2-Pioneering ideas in management

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Pioneering ideas in management

Ridel A.

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2-Pioneering ideas in management

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Preclassical contributors

Classical viewpoint

Behavioral viewpoint

Quantitative viewpoint

Contemporary viewpoint

Scientific management

Bureaucratic management

Administrative management

Early behaviorist

Hawthorne studies

relations movement

Behavioral science approach

Management science

Operation management

Management information system

System theories

Contingency theories

Emerging view

Management theories

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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

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Preclassical contribution

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

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Preclassical contribution

• Henry R. Towne– Company president – Mechanical engineer – 18844-1924– To run an org. effectively: good engineering

skill + good business skills

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Contributors Pioneering ideas

Robert Owen Advocated concern for working & living conditions of workers

Charles Babbage Build the first practical mechanical calculator & a prototype of modern computer, predicted the specialization of metal work; suggested profit sharing.

Henry R. Towne Outline the importance of mn’t as a science & called for the development of management principles.

The preclassical contributors and their pioneering ideas

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Full name: Niccolò 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

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Statue of Sun Tzu in Yurihama, Tottori, Japan

Born: date of birth unknownDied: date of death unknownOccupation: Military commander

Ethnicity: Chinese

Writing period:722–481 BCE or 403–221 BCE (disputed)

Subjects: Military strategy

Notable work(s): The Art of War

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Classical viewpoint

- Scientific management

- Bureaucratic management

- Administrative management

- Frederic Winslow Taylor, The Gilbreths Henry L. Gantt,

- Max Weber

- Henry Fayol, Chester Barnard

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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

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Taylor’s Four Principles of Scientific Management

1. 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.

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

• 1861-1919• Taylor’s friend• Consultant

The Gilbreths Henry L. Gantt

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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 Weber’s 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 &

controllingHenri Fayol (1841 in Istanbul – 1925 in

Paris) was a French management theorist.

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Fayol’s 14 Principles of Management

1. Division of work

2. Authority

3. Discipline

4. Unity of command

5. Unity of direction

6. Subordination of individual interest to the general interest

7. Remuneration

Efficiencies

To give order, power

For smooth running

1 supervisor only

1 plan, 1 who charge

() vs. ( )? Pay: fair

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Fayol’s 14 Principles of Management

8. Centralization

9. 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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• 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?

Chester Barnard

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Behavioral viewpoint

- Early behaviorists

- Hawthorne studies

- Human relation movement

- Hugo Münsterberg, Mary Parker Follett

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

- Abraham Maslow, Douglas McGregor

- Behavioral science approach

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• Born in Germany (1863-1916)

• The book argued:– Psychologists should

• Study jobs

• Find ways: suited job

– Could: psychological cond. for do best work

– Dev. influence strategy

• Born in Boston (1863-1933), F

• Social worker• Ideas: (conflict solution)

– The functioning of group vs. proponent

– Principle power vs. power over

– Solution: satisfy both parties

Hugo Münsterberg Mary Parker Follett

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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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Self-actualization

Esteem needs

Social needs

Safety needs

Physiological needs

Maslow’s hierarchy of needs

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• Physiological needs– Air, water, nourishment, sleep

• Safety– Living in safe area

– Medical insurance

– Job security

– Financial reserve

• Social needs– Friends, belonging, love

• Esteem– Self-respect, achievement,

attention, recognition, reputation

• Self-actualization– Truth, justice, wisdom,

meaning

Maslow’s hierarchy of needs

Source: NetMBA, Business knowledge Center

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Self-actualization in service to society

Safety

Physiology

Belonging

Chinese needs hierarchy

Self-actualization in individual development

Self-esteem

Belonging (social)

Safety

Physiology

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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• 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.

• 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.

Labeled theory X (Negative) Labeled theory Y (Positive)

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Extra motivation theories

• Two-factor theory

• ERG

• Expectancy theory

• Equity theory

• Goal setting theory

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Inputs OutputsTransformation process

Feedback from environment

Organizational resources

Information

▪

▪

Mn’t functions▪

▪ Technology

Products & services

Profits & loses

Employees growth & satisfaction

▪

▪

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Results

Organizational status

▪

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System theory

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

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

Open system Closed system

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

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

Synergy Contingency theory

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Source

Management

Kathry M. Bartol: University of Maryland, College Park

David C. Martin : American University