Transcript Pioneering ideas in management

2
Pioneering ideas in
management
Ridel A.
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management
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Management
theories
Preclassical
contributors
Classical
viewpoint
Behavioral
viewpoint
Quantitative
viewpoint
Contemporary
viewpoint
Scientific
management
Early
behaviorist
Management
science
System
theories
Bureaucratic
management
Hawthorne
studies
Operation
management
Contingency
theories
Administrative
management
relations
movement
Management
information
system
Emerging
view
Behavioral
science
approach
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management
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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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management
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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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The preclassical contributors and their
pioneering ideas
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.
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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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management
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Born: date of birth unknown
Died: date of death unknown
Occupation: Military commander
Ethnicity: Chinese
Writing period:722–481 BCE or 403–221 BCE
(disputed)
Subjects: Military strategy
Notable work(s): The Art of War
Statue of Sun Tzu in Yurihama, Tottori,
Japan
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management
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Classical viewpoint
- Scientific management
- Frederic Winslow Taylor, Henry L. Gantt, The Gilbreths
- Bureaucratic management
- Max Weber
- Administrative management
- Henry Fayol, Chester Barnard
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management
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Frederick Winslow Taylor
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•
•
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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management
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Taylor’s Four Principles of Scientific
Management
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.
1.
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The Gilbreths
Henry L. Gantt
The Gilbreths (husband &
wife) = Frank (18681924) + Lillian (18781972)
• 1861-1919
• Taylor’s friend
• Consultant
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management
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Max Weber
• German sociologist:
consultant, professor,
author
• 1864-1920
Maximilian Weber: German political
economist and sociologist
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management
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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 &
controlling
Henri 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

Efficiencies
2. Authority

To give order, power
3. Discipline

For smooth running
4. Unity of command

1 supervisor only
5. Unity of direction

1 plan, 1 who charge
6. Subordination of

() vs. (  )?

Pay: fair
individual interest to the
general interest
7. Remuneration
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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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Chester Barnard
• Born in Massachusetts
• 1886-1961
• Acceptance theory of
authority
• OK if
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–
–
Understand the com.
Com. →org. purposes
Feel in line their need, ..
..able to comply?
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Behavioral viewpoint
- Early behaviorists
- Hugo Münsterberg, Mary Parker Follett
- Hawthorne studies
- 1st set of studies, 2nd set of studies, 3rd set of studies, its impacts
- Human relation movement
- Abraham Maslow, Douglas McGregor
- Behavioral science approach
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Hugo Münsterberg
Mary Parker Follett
• Born in Germany (18631916)
• The book argued:
• Born in Boston (18631933), F
• Social worker
• Ideas: (conflict solution)
– Psychologists should
• Study jobs
• Find ways: suited job
– Could: psychological cond.
for do best work
– Dev. influence strategy
– The functioning of group
vs. proponent
– Principle power vs. power
over
– Solution: satisfy both
parties
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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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Maslow’s hierarchy of needs
Self-actualization
Esteem needs
Social needs
Safety needs
Physiological needs
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Maslow’s hierarchy of needs
• Physiological needs
• Self-actualization
– Air, water, nourishment, sleep
• Safety
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–
–
–
– Truth, justice, wisdom,
meaning
Living in safe area
Medical insurance
Job security
Financial reserve
• Social needs
– Friends, belonging, love
• Esteem
– Self-respect, achievement,
attention, recognition,
reputation
Source: NetMBA, Business knowledge Center
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Self-actualization in service to society
Self-actualization in individual development
Self-esteem
Safety
Belonging (social)
Physiology
Safety
Belonging
Physiology
American needs hierarchy
Chinese 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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Labeled theory X (Negative)
Labeled theory Y (Positive)
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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.
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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.
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Extra motivation theories
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Two-factor theory
ERG
Expectancy theory
Equity theory
Goal setting theory
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System theory
▪ Products & services
▪ Organizational resources ▪ Mn’t functions
▪ Information
Inputs
▪ Technology
▪ Profits & loses
▪ Employees growth &
satisfaction
Transformation
process
Outputs
Feedback from environment
▪ Results
▪ Organizational status
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Open system
Closed system
• A system that
operates in continual
interaction with its
environment.
• A system that does
little or no interacting
with its environment &
receives little
feedback
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Synergy
Contingency theory
• 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
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Source
Management
Kathry M. Bartol: University of Maryland, College Park
David C. Martin : American University
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