Transcript Document

BA Public Services
Management & Strategy
Pollard (1978)
Developments in Management Thought. London: Heinemann
Mike Durke
FW Taylor
• Frederick Winslow Taylor (1856-1915)
• The father of scientific management
• Eyesight prevented study so he worked as
machinist and pattern maker
• FWT said scientific management was born
in 1882 – worked on it for 30 yrs
• ‘Soldiering’ – natural instinct to take it easy
– workers self interest
FW Taylor
• Workers saw managers as enemies =
power struggle
• How to get more output from the workers?
• Scientific Management = ‘the management
of initiative and incentive’
• Piece-rates and bonuses
• FWT sought to replace ‘opinions’ with
‘facts in the workplace
FW Taylor
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Always secure full support of top managers
Mental revolution of managers and workers
Friendly co-operation not hostility
Correct feeds and speeds for cutting metal
One best way for each single job
Incentive – extra work = extra pay
First-class staff
8 functional foremen not one foreman
Correct method for new systems and the right
installers
FW Taylor
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The mental revolution was the real basis of
scientific management. Workers were to:
Stop fighting over wages and the profits
Accept a scientifically established increase (by
facts) of 30-100% of wages through effort
Forget soldiering and help management
establish the facts about production
Accept management’s role in determining the
what, when, where, how and time constraints
Agree to be trained and follow management’s
new methods
FW Taylor
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Management was to:
Develop a science for each operation
Determine time and method for each job
Match workers to suitable jobs – train to be as
good as he could be
4. Organise efficiently to remove all responsibility
from the worker apart from performance of the
job
5. Agree to be governed by the science and
surrender arbitrary power over the workers.
Frank B and Lilian M Gilbreth
• FB started as an apprentice bricklayer
then foreman, manager, owner then
consultant
• Accepted and developed FW Taylor’s
ideas
• LM was a psychologist who helped FB and
developed her own ideas
Frank B and Lilian M Gilbreth
• Science of motion study
• ‘Systems Management’ – prescribed way
of doing things down to the last detail: FB
referred to the, “one best way.”
• FB set down his ‘Field System’ for his
managers – rules and procedures
applicable to all sites
• Main problem was to ensure performance
and control at a distance
Frank B and Lilian M Gilbreth
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Motion study articles in American journal
Industrial Engineering in 1911
Reduce present practice to writing
Enumerate motions used
Enumerate variables which affect each motion
Reduce best practice to writing
Enumerate motions used
Enumerate variables which affect each motion
HL Gantt
• HL worked with FWT at the Bethlehem
Steel Works – a helper in the development
of scientific management
• FWT’s work had been used by some bad
managers to oppress - unrealistic
expectations on workers
• HL set a day rate for a job plus a bonus of
20-50% if done in the time set
HL Gantt
• If worker couldn’t do any part of the job in
time supervisor was informed.
• Supervisor would demonstrate that it could
be done if not the engineer who set the
time would be called.
• If he couldn’t do it then a new more
realistic time would be set.
• Biggest achievement – Gantt Chart
JD Mooney
• ‘Principles of Organisation’ with AC Reilly
1939 – mainly related to changes in US
system of government
• 2 main objectives: principles which relate
to all organisations; and illustrations
relating to Catholic church, army,
government and business
• Very difficult to read
JD Mooney
• What does ‘organisation’ mean?
• Precise and definitive approach which
claims ‘org’ is a necessary and universal
• Cavemen and co-operation
• Aims and objectives are only the ‘physics’
of an organisation
• Organisation means order and orderly
procedure
JD Mooney
• Definition: “organisation is the
form of every human association
for the attainment of a common
purpose.” (Pollard, p41)
PF Drucker
• Very popular influence on management
thought
• 1950s – new ideas with practical focus as
opposed to theoretical
• 1955 – major work, ‘The Practice of
Management’ written for managers and
those aspiring to management.
PF Drucker
• Focus on different sections in ‘The
Practice of Management’
- The Nature of Management:
“The manager is the dynamic, life giving
element in every business.”
- Managing a Business: serving society –
purpose of management is to
“Create a customer.”
PF Drucker
- Managing a business: need for innovation
and change, the creation of new needs
and the setting of objectives
- Managing Manager: a fundamental
element. Need to direct everyone’s efforts
towards the business objectives
- Structure of Management: links betewwn
structure and practice
PF Drucker
• The Management of Worker and Work:
workers at all levels are human beings
with human needs
• What it Means to be a Manager: making
the whole greater than the sum of its parts
• On leadership he says:
“Leadership cannot be created or
promoted. It cannot be taught or learned.”
PF Drucker
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1964 ‘Managing for Results’
Focus on top-level overall management
of a business
1. Analysis and understanding of results
2. Opportunities and decisions
3. Purposeful Performance
Henri Fayol
• Managed a coal mine at 25; 31 general
manager of a few mines; 47 Managing
Director of mining group for 30 yrs.
• 1916 ‘General and Industrial Management’
(translation in 1929 & 1949)
• Definition of management:
“To forecast and plan, to organise, to
command, to co-ordinate and to control.”
Oliver Sheldon
• Worked for Rowntrees in York. 1920s.
• Asked practical questions in the light of
increased public awareness of industry,
workers’ need to develop themselves,
overgrowth of many kinds of associations
(inc unions) and science (sm re: FWT)
• Management/worker partnership:
“Welfare is essentially a corporate
enterprise.”
B Seebohm Rowntree
• Most influential on British management in
1920s and 30s. Quaker, b 1871.
• Succeeded his dad as Chair of board in
1923 and retired at 70 in 1941.
• A humanitarian, he wanted workers to cooperate with management: keep workers
on-side and don’t overthrow capitalism!
• Minimum wage: enough to raise a family
of 3 children in reasonable comfort
Mary Parker Follett
• 1920s and 30s work rediscovered and
amplified in 50s and 60s.
“One cannot separate work from human
beings, their hopes, fears and aspirations,
nor can one look on work and business as
a series of isolated cause and effects but
only as a continuous process of
interrelationships between people.”
Pollard (1978; p161)
Chris Argyris
• 1950s ‘Personality and the Organisation’ theory of behaviour in industry
• Managers need self-awareness.
• Its not possible to understand others
unless we understand ourselves and vice
versa.
Renis Likert
• 1947 - 1960s, Institute for Social Research,
Michigan – study of management in practice
“Supervision is, therefore, always a relative
process. To be effective and to communicate as
intended, a leader must always adapt his
behaviour to take into account the expectations,
values, and inter-personal skills of those with
whom he is interacting.”
Jenkins (1947) ‘A review of leadership studies with particular reference to
military problems’,