavioral viewpoint
- Early behaviorists
- Hugo Mnsterberg, Mary Parker Follett

- Hawthorne studies
- 1st set of studies, 2nd set of studies, 3rd set of studies, its impacts

- Human relation movement

- Abraham Maslow, Douglas McGregor

- Behavioral science approach

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Hugo Mnsterberg
Born in Germany (18631916) The book argued:
Psychologists should
Study jobs Find ways: suited job

Mary Parker Follett

Born in Boston (18631933), F Social worker Ideas: (conflict solution)
The functioning of group vs. proponent Principle power vs. power over Solution: satisfy both parties

Could: psychological cond. for do best work Dev. influence strategy

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Hawthorne studies
The Hawthorne studies are a group of studies conducted at the Hawthorne plant of the Western Electric Com. 1920s-1930s
A behavioral approach concerned for the workers. To seeking greater efficiently: tool & methods

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Maslows hierarchy of needs

Self-actualization Esteem needs Social needs Safety needs Physiological needs

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Maslows hierarchy of needs

Physiological needs
Air, water, nourishment, sleep

Self-actualization
Truth, justice, wisdom, meaning

Safety
Living in safe area Medical insurance Job security Financial reserve

Social needs
Friends, belonging, love

Esteem
Self-respect, achievement, attention, recognition, reputation

Source: NetMBA, Business knowledge Center

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Self-actualization in service to society

Self-actualization in individual development

Self-esteem Safety Belonging (social) Physiology Safety

Belonging

Physiology

Chinese needs hierarchy

American needs hierarchy

Source: Psychology, by Jane S. Halonen and John W. Santrock, 2/e, p.455

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Theory X And Theory Y

Theory X: the assumption that employees dislike work, are lazy, dislike responsibility, and must be coerced to perform Theory Y: the assumption that employees like work, are creative, seek responsibility, and can exercise self-direction
Douglas McGregor (1906-1964)
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Labeled theory X (Negative)

Employees inherently dislike work and, whenever possible, will attempt to avoid it Since employees dislike work, they must be coerced, controlled, or threatened with punishment to achieve goals. Employees will avoid responsibilities and seek formal direction whenever possible. Most workers place security above all other factors associated with work and will display little ambition.

Labeled theory Y (Positive)

Employees can view work as being as natural as rest or play People will exercise self-direction and self-control if they are committed to the objectives. The average person can learn to accept, even seek, responsibility The ability to make innovative decision is widely dispersed throughout the population and is not necessarily the sole province of those in management positions.

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Extra motivation theories

Two-factor theory ERG Expectancy theory Equity theory Goal setting theory

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System theory

Products & services Organizational resources Mnt functions Information Technology Profits & loses Employees growth & satisfaction

Inputs

Transformation process

Outputs

Feedback from environment Results Organizational status

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Open system A system that operates in continual interaction with its environment.

Closed system A system that does little or no interacting with its environment & receives little feedback

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Synergy The ability of the whole to equal more than the sum of its parts.

Contingency theory A viewpoint that argues that appropriate managerial action depends on the particular parameters of the situation

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Source
Management
Kathry M. Bartol: University of Maryland, College Park David C. Martin : American University

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