Introduction to management 13th schemerhorn bachrach chapter 02

John R Schermerhorn, Jr Daniel G Bachrach Introduction to Management th 13 edition Chapter History of Management Thought Planning Ahead — Key Takeaways  Identify what can be learned from the classical management approaches  Identify what can be learned from the behavioral management approaches  Identify what can be learned from the modern management approaches Copyright ©2015 John Wiley & Sons, Inc Chapter Outline Classical Management Approaches • Scientific management • Administrative principles • Bureaucratic organization Behavioral Management Approaches • Follett’s organizations as communities • The Hawthorne studies • Maslow’s theory of human needs • McGregor’s Theory X and Theory Y • Argyris’s personality and organization Copyright ©2015 John Wiley & Sons, Inc Chapter Outline Modern Management Foundations • Quantitative analysis and tools • Organization as systems • Contingency thinking • Quality management • Evidence-based management Copyright ©2015 John Wiley & Sons, Inc Figure 2.1 Major branches in the classical approach to management Copyright ©2015 John Wiley & Sons, Inc Classical Management Approaches  Four guiding principles of scientific management (Frederick Taylor) Develop a “science” that includes rules of motion, standardized work implements, and proper working conditions for every job Carefully select workers with the right abilities for the job Carefully train workers to the job and give them incentives to cooperate with the job “science.” Support workers by carefully planning their work and by smoothing the way as they their work Copyright ©2015 John Wiley & Sons, Inc Classical Management Approaches Scientific management (the Gilbreths)  Motion study  Science of reducing a job or task to its basic physical motions  Eliminating wasted motions improves performance Copyright ©2015 John Wiley & Sons, Inc Classical Management Approaches  Practical insights from scientific management  Make results-based compensation a performance incentive  Carefully design jobs with efficient work methods  Carefully select workers with the abilities to these jobs  Train workers to perform jobs to the best of their abilities  Train supervisors to support workers so they can perform jobs to the best of their abilities Copyright ©2015 John Wiley & Sons, Inc Classical Management Approaches  Administrative principles (Henri Fayol) — rules/duties of management: Foresight Organization to to provide provide and and to to lead, lead, select, select, and and Command to to fit fit diverse diverse efforts efforts Coordination to to complete complete a a plan plan of of mobilize mobilize resources resources evaluate evaluate workers workers to to together together and and ensure ensure action action for for the the future future to to implement implement the the get get the the best best work work information information is is shared shared plan plan toward toward the the plan plan and and problems problems solved solved Copyright ©2015 John Wiley & Sons, Inc Control to sure to make make sure things things happen happen according according to to plan plan and and to to take take necessary necessary corrective corrective action action Classical Management Approaches  Administrative principles (Henri Fayol)  Scalar chain  there should be a clear and unbroken line of communication from the top to the bottom of the organization  Unity of command  each person should receive orders from only one boss  Unity of direction  one person should be in charge of all activities with the same performance objective Copyright ©2015 John Wiley & Sons, Inc Behavioral Management Approaches  Maslow’s theory of human needs  Deficit principle  A satisfied need is not a motivator of behavior  Progression principle  A need becomes a motivator once the preceding lower-level need is satisfied  Both principles cease to operate at self-actualization level Copyright ©2015 John Wiley & Sons, Inc Behavioral Management approaches  McGregor’s Theory X assumes that workers:  Dislike work  Lack ambition  Are irresponsible  Resist change  Prefer to be led Copyright ©2015 John Wiley & Sons, Inc Behavioral Management approaches  McGregor’s Theory Y assumes that workers are:  Willing to work  Capable of self control  Willing to accept responsibility  Imaginative and creative  Capable of self-direction Copyright ©2015 John Wiley & Sons, Inc Behavioral Management Approaches  Implications of Theory X and Theory Y:  Managers create self-fulfilling prophecies  Theory X managers create situations where workers become dependent and reluctant  Theory Y managers create situations where workers respond with initiative and high performance  Central to notions of empowerment and self-management Copyright ©2015 John Wiley & Sons, Inc Behavioral Management Approaches  Argyris’s theory of adult personality  Classical management principles and practices inhibit worker maturation and are inconsistent with the mature adult personality  Psychological success occurs when people define own goals Copyright ©2015 John Wiley & Sons, Inc Behavioral Management Approaches  Argyris’s theory of adult personality  Management practices should accommodate the mature personality by:  Increasing task responsibility  Increasing task variety  Using participative decision making Copyright ©2015 John Wiley & Sons, Inc Modern Management Foundations  Foundations for continuing developments in management Quantitative analysis and tools Organizations as systems Contingency thinking Quality management Evidence-based management Copyright ©2015 John Wiley & Sons, Inc Modern Management Foundations  Quantitative Analysis and Tools  Analytics – the use of large data bases and mathematics to solve problems and make informed decisions using systematic analysis  Typical quantitative approach to managerial problem-solving  Problem encountered, it is systematically analyzed, appropriate mathematical models and computations applied, optimal solution identified Copyright ©2015 John Wiley & Sons, Inc Modern Management Foundations  Organizations as Systems  System  Collection of interrelated parts that function together to achieve a common purpose  Subsystem  A smaller component of a larger system  Open systems  Organizations that interact with their environments in the continual process of transforming resource inputs into outputs Copyright ©2015 John Wiley & Sons, Inc Figure 2.4 Organizations as complex networks of interacting subsystems Copyright ©2015 John Wiley & Sons, Inc Modern Management Foundations  Contingency thinking  Tries to match managerial responses with problems and opportunities unique to different situations  No “one best way” to manage  Appropriate way to manage depends on the situation Copyright ©2015 John Wiley & Sons, Inc Modern Management Foundations  Quality management  Managers and workers in progressive organizations are quality conscious  Quality and competitive advantage are linked  Total quality management (TQM)  Comprehensive approach to continuous improvement for a total organization Copyright ©2015 John Wiley & Sons, Inc Modern Management Foundations  Continuous improvement  Continual search for new ways to improve quality  Something always can and should be improved  ISO certification  Global quality management  Refine and upgrade quality to meet ISO standards Copyright ©2015 John Wiley & Sons, Inc Modern Management Foundations  Evidence-Based Management  Making management decisions on “hard facts” about what really works Copyright ©2015 John Wiley & Sons, Inc Modern Management Foundations  Evidence-Based Positive Human Resource Management Practices  Employment security  Selective hiring  Self-managing teams  High pay based on merit  Training and development  Reduced status distinctions  Shared information Copyright ©2015 John Wiley & Sons, Inc ... to to fit fit diverse diverse efforts efforts Coordination to to complete complete a a plan plan of of mobilize mobilize resources resources evaluate evaluate workers workers to to together together... Control to sure to make make sure things things happen happen according according to to plan plan and and to to take take necessary necessary corrective corrective action action Classical Management. .. Sons, Inc Classical Management Approaches  Administrative principles (Henri Fayol) — rules/duties of management: Foresight Organization to to provide provide and and to to lead, lead, select,