Transcript Slide 1

Supplement 1
History of Management Trends
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 1
LEARNING OUTLINE
Follow this Learning Outline as you read and study this chapter
• Management Theories
– List the six major management theories
• Scientific Management
– Describe the important contributions made by Fredrick W.
Taylor and Frank and Lillian Gilbreth
– Explain how today’s managers use scientific management
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 2
LEARNING OUTLINE (cont’d)
Follow this Learning Outline as you read and study this chapter
• General Administrative Theorists
– Discuss Fayol’s 14 management principles.
– Describe Max Weber’s contribution to the general
administrative theory of management.
– Explain how today’s managers use general administrative
theories of management.
• The Quantitative Approach
– Explain what the quantitative approach has contributed to the
field of management.
– Discuss how today’s managers use the quantitative approach.
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 3
LEARNING OUTLINE (cont’d)
Follow this Learning Outline as you read and study this chapter
• Organizational Behavior
– Describe the contributions of the early advocates of OB
– Explain the contributions of the Hawthorne Studies to the field
of management
– Discuss how today’s managers use the behavioural approach
• The Systems Approach
– Describe an organization using the systems approach
– Discuss how the systems approach is appropriate for
understanding management
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 4
LEARNING OUTLINE (cont’d)
Follow this Learning Outline as you read and study this chapter
• The Contingency Approach
– Explain how the contingency approach differs from
the early theories of management
– Discuss how the contingency approach is appropriate
for studying management
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 5
Management Theories
• Six major management theories:
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–
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–
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Scientific management
General administrative theory
The quantitative approach
Organizational behaviour
The systems approach
The contingency approach
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 6
Exhibit S1.1 Development of
Major Management Theories
Management Theories
Scientific
Management
Quantitative
Approach
Systems
Approach
Contingency
Approach
Early
Advocates
Hawthorne
Studies
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 7
Scientific Management
• Fredrick Winslow Taylor
– The “father” of scientific management
– Published Principles of Scientific Management
(1911)
• The theory of scientific management
– Scientific methods to define the “one best way” for a job to be
done:
» Putting the right person on the job with the correct tools and
equipment
» Having a standardized method of doing the job
» Providing an economic incentive to the worker
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 8
Tips for Managers: Taylor’s Four
Principles of Management
1. Develop a science for each element of an individual’s
work.
2. Scientifically select and then train, teach, and develop
employees.
3. Heartily cooperate with employees to get work done
using scientific methods.
4. Divide work and responsibility almost equally between
management and workers.
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 9
Scientific Management (cont’d)
• Frank and Lillian Gilbreth
– Focused on increasing worker productivity through
the reduction of wasted motion
– Developed the microchronometer to time worker
motions and optimize performance
• How Do Today’s Managers Use Scientific
Management?
– Use time and motion studies to increase productivity
– Hire the best qualified employees
– Design incentive systems based on output
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 10
General Administrative Theorists
• Henri Fayol
– Believed that the practice of management was
distinct from other organizational functions
– Developed 14 principles of management that
applied to all organizational situations
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 11
Tips for Managers: 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
8. Centralization
9. Scalar chain
10. Order
11. Equity
12. Stability of tenure of
personnel
13. Initiative
14. Esprit de corps
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 12
General Administrative Theorists
(cont’d)
• Max Weber
– Developed a theory of authority based on an ideal
type of organization (bureaucracy)
• Emphasized rationality, predictability, impersonality,
technical competence, and authoritarianism
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 13
Exhibit S1.2 Weber’s Ideal
Bureaucracy
Jobs broken down
into simple, routine,
and well-defined tasks
Managers are career
professionals, not
owners of units they
manage
Positions organized
in a hierarchy with
a clear chain
of command
Division
of Labour
Career
Orientation
Authority
Hierarchy
A bureaucracy
should have
Formal
Selection
Impersonality
Uniform application
of rules and controls,
not according to
personalities
Formal Rules
and Regulations
People selected for
jobs based on
technical qualifications
System of written
rules and standard
operating procedures
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 14
The Quantitative Approach
• Quantitative Approach
– Also called operations research or management
science
– Evolved from mathematical and statistical
methods developed to solve WWII military
logistics and quality-control problems
– Focuses on improving managerial decision
making by applying:
• Statistics, optimization models, information models, and
computer simulations
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 15
Organizational Behaviour
• Organizational Behaviour (OB)
– The study of the actions of people at work;
people are an organization’s most important
assets
• Early OB Advocates
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–
–
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Robert Owen
Hugo Münsterberg
Mary Parker Follett
Chester Barnard
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 16
Exhibit S1.3 Early Advocates of OB
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 17
The Hawthorne Studies
• A series of productivity experiments conducted at
Western Electric from 1927 to 1932
• Experimental findings
– Productivity unexpectedly increased under imposed
adverse working conditions
– The effect of incentive plans was less than expected
• Research conclusion
– Social norms, group standards, and attitudes more
strongly influence individual output and work
behaviour than do monetary incentives
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 18
The Systems Approach
• System Defined
– A set of interrelated and interdependent parts arranged in
a manner that produces a unified whole
• Basic Types of Systems
– Closed systems
• Are not influenced by and do not interact with their
environment (all system input and output is internal)
– Open systems
• Dynamically interact with their environments by taking in
inputs and transforming them into outputs, which are then
distributed back into the environments
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 19
Exhibit S1.4 The Organization as an
Open System
System
Inputs
Raw Materials
Human Resources
Capital
Technology
Information
Transformation
Process
Employees’ Work
Activities
Management Activities
Technology and
Operations Methods
Outputs
Products and Services
Financial Results
Information
Human Results
Feedback
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 20
Implications of the Systems
Approach
• Coordination of the organization’s parts is
essential for proper functioning of the entire
organization
• Decisions and actions taken in one area of the
organization will have an effect on other areas
of the organization
• Organizations are not self-contained and,
therefore, must adapt to changes in their
external environment
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 21
The Contingency Approach
• Contingency Approach Defined
– There is no one universally applicable set of
management principles (rules) by which to
manage organizations
– Organizations are individually different, face
different situations (contingency variables), and
require different ways of managing
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 22
Exhibit S1.5 Popular Contingency
Variables
•
•
•
•
Organization size
Routineness of task technology
Environmental uncertainty
Individual differences
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 23
Exhibit S1.6 Emphases of Major
Management Theories
Management Theories
Supplement 1, Stephen P. Robbins, Mary Coulter, and Nancy Langton, Fundamentals of Management, Fifth Canadian Edition
Copyright © 2008 Pearson Education Canada
S1- 24