Management theories

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  • Bureaucratic management relies on a rational set of structuring guidelines, such as rules and procedures, hierarchy, and a clear division of labor. Scientific management focuses on the “one best way” to do a job. Administrative management emphasizes the flow of information in the operation of the organization.
  • Hawthorne Studies – the bias that occurs when people know they are being studied 4 Phases – study the effect of working conditions on productivity
  • Behavioral approach did not always increase productivity
  • Management theories

    1. 1. Human Resources Administration Management Theories 07/09/10
    2. 2. Introduction <ul><li>Industrial revolution brought about large scale business and need for professional managers </li></ul><ul><li>Modern managers still use many of the practices, principals, and techniques </li></ul><ul><li>Early leadership models came from military and church </li></ul>07/09/10
    3. 3. Management Theories <ul><li>Classical Management Theory </li></ul><ul><li>Human Relations Theory </li></ul><ul><li>Organizational Behavior </li></ul><ul><li>Human Resources Management </li></ul>07/09/10
    4. 4. Classical Management Theory <ul><li>Theory recognizing management role in the organization – Early 1900s – 1920s </li></ul><ul><li>Focuses on efficiency and includes bureaucratic, scientific and administrative management </li></ul><ul><li>Bureaucratic – rule and procedures, hierarchy, division of labor </li></ul><ul><li>Scientific – worker and machine relationships, efficiency of time, human energy, and resources </li></ul><ul><li>Administrative – manager and functions of management </li></ul>07/09/10
    5. 5. Human Relations <ul><li>Emerged in the 1920s </li></ul><ul><li>Dealt with the human aspects of the organization </li></ul><ul><li>Hawthorne Studies – human factors affect worker productivity </li></ul><ul><li>People respond to social environment, motivation depends more on social needs than on economic needs, and satisfied employees work harder then unsatisfied </li></ul>07/09/10
    6. 6. Human Resources Management <ul><li>Began in the early 1950s </li></ul><ul><li>Motivation and leadership techniques </li></ul><ul><li>Employees want meaningful work </li></ul><ul><li>They want to contribute </li></ul><ul><li>They want to participate in decision making and leadership functions </li></ul>07/09/10
    7. 7. Organizational Behavior <ul><li>Emerged in the late 1950s and early 1960s </li></ul><ul><li>Focuses on how people, as individuals and groups, act within an organization </li></ul><ul><li>Systems approach – interprets relationships in terms of the whole person, whole group, whole organization, and whole social system </li></ul><ul><li>Purpose is to build better relationships by achieving human, organizational, and social objectives. </li></ul>07/09/10
    8. 8. Principal's Philosophy, Values, Visions, and Goals <ul><li>Organization ’ s culture – determines the type of leadership, communication, and group dynamics within organization </li></ul><ul><li>Employee motivation – quality of work life </li></ul><ul><li>Performance </li></ul><ul><li>Individual satisfaction </li></ul><ul><li>Personal growth and development </li></ul>07/09/10
    9. 9. 4 Organizational Frameworks <ul><li>Autocratic – Basis is power – performance is minimal </li></ul><ul><li>Custodial – Basis is economic resources – performance is passive cooperation </li></ul><ul><li>Supportive – Basis is leadership with managerial support – performance is awakened drives </li></ul><ul><li>Collegial – Basis is partnerships – performance is enthusiasm </li></ul>07/09/10
    10. 10. Think About <ul><li>What type of leader do you want to be? </li></ul><ul><li>How will your staff describe you? </li></ul>07/09/10

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