The Art of Decision-Making: Navigating Complexity and Uncertainty
Theories of management
1.
2. Theories of Management
Presented to:
Habiba Rahman,
Assistant Professor & Chairperson,
Department of Television, Film and Photography,
University of Dhaka.
Presented by: Asrafun Naher
Roll: RK-048-001
Course: Broadcast and Film Production
Management (TFS 404)
Contents
• Management and Process
• Classical School of Management
• Human Relations School of Management
• Modern Approaches to Management
• A New Economic Theory for Management in the
twenty-first century
Source
• Book: Management of Electronic and Digital Media,
6th Edition
• Writer: Alan B. Albarren
3. Management and Process
Process:
i. Series of actions or events marked by change;
ii. Continuous operation in which many things are happening simultaneously.
Management as a process:
i. Ongoing state of operation;
ii. The tendency of changing content and advertising constantly;
iii. Dealing with changing consumer tastes and preferences, as well as social,
regulatory, and technological trends;
iv. Not a static but a dynamic concept.
4. Classical School of Management
Flourished from the late 1800s through the 1920s;
Associated with the Industrial Revolution;
Centered on practical measures (improving the means of production and increasing
productivity among workers);
Philosopher Mary Parker Follett was the first to study what would someday be known as
management (Follett, 1995; Tonn, 2003).
Three different approaches to Classical school management:
Scientific Management (United States);
Administrative management (France);
Bureaucratic management in (Germany).
5. Scientific Management
The father of scientific management:
Frederick W. Taylor
Objective:
Increasing production in a systematic approach.
Introduced practices:
Determination of the most effective way to coordinate tasks;
Careful selection of employees for different positions;
Proper training and development of the workforce;
Introduction of economic incentives to motivate employees.
6. Administrative Management
Developed by: Henri Fayol.
Fayol’s 14 principles of management:
Division of work;
Authority and responsibility;
Discipline;
Unity of command;
Unity of direction;
Subordination of individual interest to general
interest;
Remuneration of personnel;
Centralization;
Scalar chain.
Order;
Equity;
Stability of tenure of personnel;
Initiative;
Esprit de corps/ team spirit.
7. Bureaucratic Management
Developed by
Sociologist Max Weber;
Characteristics
Focused on organizational structure;
Enables an organization to produce at its highest level;
A clear division of labor and management, a strong central authority, a system of
seniority, strict discipline and control, clear policies and procedures, and careful
selection of workers based primarily on technical qualifications.
8. Human Relations School of Management
Started to flourish in the 1930s and 1940s;
Recognized managers and employees as members in the same group;
Employees has more needs than wages and benefits;
Contributors
Elton Mayo, Abraham Maslow, Frederick Herzberg, Douglas McGregor, and William Ouchi.
Contributions
The Hawthorne Studies
Maslow’s Hierarchy of Needs
Herzberg’s Hygiene and Motivator Factors
Theory X and Theory Y
Theory Z.
9. The Hawthorne Studies
Developed by: Harvard business professor Elton Mayo;
Background:
Investigation of the impact of illumination on worker productivity
Control group ( worked under normal lighting)
Experimental group (worked under varying degrees of illumination)
Outcomes:
Increased productivity of the both groups;
Decisions:
Increased attention and interaction leads to the greater productivity;
Employees have social as well as physical and monetary needs.
10. Maslow’s Hierarchy of Needs
Developed by: Psychologist Abraham Maslow;
Characteristics:
i. Other levels of needs become important as one level of needs is met;
ii. Requirements of different motivational techniques to motivate people according to their needs.
Five areas of needs of Maslow’s hierarchy:
i. Physiological needs: Food, water, shelter, and clothing;
ii. Safety: Free of the threat of physical danger and to live in a predictable environment;
iii. Social needs: The need to belong and be accepted by others;
iv. Esteem: Self-esteem and recognition from others;
v. Self-actualization: the idea of maximizing one’s potential.
11. Herzberg’s Hygiene and Motivator Factors
Developed by: Frederick Herzberg.
Hygiene/ maintenance factors:
Represent the work environment;
Include technical and physical conditions, company policies and procedures, supervision, the work
itself, wages, and benefits.
Have some similarities to the three lower levels (physiological needs, safety, and affiliation) of
Maslow’s hierarchy.
Motivator Factors:
Involve aspects of the job such as recognition, achievement, responsibility, and individual growth
and development;
Represent the two upper levels of Maslow ’s hierarchy (esteem and self-actualization).
12. Theory X and Theory Y
Developed by:
Industrial psychologist Douglas McGregor
Theory X:
Emphasizes tactics as control, threat, and coercion to motivate employees.
Theory Y:
Centers on matching the talents of the individual with the proper position in the
organization;
Provides an appropriate system of rewards.
13. Theory Z
Details:
• A Japanese model of management, developed by William Ouchi;
• Cites employee participation and individual development as important components of
organizational growth;
• Interpersonal relations between workers and managers are stressed;
• Fails to recognize the cultural differences between U.S. and Japanese firms;
Areas of Application:
i. Employee training;
ii. Various types of fringe benefit programs;
iii. Lines of communication with managers.
14. Modern approaches to management
Integrated and expanded version of the elements of classical and human
relations schools;
Areas that illustrate the diverse range of the modern school of
management:
i. Management effectiveness;
ii. Systems approaches to management;
iii. Total quality management (TQM;
iv. Leadership.
15. Management Effectiveness
Effectiveness:
i. The actual attainment of organizational goals;
ii. Claimed as the very foundation of success for an organization by the “father” of modern
management theory, late Peter Drucker.
Management by Objectives (MBO):
i. Developed by Drucker;
ii. Goals are identified and shared with each individual area of responsibility, unit and employee;
iii. Shared objectives are used to guide individual units or departments and serve as a way
management can monitor and evaluate progress;
iv. Can be applied to any organization, regardless of size;
16. Systems Approaches to Management
Characteristics:
i. Follows a macro perspective;
ii. Recognizes the relationship between the organization and its external environment;
iii. Identifies change and assess goals by studying the external environment;
iv. Concerned with responding to and interpreting environmental influences on the
organization;
v. Helps one understand the relationship of the electronic media to other societal systems;
vi. A related approach to systems theory is the resource dependence perspective
developed by Pfeffer and Salancik.
17. Total Quality Management
Characteristics:
i. A series of approaches to emphasize quality in organizations;
ii. Strategic approaches are combined to deliver the best products and services;
iii. Helps an organization maintain a competitive edge;
iv. Popularity increased during the late 1970s and early 1980s in the United States;
Areas of potential application:
I. Actual production of media content;
II. Advertising mission statements;
III. Public relations activities.
18. Total Quality Management
Important contributors behind the development of TQM:
i. Walter Shewart (the pioneer of modern quality control);
ii. Joseph M. Juran (contributed a better understanding in the quality process);
iii. W. Edwards Deming (linked the ideas of quality, productivity, market share, and
jobs);
iv. Philip Crosby;
v. Armand Feigenbaum;
vi. Karou Ishikawa.
((Kolarik, 1995).
19. Strategic Management
Characteristics:
i. Primarily concerned with developing tools and techniques;
ii. Analyzes firms, industries, and competition;
iii. Develops strategies to gain a competitive advantage;
iv. The seminal works of Michael Porter, Competitive Strategy (1980) and Competitive
Advantage (1985) represent the foundation literature in this area;
v. An outgrowth of strategic management, strategic planning Involves a scanning of the
external and internal environments by focusing on a firm’s individual strengths,
weaknesses, opportunities, and threats.
20. Leadership
Definition: Attempting to influence the behavior of an individual or a group, regardless of the
reason.
Qualities claimed by Bennis: Vision, passion and integrity.
i. Vision: Understanding of where to go and not letting setbacks or obstacles deter progress;
ii. Passion: Loving the doings;
iii. Integrity: Self-knowledge, candor, and maturity. (Bennis, 1994, pp. 40–41)
Some other qualities mentioned by Bennis:
i. Exhibition of curiosity and daring;
ii. Looking upon mistakes as a way to learn;
iii. Willing to take risks and being afraid of failure;
21. Leadership
Transactional Leadership:
i. Assumes people are motivated by rewards as well as punishment;
ii. Works best with a defined chain of command;
Transformational Leadership:
i. Acceptance of the vision of the leader by subordinates;
ii. Leads the change needed in an organization.
Distinctions between a leader and a manager:
i. Leader: Innovates, offers a long-range perspective, originates.
ii. Manager: Administers, exhibits a short-range view, imitates.
22. A New Economic Theory for the Management
in the twenty-first century
Called by: Peter Drucker;
Reasons claimed by Drucker:
• Previous schools of management becoming antiquated and failing to
prepare people for the new managerial environment.
Solutions:
• Being change leaders, seizing opportunities and understanding how to
effect change successfully in the organizations.