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Evolution of Management,[object Object]
2000,[object Object],The Technology-Driven Workplace,[object Object],2010,[object Object],1990,[object Object],The Learning Organization,[object Object],2000,[object Object],1990,[object Object],The Learning Organization,[object Object],2010,[object Object],1980,[object Object],Total Quality Management,[object Object],1970,[object Object],Contingency Views,[object Object],1950,[object Object],Systems,[object Object],2000,[object Object],1940,[object Object],Management Science,[object Object],1930,[object Object],Humanistic,[object Object],1990,[object Object],1890,[object Object],Classical,[object Object],1940,[object Object],Management Perspectives Over Time,[object Object]
3,[object Object],Classical Perspective,[object Object],0,[object Object],The early study of management.  ,[object Object],19th – late 20th Century,[object Object],Scientific Management,[object Object],Bureaucratic Organizations,[object Object],Administrative Principles,[object Object],Very powerful, gave companies fundamental skill for high productivity,[object Object]
Scientific Management,[object Object],Frederick Winslow Taylor (1856-1915), father of scientific management,[object Object],Focus on improving efficiency and labor productivity,[object Object],Workers could be retooled like machines,[object Object],Managers would need to change,[object Object],Incentive systems for meeting standards,[object Object],Others added to the theories,[object Object]
Characteristics of Scientific Management,[object Object],General Approach,[object Object],Developed standard method for performing each job.,[object Object],Selected workers with appropriate abilities for each job.,[object Object],Trained workers in standard method.,[object Object],Supported workers by planning work and eliminating interruptions.,[object Object],Provided wage incentives to workers for increased output.,[object Object],Contributions,[object Object],Demonstrated the importance of compensation for performance.,[object Object],Initiated the careful study of tasks and jobs.,[object Object],Demonstrated the importance of personnel and their training.,[object Object],Criticisms,[object Object],Did not appreciate social context of work and higher needs of workers.,[object Object],Did not acknowledge variance among individuals.,[object Object],Tended to regard workers as uninformed and ignored their ideas.,[object Object]
Copyright ©2010 by South-Western, a division of  Cengage Learning.  All rights reserved.,[object Object],6,[object Object],Administrative Principles,[object Object],0,[object Object],Henri Foyal (1841-1925), French mining engineer, turned industrialist, and other contributors led the ideas,[object Object],Fayol wrote down his own management practices,[object Object],In the text, General and Industrial Management; 14 general principles were outlined,[object Object],Fayol divided industrial activities into six groups- Technical, Commercial, Financial, Security, Accounting and Managerial ,[object Object],To perform six activities, Fayol identified five managerial functions :  Planning, Organizing, Commanding, Coordinating, and Controlling,[object Object],Fayol was first to emphasize need for management teaching and outlined 14 principles of management,[object Object]
Administrative Principles &Henri Fayol’s 14 Points,[object Object],Division of work,[object Object],Authority,[object Object],Discipline,[object Object],Unity of command,[object Object],Unity of direction,[object Object],Subordination of individual interest for common good,[object Object],Remuneration,[object Object],Centralization,[object Object],Scalar chain,[object Object],Order,[object Object],Equity,[object Object],Stability and tenure of staff,[object Object],Initiative,[object Object],Esprit de corps,[object Object]
8,[object Object],Bureaucratic Organizations,[object Object],0,[object Object],Max Weber (1864-1920), a German theorist  and father of modern sociology, introduced the bureaucratic theories,[object Object],He was concerned with managerial abuse of power and resources,[object Object],He identified three types of authority or power- traditional, Charismatic and Rational or legal. ,[object Object],Weber opined Rational or legal authority is more efficient and adaptable to change,[object Object],Selection and advancement would be focused on competence and technical qualifications,[object Object]
6 Characteristics of Weberian Bureaucracy,[object Object],Labor is divided with clear definitions of authority and responsibility.,[object Object],Positions are in hierarchy of authority.,[object Object],Personnel are selected and promoted based on qualifications.,[object Object],Acts and decisions are recorded in writing,[object Object],Management is separate from the ownership.,[object Object],Rules and procedures ensure reliable, & predictable behavior. Rules are impersonal and uniformly applied.,[object Object]
Copyright ©2010 by South-Western, a division of  Cengage Learning.  All rights reserved.,[object Object],10,[object Object],6 Characteristics of Weberian Bureaucracy,[object Object],0,[object Object]
Copyright ©2010 by South-Western, a division of  Cengage Learning.  All rights reserved.,[object Object],11,[object Object],Humanistic Perspective,[object Object],Led by Mary Parker Follett and Chester Barnard,[object Object],It was Mary Parker Follett  who defined management as getting things done through people,[object Object],Importance of understanding human behaviors:  needs, attitudes and social interactions,[object Object],Human Relations Movement,[object Object],Human Resources Perspective,[object Object],Behavioral Sciences,[object Object],0,[object Object]
Humanistic Perspective,[object Object],Emphasized understanding human behavior.,[object Object],Dealt with needs & attitudes in the workplace.,[object Object],Truly effective control comes from within the individual worker rather than authoritarian control.,[object Object],Hawthorne Studies brought this perspective to forefront. ,[object Object]
Humanistic PerspectiveThree Sub-Fields,[object Object],[object Object]
Human Resources Perspective.
Behavioral Sciences Approach.,[object Object]
Hawthorne Studies,[object Object],Study was initiated to at Hawthorne plant of Western Electric- an unit of AT&T to study effects of changes in lighting on productivity,[object Object],Part of unit was divided into experimental group and control group,[object Object],No change in lighting was effected in control group but light was enhanced in experimental group from 24 to 46 to 70’ candles- productivity went up in both groups,[object Object],Then lighting of experimental group was reduced gradually to below normal but without any change in control group - productivity continued to increase in both groups,[object Object]
Hawthorne Studies,[object Object],Productivity of experimental group finally started to decline when lighting was reduced to moon light level and visibility got affected.,[object Object],It proved that something other than lighting caused changes in productivity,[object Object],Another experiment was conducted in Relay Assembly Test Room for 6 years. In this test relationship amongst rest, fatigue and productivity were also examined.,[object Object]
Hawthorne Studies,[object Object],First the normal productivity was measured,[object Object],Then production based pay system was introduced without any change in working conditions for 8 weeks,[object Object],Then two rest pauses of 5 minutes each were introduced at 10 am and 2 pm,[object Object], In next stage girls were given light lunch during pauses,[object Object],In next stage workday was reduced by half hour,[object Object],In next stage workday was reduced by one hour,[object Object],In next stage 5 day week initiated,[object Object],Gradual rise in output continued till here,[object Object]
Hawthorne Studies,[object Object],Then original work pattern without any pause, lunch and full work hrs introduced and productivity measured for 12 weeks.,[object Object],Productivity declined but not to original levels meaning physical conditions did not have impact,[object Object],Change in output could be related to attitudes and social factors at work place,[object Object],Workers enjoyed getting attention. This is known as Hawthorne effect.,[object Object]
Copyright ©2010 by South-Western, a division of  Cengage Learning.  All rights reserved.,[object Object],19,[object Object],Human Relations Movement,[object Object],0,[object Object],Control comes from the individual worker rather than authoritarian control,[object Object],The Hawthorne studies found increased output due to managers’ better treatment of employees,[object Object],Money mattered a great deal,[object Object],Productivity increased from feelings of importance,[object Object],Created a focus on positive treatment of employees,[object Object]
Copyright ©2010 by South-Western, a division of  Cengage Learning.  All rights reserved.,[object Object],20,[object Object],Human Resources Perspective,[object Object],0,[object Object],Emphasizes understanding human behavior, needs and attitudes in the workplace.,[object Object],Perspective came from the idea that cows gave more milk when they were more satisfied,[object Object],Maintains an interest in worker participation. ,[object Object],Focus on job tasks and theories of motivation,[object Object],Reduce dehumanizing or demeaning work,[object Object],Allow workers to use full potential ,[object Object],Main contributors: Abraham Maslow and Douglas McGregor,[object Object],Maslow’s Hierarchy of Needs,[object Object],McGregor’s Theory X/Theory Y,[object Object]
Maslow’s Hierarchy of Needs,[object Object]
Abraham Maslow sought to explain why a need become driving at some time and some other needs at some other time,[object Object],Maslow’s answer is that human needs are arranged in a hierarchy, from the most pressing to the least pressing,[object Object],Physiological needs - food, shelter most potent,[object Object],Psychological needs like safety, social, esteem and self actualisation are potent in that order,[object Object],It says that person shall fulfill its most important need first at least to a minimum level and only then the next level need shall activate,[object Object]
Organizational,[object Object],Examples,[object Object],General,[object Object],Examples,[object Object],Abraham Maslow’s Hierarchy,[object Object],Self-,[object Object],actualization,[object Object],Challenging Job,[object Object],Self-fulfillment,[object Object],Esteem,[object Object],Job Title,[object Object],Status,[object Object],Belonging,[object Object],Friends,[object Object],Friendship,[object Object],Safety,[object Object],Retirement Plan,[object Object],Stability,[object Object],Physiological,[object Object],Shelter,[object Object],Wages,[object Object],Based on needs satisfaction,[object Object]
Douglas McGregor’s Theory X & Theory Y,[object Object],Theory X ,[object Object],People are lazy,[object Object],People lack ambition ,[object Object],Dislike responsibility,[object Object],People are self-centered,[object Object],People don’t like change,[object Object],People need close supervision,[object Object],Theory Y ,[object Object],People are energetic,[object Object],People want to make contributions,[object Object],People do have ambition,[object Object],People will seek responsibility,[object Object],Consider work as natural as rest & play,[object Object]
Copyright ©2010 by South-Western, a division of  Cengage Learning.  All rights reserved.,[object Object],25,[object Object],Theory X and Theory Y,[object Object],0,[object Object]
Copyright ©2010 by South-Western, a division of  Cengage Learning.  All rights reserved.,[object Object],26,[object Object],Behavioral Sciences Approach,[object Object],0,[object Object],Scientific methods that draw from sociology, psychology, anthropology, economics and other disciplines,[object Object],Focus on human behavior and interaction,[object Object],Organizational development came from behavioral sciences approach,[object Object],Applied behavioral sciences to improve organizational health and effectiveness,[object Object]
Copyright ©2010 by South-Western, a division of  Cengage Learning.  All rights reserved.,[object Object],27,[object Object],Management Science Perspective,[object Object],0,[object Object],Developed to meet changing and dynamic environment created from WWII,[object Object],Engaged mathematics, statistics and quantitative techniques to aid in decision making,[object Object],Increased study of management led by Peter Drucker,[object Object],Use of technology and programming for optimizing operations,[object Object],Introduced new subsets of management:,[object Object],Operations Research,[object Object],Operations Management,[object Object],Information Technology,[object Object]
Copyright ©2010 by South-Western, a division of  Cengage Learning.  All rights reserved.,[object Object],28,[object Object],Recent Historical Trends,[object Object],0,[object Object],Systems Theory. A holistic view of management as a interrelated parts to achieve a common purpose.,[object Object],Contingency View. Successful resolution of organizational problems depends on situations.,[object Object],Total Quality Management. Management of the total organization to deliver quality.,[object Object]
Copyright ©2010 by South-Western, a division of  Cengage Learning.  All rights reserved.,[object Object],29,[object Object],The Systems View of Organizations,[object Object],0,[object Object]
Copyright ©2010 by South-Western, a division of  Cengage Learning.  All rights reserved.,[object Object],30,[object Object],Contingency View of Management,[object Object],0,[object Object]
Copyright ©2010 by South-Western, a division of  Cengage Learning.  All rights reserved.,[object Object],31,[object Object],Total Quality Management,[object Object],0,[object Object],W. Edward Deming, known as the father of the quality movement,[object Object],US initially scoffed at Deming,[object Object],During the 1908s and 1990s, quality became a focus to meet global competition,[object Object],Four key elements of quality management:,[object Object],Employee involvement,[object Object],Focus on customer,[object Object],Benchmarking,[object Object],Continuous improvement,[object Object]
Copyright ©2010 by South-Western, a division of  Cengage Learning.  All rights reserved.,[object Object],32,[object Object],The Learning Organization,[object Object],0,[object Object],Learning aids in the adaptation to change,[object Object],Peter Senge began the discussion about the learning organization,[object Object],All employees are engaged in identifying and solving problems,[object Object],Learning increases the capacity to learn and grow,[object Object],Move from efficiency to solving problems,[object Object]
33,[object Object],Managing the Technology-Driven Workplace,[object Object],0,[object Object],Most work is performed on computers in today’s workplace,[object Object],Companies use technology to communicate and collaborate,[object Object],Key technologies in today’s workplace:,[object Object],Supply Chain Management,[object Object],Customer Relationship Management,[object Object],Outsourcing,[object Object]
34,[object Object],Supply Chain for a Retail Organization,[object Object],0,[object Object]

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