Historical Foundations of Management

Classical Approaches

Assumption:

People are Rational

Scientific Management

Frederick TaylorFrank & Lillian Gilbreth

AdministrativePrinciples

Henry FayolMary Parker Follett

Bureaucratic Organization

Max Weber

Classical Approaches to Management Scientific Management - Frederick Taylor

Develop for every job: rules of motion, standardized work implements, proper working conditions

Carefully select workers with the right abilities for the job Carefully train workers to do the job and give proper

incentives Support workers by carefully planning their work

Motion Studies are a management tool that allows for a task to be broken down into smaller parts (motions)

UPS use motion standards to time their sorters in order to insure that vans are packed in the shortest time possible

Classical Approaches to ManagementAdministrative Principles

Henri Fayol believed management could be taught, and so he developed his managerial guide

foresight - complete plan of action for future organization - provide resources to implement plan command - lead, select, evaluate workers to get the

best work coordination - fit diverse efforts together control - make sure things happen according to plan

Classical Approaches to ManagementAdministrative Principles

Mary Parker Follett Groups are mechanisms through which individuals

can combine their talents for a greater good She viewed organizations as “communities” Manager’s job is to help others in organizations

cooperate and achieve an integration of interests

All workers should be made to feel like an owner of the company

Classical Approaches to ManagementBureaucratic Organization - Max Weber

Bureaucracy ideal, intentionally rational and very efficient form of

organization based on principles of logic, order and legitimate

authority

Exercise – “Why it Pays to be a Jerk”

Classical Approaches to ManagementBureaucratic Organization

Defining characteristics Clear division of labor

• Jobs are well defined and workers are highly skilled Clear hierarchy of authority Formal rules and procedures Impersonality

• No preferential treatment; all rules are uniformly applied Careers based on merit

Classical Approaches to Management

Bureaucracy Today the term is often associated with a

negative connotation associated with possible disadvantages of

bureaucracy are excessive paperwork or “red tape” Slowness in handling problems Rigid and often resistant to change Employee apathy

Behaviourial Approaches to Management

Human Resource Approaches to ManagementAssumption: People are Social and

Self-actualizing

Hawthorne Studies

Elton Mayo

Theory of Human Needs

Abraham Maslow

Theory X and Theory Y

Douglas McGregor

Personality & Organization

Chris Argyris

Classical Approaches to ManagementHawthorne Studies

initial study to examine the relationship of economic incentives and physical conditions on worker output

relationship was not supported “psychological factors” interfered with experiment

Relay Assembly Test-Room Studies designed to minimize the “psychological factors” of

previous experiment factors that accounted for increased productivity

• group atmosphere• participative supervision

Classical Approaches to Management

Hawthorne StudiesEmployee Attitudes, Interpersonal

Relations and Group ProcessesFindings in final study

• people will restrict output to avoid displeasure from the group

• Groups can have strong negative, as well as positive, influences on individual productivity

Classical Approaches to Management

Hawthorne StudiesLessons

Shift toward social and human concerns as keys to productivity

Hawthorne effect• people who are singled out for special attention

perform as expected

Classical Approaches to Management

Human Relations Movement managers who use

good human relations will achieve productivity

The insights of the human relations movement set the stage for what is now evolved as the field of organizational behaviour

Classical Approaches to ManagementHuman Relations Movement

Maslow’s Theory of Human Needs need is a physiological or psychological deficiency a

person feels the compulsion to satisfy deficit principle

• satisfied need is not a motivator of behavior progression principle

• a need becomes a motivator once the need below it is satisfied

Classical Approaches to Management Human Relations Movement

Maslow’s Theory of Human Needs Physiological

• Most basic of all human needs; necessities Safety

• Need for security, protection, and stability Social

• Need for love, affection, sense of belongingness Esteem

• In the eyes of others; respect; mastery; competence Self-actualization

• Self-fulfillment; to grow and be creative; use abilities to fullest extent

Classical Approaches to ManagementMcGregor’s Theory X and Theory Y

According to Theory X, managers believe workers

dislike work lack ambition are irresponsible are resistant to change prefer to be led

Classical Approaches to ManagementMcGregor’s Theory X and Theory Y

According to Theory Y, managers believe workers

are willing to work are capable of self control accept responsibility are imaginative and creative self-directed

Classical Approaches to Management McGregor’s Theory X and Theory Y

Managers create self-fulfilling prophesies That is, through their behaviour they create situations

where subordinates act in ways that confirm the original expectations

Theory X managers create dependent and reluctant workers

Theory Y managers create workers who perform as expected with initiative and high performance

central to notions of empowerment

Exercise – Richest CEO’s

Classical Approaches to ManagementArgyris’ Theory of Personality and

Organization management practices in traditional hierarchical

organizations are inconsistent with mature adult personalities

Managers who treat people positively and like responsible adults will achieve more productivity

Exercise – What Would the Classics Say?

Consider the following…Six months after being hired, Bob, a lab worker, is performing just well

enough to avoid being fired. He was carefully chosen and had the abilities required to do the job well. At first Bob was enthusiastic about his new job, but now he isn’t performing up to this potential. Fran, his supervisor, is concerned and wonders what can be done to improve this situation.

Assume the identity of one of the philosophers discussed in the unit so far. Fran has asked you for advice of the management situation describe. Answer the following questions as you think your assumed identity would respond.

Be prepared to share your results with the class.

Exercise – What Would the Classics Say?

1. What are your basic beliefs about good management and organizational practices?

2. What do you perceive may be wrong in this situation that would account for Bob’s low performance?

3. What could be done to improve Bob’s future job performance?

Modern Approaches to Management

Systems Thinking System

collection of interrelated parts that function together to achieve a common purpose

Subsystem smaller component of a larger system

Open systems organizations that interact with their environments in

the continual process of transforming resource inputs into outputs

Inputs

Suppliers

Organizational Network of Subsystems

Information &Technology

Systems

Accounting &FinancialSystems

Purchasing & InventorySystems

Marketing, sales,& Distribution

Systems

Operations &Service

ManagementSystems

Outputs

Customers

Modern Approaches to Management

Systems Thinking external environment

source of both resources and customer feedback impact on operations and outcomes

boundary spanners departments whose functions include working with

outsiders and staying informed about external environmental developments

Modern Approaches to Management

Contingency Thinking match managerial

responses with opportunities unique to

different situations no longer “one best

way” to manage

Summative Case Study – Hewlett Packard

Trends and Directions

Global Awareness pressure for quality and

performance excellence is created by a highly competitive global economy

Self Assessment

Complete the self assessment A 21st Century Manager?

This survey will provide a profile of your management foundations (PMF). Before calculating what your score is, ask someone to predict the outcome.