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History of mgt compiled
1.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. “Understanding the historical context of management provides a sense of heritage and can help managers avoid the mistakes of others.” Ricky W. Griffin Author of Management Texas A & M University
2.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Influences Having an Impact on Organizations & Management • Social Forces … values, needs, and standards of behavior • Political Forces … influence of political and legal institutions on people & organizations • Economic Forces … forces that affect the availability, production, & distribution of a society’s resources
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Management in Antiquity 3000 B.C. 2500 B.C. A Sumerians F Chinese B Egyptians C Babylonians D Greeks G Venetians E Romans 2000 B.C. 1500 B.C. 1000 B.C. 500 B.C. A.D.1500A.D.500 A.D.1000 A Used written rules and regulations for governance B Used management practices to construct pyramids C Used extensive set of laws and policies for governance D Used different governing systems for cities and state E Used organized structure for communication and control F Used extensive organization structure for government agencies and the arts G Used organization design and planning concepts to control the seas Figure 2.1
4.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Management Perspectives Over Time 1930 Humanistic Perspective 1990 1890 Classical 1940 1950 2000 Systems Theory 2000 2010 The Technology-Driven Workplace 1990 2010 The Learning Organization 1970 Contingency Views 2000 1980 Total Quality Management 2000 1940 Management Science Perspective 1990
5.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Classical Perspective Three Sub-Fields Scientific Bureaucratic Organizations Administrative Principles
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Scientific Management • Frederick Taylor – System for placing order into production process – Study people like machines – Find the simplest & best way – Train the people
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Example – Bethlehem Steel • Studies the layout of the plant • Studies activities of workers • Specifically looks at loading & unloading of steel
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Findings • Productivity increased • Incentive pay was a factor • Jobs simplified • People were trained
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Steps in Scientific Management Develop a science for each element of the job to replace old rule-of-thumb methods Scientifically select employees and then train them to do the job as described in step 1 Supervise employees to make sure they follow the prescribed methods for performing their jobs Continue to plan the work, but use workers to get the work done 21 43 Figure 2.2
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Characteristics of Scientific Management General Approach • Developed standard method for performing each job. • Selected workers with appropriate abilities for each job. • Trained workers in standard method. • Supported workers by planning work and eliminating interruptions. • Provided wage incentives to workers for increased output. Contributions • Demonstrated the importance of compensation for performance. • Initiated the careful study of tasks and jobs. • Demonstrated the importance of personnel and their training. Criticisms • Did not appreciate social context of work and higher needs of workers. • Did not acknowledge variance among individuals. • Tended to regard workers as uninformed and ignored their ideas.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Bureaucracy Organizations • Labor is divided with clear definitions of authority and responsibility. • Positions are in hierarchy of authority. • Personnel are selected and promoted based on qualifications. • Management is separate from the ownership. • Rules and procedures ensure reliable, & predictable behavior. • Rules are impersonal and uniformly applied. SOURCE: Adapted from Max Weber, The Theory of Social and Economic Organizations, ed. and trans. A.M. Henderson and Talcott Parsons (New York: Free Press, 1947), 328-337.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Bureaucratic Theory • Max Weber – modeled after German government • 6 principles – Jurisdictional areas – Hierarchy & levels of authority – Official documents – Thorough & expert training – Requires full time work – Management follows the rules
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Implications of a bureaucracy • Rules insure fairness • Bad image • Speed & motivation problems
14.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Weber was misunderstood • He really believed that a rational organization would (and should) reward competence.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Administrative principles - Mary Parker Follett • Employee ownership leads to collective responsibility • Business problems must be viewed in relationship to other problems • Profits should be considered in the context of the public good
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Henri Fayol • Administrative management • Identified mgt. Functions – Planning – Organizing – Leading – Controlling
17.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Henri Fayol’s 14 Points Division of labor Authority Discipline Unity of command Unity of direction Subordination of individual interest Remuneration Division of labor Authority Discipline Unity of command Unity of direction Subordination of individual interest Remuneration Centralization Scalar chain Order Equity Stability and tenure of staff Initiative Esprit de corps Centralization Scalar chain Order Equity Stability and tenure of staff Initiative Esprit de corps
18.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Hawthorne Studies • Elton Mayo • 1927 – 1932 • Hawthorne plant of West. Elec. • Productivity Experiment
19.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Illumination Studies • Vary light in the room • Control vs. experiment group • What happened to productivity? • What does that mean?
20.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Hawthorne Studies • Ten year study • Four experimental & three control groups • Five different tests • Test pointed to factors other than illumination for productivity • 1st Relay Assembly Test Room experiment, was controversial, test lasted 6 years • Interpretation, money not cause of increased output • Factor that increased output, Human Relations
21.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Hawthorne is now considered to be the beginning of the “humanistic approach” or human relations.
22.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Maslow’s Hierarchy of Needs • Physiological • Safety • Social • Esteem • Self-actualization
23.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Physiological Safety Belonging Esteem Self-actualization Abraham Maslow’s Hierarchy Based on needs satisfaction Organizational Examples Challenging Job Job Title Friends Retirement Plan Wages General Examples Self-fulfillment Status Friendship Stability Shelter
24.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. 2 Others You Should Know • McGregor’s Theory X & Theory Y • Argyris’s Theory of Adult Personality
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. • People are lazy • People lack ambition • Dislike responsibility • People are self-centered • People don’t like change • People are energetic • People want to make contributions • People do have ambition • People will seek responsibility Douglas McGregor Theory X & Y Theory X Theory Y
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Now There is Theory Z • Based on the Japanese model of management • Long-term employment • Career planning & development • Teamwork • Two-way loyalty • Consensus decision making
27.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Behavioral Sciences Approach • Develops theories about human behavior based on scientific methods & study • Sub-field of the Humanistic Perspective • Applies social science in an organizational context • In understanding employees draws from economics, psychology, sociology
28.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Management Science Perspective • Emerged after WW II • Distinguished for its application of mathematics, statistics to problem solving Operations Research emerged Operations Management emerged Information Technology
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Three Contemporary Trends Systems Theory Contingency View Total Quality Management (TQM) Managers need certain core skills and basic understanding of management and leadership if they plan to operate within a TQM System. This site has several core modules.
30.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Systems Theory Principles • Define company as a system • Establish objectives • Identify wider systems • Create formal subsystems • Integrate subsystems with the whole
31.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. The Systems Perspective of Organizations Inputs from the environment: material inputs, human inputs, financial inputs, and information inputs Transformation process: technology, operating systems, administrative systems, and control systems Outputs into the environment: products/services, profits/losses, employee behaviors, and information outputs Feedback Figure 2.3
32.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Systems View
33.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Contingency Theory • Fred Fielder • Believed in Situational Leadership • No single approach is best • The best is contingent upon the situation
34.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Contingency View
35.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Quantitative Approaches • Management science or operations management • If a problem exists or a decision is to be made use: – Linear Programming – Modeling – Simulation – Forecasting
36.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Learning Organization “An organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights.”
37.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Elements of a Learning Organization Learning Organization Open Information Empowered Employees Team-Based Structure
38.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Features: Examine & challenge scared cows Structures designed for testing Potentially negative messages – don’t shoot the messenger Exhibit new capabilities Is your knowledge qualitatively different – “value added” Is knowledge accessible – knowledge is power
39.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. An Integrative Framework of Management Perspectives Systems Approach • Recognition of internal interdependencies • Recognition of environmental influences Contingency Perspective • Recognition of the situational nature of management • Response to particular characteristics of situation Classical Management Perspectives Methods for enhancing efficiency and facilitating planning, organizing, and controlling Behavioral Management Perspectives Insights for moti- vating performance and understanding individual behavior, groups and teams, and leadership Quantitative Management Perspectives Techniques for improving decision making, resource allocation, and operations Effective and efficient management Figure 2.4
40.
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Pictures & MultiMedia Presentations Copyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Types of E-Commerce Business-to-Consumer B2C Selling Products and Services Online Business-to-Business B2B Transactions Between Organizations Consumer-to-Consumer C2C Electronic Markets Created by Web-Based Intermediaries
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