Why use theories?
-Theories provide conceptual frameworks for organizing knowledge and blue prints for actions.
-Management theories are grounded in reality
-Managers develop their own theories about how they should run their organizations
Why study history?
-Understand history aids managers in the development of management practices and in avoiding the past mistakes of others
Classical Management Perspective
-Scientific Management
-Administrative Management
Scientific Management
-Concerned with improving the performance of individual workers
-Grew out of the industrial revolutions labor shortage at the beginning of the 20th century
Administrative Management
-Theory that focuses on managing a total organization instead of individuals
Frederick Taylor (scientific management)
-Replaced rule of thumb methods with scientifically based work methods to eliminate soldering
-Believed in selecting, training, teaching and developing workers
-Used time studies, standards planning, exception rule, slide rules, instruction cards and piec
Frank and Lillian Gilbreth (scientific management)
-Reduced the number of movements in brick laying resulting in increased output of 200%
Henry Gant (scientific management)
-Developed the giant chart to improve working efficiency through planning and scheduling
Harrington Emerson (scientific management)
-Advocated job specialization in both management and operating jobs
Henri Fayol (administrative management)
-Helped to systemize the practice of management
-Was first to identify the specific management functions of planning, organizing, leading, and controlling
Classical Management Contributions
-Laid foundation for later theoretical developments
-Identify management processes, functions and skills
-Focused attention on management as a valid subject of scientific inquiry
Classical Management Limitations
-More appropriate approach for youth in traditional, stable, simple organizations
-Prescribed universal procedures that are not appropriate in some settings
-Employees viewed as tools rather than resources
Behavioral Management
-Emphasized individual attitudes and behaviors and group processes
-Recognized the importance of behavioral processes in the workplace
Hugo Munsterberg
-Father of industrial psychology
-wrote "psychology and industrial efficiency
Hawthorne studies
-Conducted by Elton Mayo and associates at Western Electric
-Changed lighting in room, productivity increased
-illusion of caring for workers influenced productivity
The Human Relations Movement
-Grew out of Hawthorne Studies
-Workers respond the the social context of work, social conditioning, group norms, and interpersonal dynamics
-assumed manager's concern for workers would lead to increased worker satisfaction and performance
Abraham Maslow
-Theory that employees are motivated by a hierarchy of needs that they seek to satisfy
Douglas McGregor
-Theory X and theory Y
Theory X
-Managers believe you work b/c you have to
Theory Y
Work is a part of you
Organizational Behavior
-Focuses on behavioral perspectives of management
-Draws on psychology, sociology, anthropology, economics and medicine
Important organizational behavior topics
-job satisfaction and job stress
-motivation and leadership
-group dynamics and organizational politics
-interpersonal conflict
-the design of organizations
Behavioral Management Contributions
-insight in motivation, group dynamics, interpersonal processes
-challenge view that employees are tools and furthered belief that employees are valuable resources
-focused managerial attention on these critical processes
Behavioral Management Limitations
-complexity of individuals makes behavior difficult to predict
-concepts are not used because managers are reluctant to adopt them
-findings are not often communicated to practicing managers in an understandable form
Quantitative Management Perspective
-Quantitative Management Uses
-Management Science
-Operations Management
Quantitative Management Uses
-Focuses on decision making, economic effectiveness, mathematical models and the use of the computers to solve quantitative problems
Management Science
-Focuses on the development of representative mathematical models to assist with decisions
Operations Management
-Practical application of management science to efficiently manage the production and distribution of products and services
Quantitative Management Contributions
-Can assist managers in decision making
-application of its models has increased awareness and understanding of complex processes and situations
-it is useful in planning and controlling processes
Quantitative Management Limitations
-Mathematical sophistication may come at the expense of other managerial skills
-May require unrealistic or unfounded assumptions, limiting their general applicability
Systems Perspective
An interrelated set of elements functioning as a whole
-open system
-closed system
-subsystem
Open system
-An organization that interacts with its external environment
Closed System
-An organization that does not interact with its environment
Subsystems
-The importance is due to the interdependence on each other within the organization
----Mays --> A&M
Systems Perspective Concepts
-Synergy
-Entropy
Concept of Synergy
-Subsystems are more successful working together in a cooperative and coordinated fashion than working alone
-Whole system is more productive than the sum of its parts
Concept of Entropy
-Organization declines due to its failing to adjust to change
-Entropy can be avoided through organizational change and renewal
Universal Perspective
-"one best way"
-Includes classical, behavioral and quantitative approaches
Contingency Perspective
-Each organization is unique
-behavior for managing an org. is dependent on the situation of org.
Integrative Framework
-complementary way of thinking about theories of management
-recognition of current system and subsystem interdependencies, environmental influences, and the situational nature of management
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