This chapter’s objectives are to: Describe the historical foundation of management, explain the beginnings of modern management theory and education, outline the progression of the quantitative approach to management, outline the progression of the humanistic approach to management, interpret the factors that led to a balanced approach to management.
Trang 2Learning Objectives
‘ Describe the historical foundation of management
Explain the beginnings of modern management
theory and education
Trang 3The Historical Foundations of
Management (p 32)
“Wealth of a Nation” — Adam Smith (p 33)
* Division of labor — workers specialize on a task
Corporation
* Legal entity formed and structured to achieve
goals with special protections for owners
* Dartmouth College vy Woodward
Trang 5
Discovering and Teaching
Management Theory (cont.) Administrative management — Henri Fayol (p 35) * Administrative theory
" Identifies the functions of management
Trang 6The Quantitative Approach (p 37)
Soldiering
* Workers tested management by performing as slowly as possible, while creating the impression that they were working fast ' Natural soldiering ' Systemic soldiering Quantitative approach * Applying objective methods to enhance decision making Management science
- Using statistics, mathematics, and other quantitative methods to improve efficiencies
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The Quantifative Approach (cont.)
Scientific management — Frederick Taylor (p 37)
* Classical perspective — make organizations and workers operate as efficiently as possible
* Used quantitative approach to analyze and synthesize the flow of work to maximize productivity
* Task-management system — combination of setting
performance standards, selecting the best worker for the job, and building good relations between managers and
employees (p 38)
‘ Harrington Emerson — principles of efficiency
" Blueprint for the art and science of management
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The Quantifative Approach (cont.)
Motion studies — Frank B Gilbreth (p 39)
* Motion picture cameras captured the step-by-step movements taken to complete a task
* Sought efficiencies by orchestrating the maximum results for the least worker effort
Scientific management and the mind — Lillian Gilbreth (p 40)
* Studied how managerial perceptions, emotions, and thoughts affected work and employees
Trang 9The Quantifative Approach (cont.)
Visualizing management — Henry Gantt (p 40)
* Habits of industry
* Training converted invisible internal forces into visible behaviors such as industriousness and cooperation
Trang 10The Quantifative Approach (cont.)
Quality movement (p 42)
* Ford Motor Company
‘ Assembly line — parts added sequentially to manufacture a product more quickly
" Interchangeable parts
Trang 11The Humanistic Approach (p 43)
Focused on the human side of management
Hawthorne studies (p 44)
* Employees motivated by more than money
* Group dynamics have an impact on worker morale and performance
* Jilumination study — performance increased when lighting
increased or decreased
‘ Relay assembly test room — productivity increased following various changes in work conditions
‘ Interviewing program — non-directive interviewing (p 45)
* Managers encouraged to treat workers as people
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The Humanistic Approach (cont.)
Conflict: Mary Parker Follett (p 45)
* Constructive conflict — positive outcomes from group conflict emerge when individual ideals remain intact and become part of a “single whole” (p 46)
Group Submission A Ce) KP es
Trang 13The Humanistic Approach (cont.)
Conflict: Mary Parker Follett (cont.)
- “Power with people,” not “power over people” (p 47)
Motivation: Douglas McGregor
* Theory X — negative assumptions about worker motivation
* People do not like work; must be coerced or intimidated
* Theory Y — positive view about worker motivation
* People enjoy the mental and physical purpose of work; try to expand their personal contributions
* Behavioral management — relies on understanding individual
behaviors, decisions, and attitudes to motivate employees
Trang 14
The Balanced Approach (p 48)
Contingency (situational) theory
* Different organizations, situations, and contexts require different approaches
Cooperation: Chester I Barnard (p 49)
* Entropy — inefficient organizations lose social and market-based energy leading to the decline of the system
* Negative entropy — social and market-based energy that builds or maintains a system
* Managers must maintain an equilibrium of internal and external forces and their relationship to the organization
Cooperative system — managers of effective and efficient organizations control and influence people’s behavior by modifying their motives