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What is it?
What are its measures
Bad Mgmt
What Mgmt Does
How it Does It
Interdisciplinary
Classical Management
Taylor's Scientific Approach
AdministrativePrinciples
(Fayol)
Weber's Bureaucracy
Taylorian Management
• develop a science for every job– standardize– proper working conditions– rules of motion (eliminate unnecessary movement)
• match ability to job requirements
• train workers
• provide incentives to encourage cooperation with "the science of work"
• support workers by planning their work
Fayol’s Universal Principles• Division of work
• Authority parallels Responsibility
• Discipline (obedience)
• One boss per employee
• Coordinated Efforts via unifying direction
• Subordination of individual's interest
• Pay = Contribution
• Centralization of Command
• Scalar Chain of Command
• Order through things and people in proper place
• Kindness and Justice = Equity ==> Loyalty
• Stability & Tenure provides time to learn the job
• Management initiative to carry out plans
• Espirit de Corps = harmony leads to success
Fayol’s Four (Admin) Functions of Management
• Planning• Organizing• Directing/Leading• Controlling
Weber’s Bureaucratic Organization
• Division of Labor• Hierarchy of Authority• Formal rules and procedures• Impersonality• Merit-based selection &
promotion• Managers are career employees
Exercise: Under the Classical Approach…
• Why management? What is the purpose of management?
• What would managers do? What functions do they perform and how would they execute them?
Causes of Behavioral Approach
• Unionization
• Hawthorne Studies
• Industrial Humanism
Mary Parker Follett
• Cooperation is Central• Create Feelings of Collective
Responsibility• Business Problems are Inter-
related• Business should consider the
Public Good
McGregor’sTheory X vs Theory Y
• dislike work• lack ambition• irresponsible• resistant to
change• prefer to be led,
than to lead
• willing to work• capable of self-
control• willing to accept
responsibility• imaginative and
creative• capable of self-
direction
Exercise: Under the Behavioral Approach…
• Why management? What is the purpose of management?
• What would managers do? What functions do they perform and how would they execute them?
Systems Approach
• Fayol’s Universal Theory & Taylor’s Approach are at base Reductionistic
– The enterprise is not a collection of functions
• It’s a System: A dynamic whole
– a collection of components standing in mutual relation. Interdependent actions or activities functioning as one toward a common objective/purpose
Chester I. Barnard & Systems
• All Organizations are Cooperative Systems
• Managing Organizations Require– Willingness to Serve– Sharing a Common Purpose– Communication– Paying Attention to Worker Motivation
Exercise: Under the Systems Approach…
• Why management? What is the purpose of management?
• What would managers do? What functions would they perform and how would they execute them?
With Systems Thinking
• Management can’t Focus on Just One Thing
• Management can’t Ignore Internal-External Connections
• Management must Seek to Develop and Understand Relationships
Exercise: How do these principles of the Classical Approach fit today?
• Weber's Bureaucracy: The top directs and controls the lower
• Taylor's principle that workers will be more productive & efficient as tasks become more specialized—a greater division of work
• The Classical belief in “economic man”
• Fayol's assertion that efficiency results as work is centrally planned
Ouchi’s Theory Z
• Intent to develop mutual loyalty• Basic Principles
– Lifetime employment– Job rotation & broad career
experience– Shared information– Collective decision making– Quality emphasis
Quality Approaches• Ouchi’s Theory Z• Shewhart—Systems & SPC• Deming—System, SPC, Knowledge, Leadership• Ishikawa—Problem Solving & Prevention• Juran—Quality Planning• Feigenbaum—TQC: Company-wide quality• Crosby– Zero Defects, cost of poor quality
Deming’s Role of Manager of People• Explains the aim of the system & how their work supports it
• Facilitates cooperation==>optimization
• Creates for everybody interest & challenge & joy in work
• Is an unceasing learner & encourages others
• Is coach & counsel, not judge
• Understands the interaction between people & the system
• Utilizes ‘personhood’, knowledge, authority in that order
• Studies results to improve the system
• Creates trust & an environment for innovation
• Does not expect perfection
• Listens & learns w/o passing judgment
• Seeks to understand those being managed
• Understands the benefits of cooperation & the losses from competition
Management’s New Directions
• Organizational Learning– Organization is a “living & thinking system”– Focus on the “collective” aspects– Focus on the “mental” aspects
• Chaos Theory– Organization as a dynamically complex system—no
real predictability– Seek to understand and learn from the multitude of
behavior (outcome) patterns
Group Discussion
• What is the relationship among Quality Management, Management of Living Systems and Management of Chaos?
What is it?
What are its measures
Bad Mgmt
What Mgmt Does
How it Does It
Interdisciplinary
Exercise: Best Attributes• Make a list of behavioral attributes that
describe the best manager• Share the list with your group &
develop a common list• Describe the typical manager
according to or relative to the various management theories we've discussed– Classical– Behavioral– Quality (I.e. Deming)
Classical/Taylorian
Fayol's Admin Mgmt
Behavioral
Systems Approach
ContingencyEmerging Theories
Assumptions About People
Classical/Taylorian
Fayol's Admin Mgmt
Behavioral
Systems Approach
ContingencyEmerging Theories
Assumptions About People