This document summarizes key aspects of classical management theory discussed in Chapter 1 of the textbook. It outlines the four categories of management theories, and focuses on pre-classical and classical management thought. Pre-classical management practices date back to ancient civilizations like Egypt and Greece, while influential early contributors included Robert Owen, Charles Babbage, and Adam Smith. Classical management theory had two broad perspectives: scientific management, whose chief proponents were Frederick Taylor, Frank and Lillian Gilbreth, and Henry Gantt; and classical organization theory focusing on bureaucratic and administrative management.
Management has evolved over centuries as people organized into groups and needed to coordinate activities. Early management practices emerged from religious institutions like the Catholic Church and military organizations. The Industrial Revolution brought new challenges around maintaining productivity and worker satisfaction that led to more formal study of management principles. Some key early contributors included Robert Owen, who emphasized treating workers well to increase productivity, and Charles Babbage, who advocated for division of labor and applying scientific principles to work. Formal management theory began to develop in the late 19th/early 20th century in response to growing business complexity.
Websites1. American Society for Quality (n.d). Pareto chart. R.docxmelbruce90096
Websites
1. American Society for Quality (n.d). Pareto chart. Retrieved from http://asq.org/learn-about-quality/cause-analysis-tools/overview/pareto.html
2. American Society for Quality (n.d). Six sigma. Retrieved from http://asq.org/sixsigma/
Discussions
To participate in the following discussions, go to this week's Discussion link in the left navigation.
1. Process Selection: Product Design and Capacity
How is process selection related to product design and capacity determination? Your initial post should be 200-250 words.
Guided Response:
Respond to at least two of your classmates’ posts in a substantive manner. Include examples, applications, and/or relationships between product and process design. Provide suggestions and alternatives to your classmates.
2. Monique Food Processing Company and Capacity
Read Problem 6: The “Monique Food Processing Company” in Chapter 8 of your text.
Monique Food Processing Company produces light snacks that can be heated in a microwave. The following steps are included in the process:
Steps
Description
Capacity (Units/Hour)
1
Prepare food
200
2
Measure and place in plastic pouch
175
3
Prepare cardboard box
200
4
Insert pouch into box
300
5
Shrink-wrap box
200
201
A .What is the system capacity, and which is the bottleneck department?
B How much slack (unused capacity) is available in other departments?
C How much system capacity can be gained by adding capacity to the bottleneck?
D What are the key factors that determine when to add capacity?
E Why would an organization want to reduce its capacity?
Make and include calculations. Answer questions a - e. Your initial post should be 200-250 words
Theories of management originated in the early 1900s. They have influenced how we view management today. Write a short essay (minimum 500-600 words) that explores one of the early theories of management and addresses the following questions in the Discussion Area. Be sure to incorporate your weekly readings and cite your sources using proper APA guidelines (including in-text citations and references). Respond with meaningful feedback that adds value to the discussion to two classmates before the end of the week.
1. Describe the early theory.
2. Compare the differences between the theory you have chosen and at least one current approach/theory of management. In your comparison, include a minimum of two similarities and two differences.
3. Explain the impact technology and innovation have on the role of a manager.
4. Develop a plan for your approach to management that includes the skills and attributes a manager must possess. In this plan, explain how you would implement each function of management in your role as a manager.
Notes from the class.
The practice of management can be traced to 3000 b.c., to the first government organizations developed by the Sumerians and Egyptians, but the formal study of management is relatively recent.12 The early stud.
The document provides an overview of the emergence and development of management thought from ancient times to the classical era. It discusses early examples of management in ancient Egypt, Rome, Greece, and the Bible. It then profiles some of the pioneering contributors to management thought from the pre-classical era, including Robert Owen, Charles Babbage, and Adam Smith. Finally, it describes the two main perspectives of classical management theory: scientific management as developed by Frederick Taylor and classical organization theory developed by Henri Fayol.
Organization and Management with focus on Human Resources and DevelopmentJo Balucanag - Bitonio
The document discusses various organizational theories that have developed over time, from classical to modern theories. It provides details on key aspects of each approach, including:
- Classical theories focused on efficiency and control, exemplified by scientific management, bureaucracy, and administrative principles.
- Neoclassical theories emphasized the human element and informal organization, informed by Hawthorne studies. This led to recognition of social and psychological factors.
- Modern theories take an interdisciplinary approach and view the organization as an open system interacting with its environment. Approaches include systems theory, contingency theory, and socio-technical systems.
Philosophies & approaches to management practiceslavnigam
Management involves coordinating resources to achieve goals effectively and efficiently. It is a process where managers create an environment for employees to achieve personal and organizational growth. The evolution of management thought progressed from ancient civilizations emphasizing division of labor, to scientific management in the industrial era focusing on standards and efficiency, to behavioral management recognizing human factors. The five major schools of management are classical, behavioral, quantitative, systems, and contingency approaches. The Hawthorne studies highlighted the importance of human relationships in organizations.
This document provides an overview of the evolution of management theory from 1890-2000. It discusses several important historical events and developments that influenced management theory, including Adam Smith's publication of The Wealth of Nations and the Industrial Revolution. The document then summarizes several major management theories that developed over this period, including Scientific Management Theory, Administrative Management Theory, Behavioral Management Theory, Management Science Theory, and Organizational Environmental Theory. It provides details on the key theorists and concepts associated with each theory.
The document provides an overview of the history and development of management theories from the classical school to modern schools of thought. It summarizes the key contributors and principles of scientific management, bureaucratic management, and administrative management under the classical school. The behavioral school emphasized the human element, while the modern school integrated tools and theories from other disciplines and recognized contingent factors. Overall, the document traces the evolution of management theories from an efficiency focus on work processes to considerations of human and situational factors.
The document provides a history of management theory and practice from early management thought to modern approaches. It discusses how management approaches have evolved over time in response to changes in the environment. Early approaches focused on organizing, with theorists like Taylor emphasizing scientific management. Later approaches emphasized leading and the human element, influenced by Hawthorne Studies. Subsequently, management science emerged with a focus on planning and quantitative techniques. More recently, systems theory, contingency theory, and triangular management have integrated various perspectives.
Management has evolved over centuries as people organized into groups and needed to coordinate activities. Early management practices emerged from religious institutions like the Catholic Church and military organizations. The Industrial Revolution brought new challenges around maintaining productivity and worker satisfaction that led to more formal study of management principles. Some key early contributors included Robert Owen, who emphasized treating workers well to increase productivity, and Charles Babbage, who advocated for division of labor and applying scientific principles to work. Formal management theory began to develop in the late 19th/early 20th century in response to growing business complexity.
Websites1. American Society for Quality (n.d). Pareto chart. R.docxmelbruce90096
Websites
1. American Society for Quality (n.d). Pareto chart. Retrieved from http://asq.org/learn-about-quality/cause-analysis-tools/overview/pareto.html
2. American Society for Quality (n.d). Six sigma. Retrieved from http://asq.org/sixsigma/
Discussions
To participate in the following discussions, go to this week's Discussion link in the left navigation.
1. Process Selection: Product Design and Capacity
How is process selection related to product design and capacity determination? Your initial post should be 200-250 words.
Guided Response:
Respond to at least two of your classmates’ posts in a substantive manner. Include examples, applications, and/or relationships between product and process design. Provide suggestions and alternatives to your classmates.
2. Monique Food Processing Company and Capacity
Read Problem 6: The “Monique Food Processing Company” in Chapter 8 of your text.
Monique Food Processing Company produces light snacks that can be heated in a microwave. The following steps are included in the process:
Steps
Description
Capacity (Units/Hour)
1
Prepare food
200
2
Measure and place in plastic pouch
175
3
Prepare cardboard box
200
4
Insert pouch into box
300
5
Shrink-wrap box
200
201
A .What is the system capacity, and which is the bottleneck department?
B How much slack (unused capacity) is available in other departments?
C How much system capacity can be gained by adding capacity to the bottleneck?
D What are the key factors that determine when to add capacity?
E Why would an organization want to reduce its capacity?
Make and include calculations. Answer questions a - e. Your initial post should be 200-250 words
Theories of management originated in the early 1900s. They have influenced how we view management today. Write a short essay (minimum 500-600 words) that explores one of the early theories of management and addresses the following questions in the Discussion Area. Be sure to incorporate your weekly readings and cite your sources using proper APA guidelines (including in-text citations and references). Respond with meaningful feedback that adds value to the discussion to two classmates before the end of the week.
1. Describe the early theory.
2. Compare the differences between the theory you have chosen and at least one current approach/theory of management. In your comparison, include a minimum of two similarities and two differences.
3. Explain the impact technology and innovation have on the role of a manager.
4. Develop a plan for your approach to management that includes the skills and attributes a manager must possess. In this plan, explain how you would implement each function of management in your role as a manager.
Notes from the class.
The practice of management can be traced to 3000 b.c., to the first government organizations developed by the Sumerians and Egyptians, but the formal study of management is relatively recent.12 The early stud.
The document provides an overview of the emergence and development of management thought from ancient times to the classical era. It discusses early examples of management in ancient Egypt, Rome, Greece, and the Bible. It then profiles some of the pioneering contributors to management thought from the pre-classical era, including Robert Owen, Charles Babbage, and Adam Smith. Finally, it describes the two main perspectives of classical management theory: scientific management as developed by Frederick Taylor and classical organization theory developed by Henri Fayol.
Organization and Management with focus on Human Resources and DevelopmentJo Balucanag - Bitonio
The document discusses various organizational theories that have developed over time, from classical to modern theories. It provides details on key aspects of each approach, including:
- Classical theories focused on efficiency and control, exemplified by scientific management, bureaucracy, and administrative principles.
- Neoclassical theories emphasized the human element and informal organization, informed by Hawthorne studies. This led to recognition of social and psychological factors.
- Modern theories take an interdisciplinary approach and view the organization as an open system interacting with its environment. Approaches include systems theory, contingency theory, and socio-technical systems.
Philosophies & approaches to management practiceslavnigam
Management involves coordinating resources to achieve goals effectively and efficiently. It is a process where managers create an environment for employees to achieve personal and organizational growth. The evolution of management thought progressed from ancient civilizations emphasizing division of labor, to scientific management in the industrial era focusing on standards and efficiency, to behavioral management recognizing human factors. The five major schools of management are classical, behavioral, quantitative, systems, and contingency approaches. The Hawthorne studies highlighted the importance of human relationships in organizations.
This document provides an overview of the evolution of management theory from 1890-2000. It discusses several important historical events and developments that influenced management theory, including Adam Smith's publication of The Wealth of Nations and the Industrial Revolution. The document then summarizes several major management theories that developed over this period, including Scientific Management Theory, Administrative Management Theory, Behavioral Management Theory, Management Science Theory, and Organizational Environmental Theory. It provides details on the key theorists and concepts associated with each theory.
The document provides an overview of the history and development of management theories from the classical school to modern schools of thought. It summarizes the key contributors and principles of scientific management, bureaucratic management, and administrative management under the classical school. The behavioral school emphasized the human element, while the modern school integrated tools and theories from other disciplines and recognized contingent factors. Overall, the document traces the evolution of management theories from an efficiency focus on work processes to considerations of human and situational factors.
The document provides a history of management theory and practice from early management thought to modern approaches. It discusses how management approaches have evolved over time in response to changes in the environment. Early approaches focused on organizing, with theorists like Taylor emphasizing scientific management. Later approaches emphasized leading and the human element, influenced by Hawthorne Studies. Subsequently, management science emerged with a focus on planning and quantitative techniques. More recently, systems theory, contingency theory, and triangular management have integrated various perspectives.
The document provides an overview of the historical roots and evolution of modern management practices from ancient times to the present. It discusses influential early thinkers like Adam Smith and developments like the Industrial Revolution that shaped new management approaches. Major 20th century frameworks are also summarized, including scientific management, bureaucracy theory, human relations movement, and contingency theory.
4. Evolution of Management - Scientific Management.pptxBkannan2
This document provides an overview of the evolution of management theories, beginning with scientific management. It discusses Frederick Taylor's principles of scientific management, including his pig iron experiment which aimed to optimize worker efficiency. Other contributors mentioned include Frank and Lillian Gilbreth's motion studies and Therbligs. General administrative theory is also summarized, outlining Henry Fayol's 14 principles of management and Max Weber's theory of bureaucracy. The document traces the development of classical management approaches focused on rationality and efficiency.
An introduction to management and evolution of managementMaxwell Ranasinghe
This document provides an overview of the evolution of management theories from classical to behavioral approaches. It defines management and discusses early contributors like Taylor who developed scientific management principles focusing on productivity. Other classical theorists like Fayol and Weber developed administrative principles for organizing work. As questions emerged about motivating individuals, the behavioral movement arose to study human behavior and motivation in organizations. Theorists like Mayo and the Hawthorne studies revealed shortcomings of classical approaches and emphasized developing employees as individuals and assets.
The Evolution of Management - PPT Group ( for upload).pptxLEOGENARDLOBATON1
The document summarizes the evolution of management thought and theory from early history to modern approaches. It describes pre-scientific management in early civilizations like ancient Sumer and Egypt. Classical theorists like Babbage, Owen, Fayol and Taylor believed in a universal process approach and identified core functions and principles of management. The behavioral approach recognized the human element, as seen in the Hawthorne studies. Systems and contingency theories view organizations as open systems influenced by their environment, with no universally optimal style but rather approaches contingent on situational factors.
The document discusses the theoretical basis of management. It begins with definitions of management from various scholars such as Kreitner, Terry, and Massie. It then provides a brief history of management from ancient times to modern developments. Some of the major historical trends discussed include scientific management in the 1900s-1940s, the emergence of human relations in the 1950s-1960s, a focus on strategic planning in the 1970s, and competitive advantage in the 1980s. The document also outlines several modern management theories such as classical, human relations, decision-making, systems approach, and Weber's bureaucracy. It concludes by describing three managerial roles: interpersonal, intrapersonal, and decisional.
Classical theories of organizations emerged in the early 20th century and were based on military and church models that emphasized strict control, clear chains of command, and predictable behavior. Theories focused on efficiency and included Frederick Taylor's scientific management, Max Weber's bureaucracy, Henri Fayol's administrative principles, and Mary Parker Follett's contributions. Later, the Hawthorne studies highlighted the importance of human factors, and behavioral theories emerged focusing on needs, beliefs, and participation.
Classical & Neo classical theory of managementOliviaJustin
This document provides an overview of several management theories: classical theory, scientific management, administrative management, bureaucratic management, neo-classical theory, human relations theory, and behavioral science approach. It defines each theory, discusses their key contributors like Taylor, Fayol, and Mayo, and summarizes their main principles and concepts. The document traces the evolution of management thought from a focus on efficiency under classical theory to consideration of human factors in neo-classical, human relations, and behavioral theories.
UNIT - II: EVOLUTION OF MANAGEMENT THOUGHT: From the machine age to
Information age - F.W.Taylor - Management as science, Henry Fayol 14 Principles of
management, Beyond Scientific Management - The mythology of managerial work; Peter
Drucker - The Prophet of change - Knowledge Management - Decision Theory.
This document discusses the evolution of management theory from early civilizations through modern approaches. It covers several major theories:
- Pre-classical developments laid the groundwork for modern management as organizations grew during the Industrial Revolution.
- Classical theories from the 1900s focused on universal principles, including Scientific Management which aimed to optimize workers' efficiency, Administrative Theory which outlined managers' duties, and Bureaucracy Theory emphasizing hierarchy and rules.
- Neo-classical theories recognized human needs and social factors, exemplified by the Human Relations School which emphasized treating workers as individuals and group members.
- Modern theories take a systems view of dynamic organizations and contingency-based approaches tailored to different situations. The
The document outlines the evolution of management approaches from early approaches to modern and emerging ones. It discusses influential classical theorists like Taylor, Fayol, and Weber and their scientific management, administrative theory, and bureaucratic management approaches. It also summarizes the behavioral approach with Hawthorne studies and theorists like Maslow and McGregor. Quantitative approaches involving management science, operations management, and management information systems are covered as well. The systems theory and contingency theory are provided as examples of modern management approaches. Emerging approaches discussed include Theory Z and quality management.
This document provides an overview of management history and approaches. It begins with learning outcomes for the chapter and then discusses:
- The importance of studying management history and some early examples of management practices.
- The classical approach to management developed by Taylor, Fayol, and Weber which emphasized scientific principles and bureaucracy.
- The quantitative approach which uses mathematical models and statistics to improve decision making.
- Contemporary approaches like systems theory and contingency theory.
The document outlines the historical evolution of management theory from scientific management to modern approaches and examines some of the key contributors and their principles in more detail.
The document discusses the development of management thought from classical to modern approaches. It describes the classical approach which included scientific management by Taylor, administrative theory by Fayol, and bureaucratic management by Weber. The modern approach included behavioral, quantitative, systems, and contingency theories. The key aspects of each theory are defined, including Taylor's principles of scientific management, Fayol's 14 principles of administration, and Weber's characteristics of bureaucracy. The document provides an overview of the historical evolution of management theories.
This document provides a historical overview of management practices from 5000 BC to the present. It discusses early record keeping in Sumeria and Egypt, codes of law under Hammurabi, and wage incentives under Nebuchadnezzar. It then outlines the classical, humanistic, and management science perspectives on management and some of the key contributors to each, including scientific management theorists like Taylor, the bureaucratic model of Weber, and human relations researchers. Forces like social, political, and economic conditions are noted as shaping management approaches over time.
MGT 201 Helpful Slides For Management Students Of Different Universities In Karachi And All Over Pakistan And World Historical Foundation Of Management
Pharmaceutical Business Management:
Management is a wide ranging concept and human instinctual activity which Plans,
Organize,
Directs,
Co-Ordinates,
Controls,
Motivates and
Management As Science & Art
Development Of Management Thoughts
Contribution Of Scientist In Modern Management
Characteristics Of Management
Decides
about “use of human and other resources to attain organizational objectives.
FOR MORE RELATED QUERIES CONTACT US ON- 9028839789
FOR ENROLLMENT IN NEXT BATCH CONTACT ON ABOVE MENTIONED NUMBER
The document provides an introduction to the concept of management. It discusses what management is, why it is needed, and its key principles and functions. Management is defined as a universal process in all organized activities that involves harmonizing people, resources, and processes to achieve objectives. The principles of management are discussed as well as the significance of principles in providing guidance for decision making, utilizing resources efficiently, and adapting to changing environments. An overview is also given of the evolution of management approaches, from early scientific management to modern contingency and systems approaches.
A historical development_of_the_management_thoughtsDiwakar Prasad
This document provides a brief outline of the historical development of management thoughts. It discusses two ways of defining "management thought" - as coherent theories or systems of management, or more broadly as thinking and ideas about the meaning, purpose, and tasks of management. The main problem is defining where to start, as management ideas have existed since ancient times but the most influential work was Frederick Taylor's "The Principles of Scientific Management" in 1911. To understand why Scientific Management emerged, one needs to look back further to the late 19th century and the first calls for improved management methods stemming from the Industrial Revolution. The document questions where exactly to start - with thinkers like Charles Babbage, Robert Owen, Adam Smith, or even further back
This document provides an overview of network protocols for a training course. It defines what protocols are, their basic functions, and examples of common protocols like HTTP, FTP, and IP. It also discusses how protocols are implemented, their levels, types (standard vs proprietary), key elements (syntax, semantics, timing), and how they allow devices to communicate by establishing rules for data transmission.
This document discusses ethics, corporate social responsibility, sustainability, and governance in international business. It covers the importance of ethical behavior, challenges that can arise, and approaches to dealing with relativism across cultures. Unethical practices like corruption, bribery, harmful sourcing, and IP infringement are challenges. Firms must balance cultural norms with their own standards to operate ethically abroad and avoid legal/reputational risks of unethical behavior.
The document provides an overview of the historical roots and evolution of modern management practices from ancient times to the present. It discusses influential early thinkers like Adam Smith and developments like the Industrial Revolution that shaped new management approaches. Major 20th century frameworks are also summarized, including scientific management, bureaucracy theory, human relations movement, and contingency theory.
4. Evolution of Management - Scientific Management.pptxBkannan2
This document provides an overview of the evolution of management theories, beginning with scientific management. It discusses Frederick Taylor's principles of scientific management, including his pig iron experiment which aimed to optimize worker efficiency. Other contributors mentioned include Frank and Lillian Gilbreth's motion studies and Therbligs. General administrative theory is also summarized, outlining Henry Fayol's 14 principles of management and Max Weber's theory of bureaucracy. The document traces the development of classical management approaches focused on rationality and efficiency.
An introduction to management and evolution of managementMaxwell Ranasinghe
This document provides an overview of the evolution of management theories from classical to behavioral approaches. It defines management and discusses early contributors like Taylor who developed scientific management principles focusing on productivity. Other classical theorists like Fayol and Weber developed administrative principles for organizing work. As questions emerged about motivating individuals, the behavioral movement arose to study human behavior and motivation in organizations. Theorists like Mayo and the Hawthorne studies revealed shortcomings of classical approaches and emphasized developing employees as individuals and assets.
The Evolution of Management - PPT Group ( for upload).pptxLEOGENARDLOBATON1
The document summarizes the evolution of management thought and theory from early history to modern approaches. It describes pre-scientific management in early civilizations like ancient Sumer and Egypt. Classical theorists like Babbage, Owen, Fayol and Taylor believed in a universal process approach and identified core functions and principles of management. The behavioral approach recognized the human element, as seen in the Hawthorne studies. Systems and contingency theories view organizations as open systems influenced by their environment, with no universally optimal style but rather approaches contingent on situational factors.
The document discusses the theoretical basis of management. It begins with definitions of management from various scholars such as Kreitner, Terry, and Massie. It then provides a brief history of management from ancient times to modern developments. Some of the major historical trends discussed include scientific management in the 1900s-1940s, the emergence of human relations in the 1950s-1960s, a focus on strategic planning in the 1970s, and competitive advantage in the 1980s. The document also outlines several modern management theories such as classical, human relations, decision-making, systems approach, and Weber's bureaucracy. It concludes by describing three managerial roles: interpersonal, intrapersonal, and decisional.
Classical theories of organizations emerged in the early 20th century and were based on military and church models that emphasized strict control, clear chains of command, and predictable behavior. Theories focused on efficiency and included Frederick Taylor's scientific management, Max Weber's bureaucracy, Henri Fayol's administrative principles, and Mary Parker Follett's contributions. Later, the Hawthorne studies highlighted the importance of human factors, and behavioral theories emerged focusing on needs, beliefs, and participation.
Classical & Neo classical theory of managementOliviaJustin
This document provides an overview of several management theories: classical theory, scientific management, administrative management, bureaucratic management, neo-classical theory, human relations theory, and behavioral science approach. It defines each theory, discusses their key contributors like Taylor, Fayol, and Mayo, and summarizes their main principles and concepts. The document traces the evolution of management thought from a focus on efficiency under classical theory to consideration of human factors in neo-classical, human relations, and behavioral theories.
UNIT - II: EVOLUTION OF MANAGEMENT THOUGHT: From the machine age to
Information age - F.W.Taylor - Management as science, Henry Fayol 14 Principles of
management, Beyond Scientific Management - The mythology of managerial work; Peter
Drucker - The Prophet of change - Knowledge Management - Decision Theory.
This document discusses the evolution of management theory from early civilizations through modern approaches. It covers several major theories:
- Pre-classical developments laid the groundwork for modern management as organizations grew during the Industrial Revolution.
- Classical theories from the 1900s focused on universal principles, including Scientific Management which aimed to optimize workers' efficiency, Administrative Theory which outlined managers' duties, and Bureaucracy Theory emphasizing hierarchy and rules.
- Neo-classical theories recognized human needs and social factors, exemplified by the Human Relations School which emphasized treating workers as individuals and group members.
- Modern theories take a systems view of dynamic organizations and contingency-based approaches tailored to different situations. The
The document outlines the evolution of management approaches from early approaches to modern and emerging ones. It discusses influential classical theorists like Taylor, Fayol, and Weber and their scientific management, administrative theory, and bureaucratic management approaches. It also summarizes the behavioral approach with Hawthorne studies and theorists like Maslow and McGregor. Quantitative approaches involving management science, operations management, and management information systems are covered as well. The systems theory and contingency theory are provided as examples of modern management approaches. Emerging approaches discussed include Theory Z and quality management.
This document provides an overview of management history and approaches. It begins with learning outcomes for the chapter and then discusses:
- The importance of studying management history and some early examples of management practices.
- The classical approach to management developed by Taylor, Fayol, and Weber which emphasized scientific principles and bureaucracy.
- The quantitative approach which uses mathematical models and statistics to improve decision making.
- Contemporary approaches like systems theory and contingency theory.
The document outlines the historical evolution of management theory from scientific management to modern approaches and examines some of the key contributors and their principles in more detail.
The document discusses the development of management thought from classical to modern approaches. It describes the classical approach which included scientific management by Taylor, administrative theory by Fayol, and bureaucratic management by Weber. The modern approach included behavioral, quantitative, systems, and contingency theories. The key aspects of each theory are defined, including Taylor's principles of scientific management, Fayol's 14 principles of administration, and Weber's characteristics of bureaucracy. The document provides an overview of the historical evolution of management theories.
This document provides a historical overview of management practices from 5000 BC to the present. It discusses early record keeping in Sumeria and Egypt, codes of law under Hammurabi, and wage incentives under Nebuchadnezzar. It then outlines the classical, humanistic, and management science perspectives on management and some of the key contributors to each, including scientific management theorists like Taylor, the bureaucratic model of Weber, and human relations researchers. Forces like social, political, and economic conditions are noted as shaping management approaches over time.
MGT 201 Helpful Slides For Management Students Of Different Universities In Karachi And All Over Pakistan And World Historical Foundation Of Management
Pharmaceutical Business Management:
Management is a wide ranging concept and human instinctual activity which Plans,
Organize,
Directs,
Co-Ordinates,
Controls,
Motivates and
Management As Science & Art
Development Of Management Thoughts
Contribution Of Scientist In Modern Management
Characteristics Of Management
Decides
about “use of human and other resources to attain organizational objectives.
FOR MORE RELATED QUERIES CONTACT US ON- 9028839789
FOR ENROLLMENT IN NEXT BATCH CONTACT ON ABOVE MENTIONED NUMBER
The document provides an introduction to the concept of management. It discusses what management is, why it is needed, and its key principles and functions. Management is defined as a universal process in all organized activities that involves harmonizing people, resources, and processes to achieve objectives. The principles of management are discussed as well as the significance of principles in providing guidance for decision making, utilizing resources efficiently, and adapting to changing environments. An overview is also given of the evolution of management approaches, from early scientific management to modern contingency and systems approaches.
A historical development_of_the_management_thoughtsDiwakar Prasad
This document provides a brief outline of the historical development of management thoughts. It discusses two ways of defining "management thought" - as coherent theories or systems of management, or more broadly as thinking and ideas about the meaning, purpose, and tasks of management. The main problem is defining where to start, as management ideas have existed since ancient times but the most influential work was Frederick Taylor's "The Principles of Scientific Management" in 1911. To understand why Scientific Management emerged, one needs to look back further to the late 19th century and the first calls for improved management methods stemming from the Industrial Revolution. The document questions where exactly to start - with thinkers like Charles Babbage, Robert Owen, Adam Smith, or even further back
This document provides an overview of network protocols for a training course. It defines what protocols are, their basic functions, and examples of common protocols like HTTP, FTP, and IP. It also discusses how protocols are implemented, their levels, types (standard vs proprietary), key elements (syntax, semantics, timing), and how they allow devices to communicate by establishing rules for data transmission.
This document discusses ethics, corporate social responsibility, sustainability, and governance in international business. It covers the importance of ethical behavior, challenges that can arise, and approaches to dealing with relativism across cultures. Unethical practices like corruption, bribery, harmful sourcing, and IP infringement are challenges. Firms must balance cultural norms with their own standards to operate ethically abroad and avoid legal/reputational risks of unethical behavior.
This document outlines the course syllabus for an Organizational Behavior class. It includes 5 chapters to be covered over 3 weeks on topics such as leadership, diversity, and organizational culture. Two major assignments will focus on power and politics as well as organizational change and stress management. The class is taught by Dr. Yohannes, and will draw from the textbook Organizational Behavior by Robbins and Judge.
Chapter 5 The External, Industry, and Competitive Analysis.pptTeshome48
This document discusses analyzing a firm's external environment and industry competition. It covers performing external environmental analysis to identify opportunities and threats. Key parts of the analysis include scanning, monitoring, forecasting and assessing the general environment. The document also discusses Porter's five forces model of competition and how the bargaining power of suppliers and buyers, threat of substitutes, and intensity of rivalry impact industry attractiveness and profit potential. It defines strategic groups within an industry and notes the importance of competitor analysis.
Market segmentation involves dividing a market into distinct subgroups of customers with common needs or characteristics. It allows companies to target specific segments with tailored marketing strategies. Key steps include identifying segmentation bases, developing segment profiles, selecting target segments, and developing positioning and marketing mixes for each segment. Common bases for segmenting consumers include geographic, demographic, psychographic and behavioral factors. Effective segmentation creates segments that are measurable, accessible, substantial and differential in their response to marketing strategies.
Chapter 1_ Overview of International Business.pptxTeshome48
This document provides an overview and introduction to an international business course. It defines international business as trade and investment activities across national borders. The main topics covered are the globalization of markets, international trade and investment, risks in international business, participants in international business, and strategies for entering international markets like exporting and foreign direct investment. The course objectives are to introduce students to international business and analyze how the global environment impacts international firms. Students will be evaluated based on assignments and a final exam.
This chapter discusses the globalization of markets and the internationalization of firms. It covers the key drivers of globalization like reductions in trade barriers and advances in technology. It also examines the phases of globalization and how firms are expanding their value chain activities internationally. The chapter analyzes the consequences of globalization for firms and societies. It provides examples of born global firms and discusses how globalization is impacting development in Africa.
Here are the key points of an exploratory research design using focus groups:
- A focus group consists of 6-10 people who are relevant to the research topic (e.g. current juice customers).
- The group is led by a moderator who facilitates an open discussion on people's views and experiences related to the juice selection and what might encourage them to purchase more juices.
- The discussion is recorded and analyzed for common themes, insights, and hypotheses that emerge from the participants' dialogue with each other.
- Focus groups allow exploratory research of people's perceptions in a social environment where they can consider their views in relation to others.
- The open discussion format is useful early in a research project to
This chapter discusses the characteristics and backgrounds of entrepreneurs. It explores who entrepreneurs are and examines their typical traits and motivations. Some key points covered include:
- Entrepreneurs are typically driven by a strong need for achievement and willingness to take risks. They exhibit traits like optimism, initiative, and perseverance.
- However, debates exist around whether entrepreneurs are "born" with these traits or if they can be "made" through environmental factors and training.
- Entrepreneurial motivations also stem from both "pull" factors like pursuing an opportunity or idea, or "push" factors like the need for employment or change.
- While entrepreneurship provides advantages like independence, it also
The document provides an overview of operations research (OR), including:
- The history and origins of OR which began in the late 1930s in the UK to study military operations problems.
- The key phases of a typical OR project: problem identification, mathematical modeling, model validation, solution of the model, and implementation.
- The wide range of applications of OR techniques across various fields such as accounting, construction, facilities planning, finance, manufacturing, and more.
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This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
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This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
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13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
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2. The 4 broad categories of Management
Theories/ Schools of Thought
1. Pre-classical Management Thought= Early
Management Theory (reading assignment)
2. Classical Management Theories
3. Neo-Classical Theories
4. Modern Management Theories
CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, THIRD CANADIAN
EDITION 1-2
3. Start up discussion point
What factors do you think shape and
reshape management thought and
practice?
CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, THIRD
CANADIAN EDITION
1-3
3
5. Factors Shaping Management Thought
Management thought has been shaped over
a period of centuries by three major sets of
forces:
1) Social forces
Refer to those aspects of a culture that guide and influence relationships
among people.
2) Political forces
political and legal institutions influence on people and organizations
3) Economic forces
Pertain to the availability, production and distribution of resources in a society.
7. Early Management Practices/Pre-
classical Management Thought
1. Overview of Early Management Practices
2. The Industrial Revolution’s Influence on Management
Practices
3. Some examples of early management practices:
Egypt, Roman Empire, Roman Catholic church &
Greece
4. Principal pre-classical/early management
contributors – Robert Owen, Charles Babbage, and
Adam Smith
8. Class activity – discuss the
following points in your small
team
1 - Do you agree with the motion/notion/idea that the
practice of management is older than its theory or vice
versa?
2 - How do you think or in what ways does the Industrial
revolution contributed to the development of
management?
3 – What can you say about early management practices
that were observed in Egypt, Roman Empire, and Roman
Catholic church etc?
CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, THIRD
CANADIAN EDITION
1-8
8
9. Early Management Practices
the inception of management thought dates
back to the days when people first attempted to
accomplish goals by working together in groups
However, attempts to develop theories and
principles of management are relatively recent.
In particular, the industrial revolution of the 19th
century gave rise to the need for a systematic
approach to management
10. The Industrial Revolution’s Influence On
Management Practices
Machine power began to substitute for human
power
Lead to mass production of economical goods –
machine and labour combination, and more of machines
and less of labor
Improved and less costly transportation systems
became available
Created larger markets for goods – marketing
management
Larger organizations developed to serve larger
markets
Created the need for formalized management
practices – authority and responsibility
11. Early Management Practices Cont’d
Some examples of early management practices:
1. Egypt - The construction of the Egyptian pyramid
(500-525 BC) is a testimony of the ancient Egyptian
organization and managerial abilities
The ancient Egyptians constructed the pyramid by
100,000 labor forces for 20 years
This construction shows how extensively Egyptians
used the management functions of planning,
organizing, staffing, directing and controlling.
“The best managers in history are the ones who managed the building of
the pyramids." Peter Drucker
12. Early Management Practices Cont’d
2. Romans
the most famous is the Emperor Diocletian's
reorganization of his empire.
Establish management level
Delegation of authority
3. Roman Catholic Church
Use of job descriptions for its priests, presbyters, and
other religious workers - specialization of activities
The chain of command (hierarchy of authority) that
extended from the pope to the laity was created
Staff Authority - advisors to key church officials
13. Early Management Practices Cont’d
4. Greece – ancient Greece were known for
organized trading activities.
Exhibited a real skill and capacity for
management in the operation of trading
companies.
Use of uniform methods and motion study
as the means to maximize output
14. Class Activity
1 – first, in your small team identify the three
main/principal pre-classical contributors;
2 – then, discuss what their contributions were.
14
16. Robert Owen (1771 - 1858)
British industrialist and an owner-manager of several successful
cotton mills in Scotland
the first managers to recognize the importance of human resource
in an organization. Because of this he was considered as ‘father of
modern personnel management’.
His ideas laid the groundwork for human relations movement
In his organization, Owen :
Reduce working hours
Set a minimum hiring age
Provide meal, housing, and shopping facilities for employees
Improved working conditions in the factory
He argued, "Improving the condition of employees would
inevitability lead to increased production and profits".
17. Charles Babbage (1792-1871)
Built the first practical mechanical calculator and a prototype of
modern computers
known as "the father of modern computing".
He was an avid proponent of:
Division of labor
Economies of scale in manufacturing
Incentive pay
Profit sharing
Application of mathematical concepts in production
Harmonious relationship between management and workers
Babbage laid the ground work for much of the work that later became
known as Scientific Management.
18. Adam Smith
Published The Wealth of Nations in 1776
Advocated the economic advantages that
organizations and society would reap from the
division of labor (job specialization):
• Increased productivity by increasing each
worker’s skill and dexterity.
• As a result, Time saved that is commonly lost in
changing tasks.
• The creation of labor-saving inventions and
machinery.
19. Classical Management Theory
What does classical mean?
CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, THIRD
CANADIAN EDITION
1-19
19
20. Class Activity
1.What was the focus of classical management theory?
2. What were the two broad perspectives/branches of
classical management theory?
3. What was the focus of Scientific management?
4. What was the focus of classical Organization theory
5. What are the two branches of Classical Organization
theory?
21. Classical Management Theory -
Focus
Its focus was on finding
ways/methods to manage Work
and Organizations more efficiently
22. Two broad perspectives/branches of
classical management theory
1. SCIENTIFIC MANAGEMENT
2. CLASSICAL ORGANIZATION THEORY
CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, THIRD
CANADIAN EDITION
1-22
22
23. The focus of Scientific
management
Its focus was improving
employees productivity
it focused on what lower level
management must do to improve
workers’ efficiency )
CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, THIRD
CANADIAN EDITION
1-23
23
24. Focus of Classical Organization
theory
Its focus was improving the
performance of the whole
organization by concentrating on
what top level managers must do
to improve overall performance
CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, THIRD
CANADIAN EDITION
1-24
24
25. Branches of Classical
management Theory
Bureaucratic management
Administrative management
CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, THIRD
CANADIAN EDITION
1-25
25
26. Classical Management Theory –
perspectives/branches
26
Classical Management
Theory
SCIENTIFIC MANAGEMENT CLASSICAL ORGANIZATION THEORY
BUREAUCRATIC
MANAGEMENT
ADMINISTRATIVE
MANAGEMENT
28. Class Activity
Ongoing topics for discussion – class activity
1. Who were the chief proponents/contributors to scientific
management?
2. What did they contribute to the field of management?
CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, THIRD
CANADIAN EDITION
1-28
28
29. Scientific Management
The theory of scientific management Presupposes
using scientific methods to define the “one best
way” for a job to be done:
Putting the right person on the job with the correct
tools and equipment.
Having a standardized method of doing the job
Providing an economic incentive to the worker
30. The chief proponents of scientific
management:
Frederick W. Taylor
Frank and Lillian Gilbreth
Henry Gantt
CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, THIRD
CANADIAN EDITION
1-30
30
31. Frederick W. Taylor Cont’d
known as "the father of scientific management.”
Laborer to Chief Engineer in 6 Years
Introduced the “piece-rate pay system” - the
differential rate system - instead of paying similar
amount of wage
32. Frederick W. Taylor Cont’d
Taylor conducted the following studies in order to maximizing
efficiency in an organization:
1. Time and motion study
The objective is to standardize activities for workers/determine a
full-day’s work
2. Uniform method of routine tasks
The objective is to adjust worker with work
3. Functional foremanship study - which man for which work
the objective is to scientifically select the best worker for a given
job
4. Individual Incentive
the objective is to determine the appropriate wage or salary
After conducting these studies Taylor Published a book: Principles of
Scientific Management (1911)
33. Taylor’s Scientific Management Principles
1. Perform tasks Scientifically - Study of each part of a task scientifically, and
develop a best method to perform it to replace the old rule of thumb method
2. Scientifically select and then train, teach, and develop the worker - Carefully
select workers and train them to perform a task using the scientifically
developed method-
3. Cooperate fully with workers to ensure they use the proper method- Heartily
cooperate with the workers so as to ensure that all work is done in accordance
with the principles of the science that has been developed.
4. Divide work and responsibility almost equally between management and
workers - Management does all work for which it is better suited than the
workers.Divide work and responsibility so management is responsible for
planning work method using scientific principles and workers are responsible
for executing work accordingly.
34. Frank and Lillian Gilbreth
CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, THIRD
CANADIAN EDITION
1-34
34
35. Frank and Lillian Gilbreth
The first dual career couple
• Frank and his wife Lillian, a psychologist, studied
work to eliminate inefficient hand-and body
motions.
• The Gilbreths also experimented with the design
and use of the proper tools and equipment for
optimizing work performance
• Focused on increasing worker productivity through
the reduction of wasted motion
They were interested in ELIMINATING
UNNECESSARY MOTION
36. Frank and Lillian
• Frank identified 17 on-the-job motions and called
them ‘THERBLIGS’. (The Gilbreths devised a
classification scheme to label 17 basic hand
motions (such as search, grasp, hold), which they
called therbligs (Gilbreth spelled backward with
the th transposed). This scheme gave the
Gilbreths a more precise way of analyzing a
worker’s exact hand movements.)
For his work, Frank was named as ‘The Father of
Motion Study’.
CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, THIRD
CANADIAN EDITION
1-36
36
37. Frank and Lillian Gilbreth Cont’d
After he died, Lillian was determined to continue his
work.
She pioneered the field of personnel administration.
She argued that the purpose of scientific
management is to help people reach their maximum
potential by developing their skills and abilities.
For her contribution to the field of management,
Lillian was known as ‘The First Lady of Management’.
38. Henry L. Gantt (1861-1919)
Henry Gantt developed the famous - Gant Chart
The Gantt chart – It is a simple chart that
compares actual and planned performances
It is a chart that shows what to do when (and can
also be used to measure progress, achievement
etc)
Well known for Task – and - bonus system
If the worker completed the work fast, i.e., in less
than the standard time, he received a bonus.
39. Ongoing topics for discussion – class activity
1. What was the limitation of scientific management?
2. How Do Today’s Managers Use Scientific Management??
CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, THIRD
CANADIAN EDITION
1-39
39
40. Limitations of Scientific
Management
1. Disregard the human element
equated people (worker) with machine;
Taylor said workers are extensions of machines,
cogs of machines
2. Taylor saw only money as a motivator
3. Taylor failed to recognize the complex nature of
human behavior
41. How Do Today’s Managers Use Scientific
Management?
Use time and motion studies to increase
productivity
Hire the best qualified employees
Design incentive systems based on output
42. Class Activity
Well, so far we have discussed the one of the two components of
classical management theory, i.e Scientific management.
Now, we will see the second branch – Classical organizational theory,
which has two components:
1. Administrative Management
2. Bureaucratic Management and
Discussion Questions –
1- What is the focus of Administrative Management?
2 - Who is the well-known contributor to the administrative
management theory? And what were his 3 main contributions to the
field of management?
3- Who was the contributor to Bureacratic Management, and what was
his contribution?
CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, THIRD
CANADIAN EDITION
1-42
42
43. Administrative Management
•General administrative theory focused more on
what managers do and what constituted good
management practice
Henri Fayol is a well-known contributor to
the administrative management theory
Father of modern management
44. Henry Fayol’s 3 main
contributions
Fayol identified/contributed 3 main issues
for management:
1. Rules of Management
2. The major activities of an industry or a
business
3. General management principles (14
principles of management)
44
45. Henry Fayol’s - Rules of
Management (1st contribution)
1. Rules of management:
Foresight — to complete a plan of action for the future
Organization — to provide and mobilize resources to implement the plan
Command — to lead, select, and evaluate workers to get the best work
toward the plan
Coordination — to fit diverse efforts together and ensure information is
shared and problems solved
Control — to make sure things happen according to plan and to take
necessary corrective action.
45
46. Henry Fayol’s - The major activities of an industry or
a business (2nd contribution):
•Technical - producing and manning/handling products
•Commercial - buying raw materials and selling products
•Security- protecting employees and property
•Financial – search for and optimum use of capital
•Accounting - recording and taking stock of costs, profits,
and liabilities, keeping balance sheets, profit and loss
statements, etc
•Managerial – planning, organizing, commanding,
coordinating and controlling
47. Henry Fayol’s General prnciples of
Management (3rd contribution
3. general management principles
1. Division of Labor: allows for job specialization.
2. Authority and Responsibility: Fayol included both formal and
informal authority resulting from special expertise.
3. Unity of Command: Employees should have only one boss.
4. Scalar chain/Line of Authority: a clear chain from top to
bottom of the firm.
5. Centralization: the degree to which authority rests at the very
top or this term refers to the degree to which subordinates
are involved in decision making.
6. Unity of Direction: having one plan of action to guide the
organization.
7. Equity: Treat all employees fairly in justice and respect.
48. Administrative Management Cont’d
8. Order: Each employee is put where they have the most
value. The right person at the right place or People and
materials should be in the right place at the right time.
9. Initiative: Encourage innovation.
10. Discipline: obedient, applied, respectful employees needed.
11. Remuneration of Personnel: Workers must be paid a fair
wage for their services.
12. Stability of Tenure: Long-term employment is important.
•13. Subordination of individual interests to the general interest. The interests of any
one employee or group of employees should not take precedence over the interests of
the organization as a whole (.General interest over individual interest: The organization
takes precedence over the individual.)
14. Esprit de corps: Promoting team spirit will build harmony and
unity within the organization
49. Class Activity
It is now time to discuss the second and last component of classical
management theory, which is Bureaucratic management
Discussion questions
1. What is bureaucracy?
2. Who was the main proponent/contributor to Bureaucratic
management theory?
3. What are the features and/or characteristics of bureaucratic
management theory?
4. Do you have any idea about dysfunctional bureaucracy?
49
50. Bureaucratic Management
Max Weber developed the concept of bureaucracy
Bureaucracy:
An ideal, intentionally rational, and very efficient form of organization.
Based on principles of logic, order, and legitimate authority.
•bureaucracy—a form of organization characterized by division of labor, a clearly
defined hierarchy, detailed rules and regulations, and impersonal relationships.
Features of Weber’s ideal bureaucracy:
Clear division of labor
Clear hierarchy of authority
Formal rules and procedures
Impersonality
Career advancement based on merit
51. CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, THIRD
CANADIAN EDITION
1-51
52. Dysfunctions of bureaucracy
Excessive paperwork or “red tape” (rigid
conformity to formal rules)
Slowness in handling problems
Rigidity in the face of shifting needs
Resistance to change
Employee apathy (lack of interest, passion)
53. Limitations of Classical Organization Theory
Not universally applicable to today’s complex
organizations.
Classical theorists ignored the problems of
leadership, motivation, power or information
relations.
54. Neo –Classical Theories: Humanistic Perspectives
- Human Relations Movement
- Human Resource perspective
- Behavioral Sciences approach
55. CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, THIRD
CANADIAN EDITION
1-55
Neo-Classic Theories – Humanistic
Perspectives
Human Relations
Human Resources
Perspective
Behavioral Science Approach
Hawthorne Studies - Elton Mayo
Illumination Experiment, Relay Assembly Room
Experiment, Massive Interview Program, Bank
wiring Observation room study etc.. (Reading
assignment)
56. Class Activity
What is the focus of Neo classical
approach, AKA Humanistic
Perspective?
What are the three main branches
of Neo classical approach?
CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
FUNDAMENTALS OF ORGANIZATIONAL BEHAVIOUR, THIRD
CANADIAN EDITION
1-56
57. Humanistic Perspective – Neo
classical approach
Emphasized understanding human behavior, needs, and attitudes in
the workplace
Encompasses:
● Human Relations Movement
● Human Resources Perspective
● Behavioral Sciences Approach
58. Class Activity
1. What was the focus of Human Relations
Movement?
2. What can you say about the Hawthorne study –
(a) how many experiments were undertaken – please
name the experiments,
b) what was the chief/leader of the Hawthorne
study? and
(c) what were the conclusions from the Hawthorne
study?
CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
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CANADIAN EDITION
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58
59. Human Relations Movement
An effort to make managers more sensitive
to their employees’ needs
Arose out of the influences of:
•The threat of unionization
•The Hawthorne studies
•The philosophy of industrial humanism
60. The Hawthorne Studies
Studies of how characteristics of the work setting affected worker fatigue
and performance at the Hawthorne Works of the Western Electric
Company from 1924-1932.
A series of studies done during the 1920s and
1930s that provided new insights into group norms
and behaviors
Hawthorne research conclusion:
• Social norms or standards of the group are the key determinants of
individual work behavior regardless of changes in physical
settings/surroundings of workers.
61. Hawthorne studies Cont’d
Changed the prevalent view of the time that
people were no different than machines.
Elton Mayo was the founder of Hawthorne
studies
The Hawthorne studies consist of four major
experiments:
1.Illumination Experiments
2.Relay Assembly Test Room Experiment
3. The Massive Interviewing Program
4. The Bank Wiring Observation Room Study
62. Illumination Experiments
The intention was to learn correlation between
intensity of light and productivity.
two groups of women were taken:
1. The experiment group - one subjected to variety in the
intensity of light
2. Controlled group which was exposed to constant
illumination intensity.
regardless of whether the light levels were raised or
lowered, productivity rose in both groups
63. Illumination Experiments Cont’d
Conclusions:
Light intensity has no conclusive effect on output
Productivity has a psychological component –
Researchers interaction with the workers influenced
higher performance
64. Relay Assembly Test Room Experiment
Designed to minimize the “psychological factors” of
previous experiment
Group of 6 Women – (5) Assemblers and (1) Layout
Operator
One Observer – Explained every incremental change
and recorded results
Management visits / special attention
Manipulated physical work conditions to assess impact
on output :
Pay incentives
Length of work day & work week
Use of rest periods
Company sponsored meals
65. Relay Assembly Cont’d
changes in working conditions were later terminated and original
conditions reestablished
output still remained high, indicating that the
change in conditions was not the only reason for
the increase in output
Conclusions:
supervisory management was the major reason
for the increase in productivity
Strong social bonds were created within the test
group. Workers are influenced by need for
recognition, security and sense of belonging
66. The Massive Interviewing
Program
Objective Questions -Yes/No Answers
Work Conditions
Work Relationships
Conversational/Non-directive:
Attentive Sympathetic Listening
Concern for personal needs
Increased in time from 30-90 minutes
67. The Massive Interviewing Cont’d
Result – Remarkable positive employee
perceptions:
Conclusions:
New supervisory style improved worker morale
Complaints reflected personal and/or social
barriers that needed attention in order to raise
productivity
68. The Bank Wiring Observation Room Study
to determine peers effect on individual performance
focused on the effect of a group piecework incentive pay
14 Male Workers
Few Special Conditions
Segregated work area
No Management Visits
Supervision would remain the same
Observer would record data only – no
interaction with workers
New incentive pay rate was established for the small group
69. The Bank Wiring Observation
Cont’d
Result – No appreciable changes in output
Conclusions:
Well established performance norms existed in
the group
Informal Social Organization dictated little
deviation from established production
standards
Informal Social Organizations protect workers
from managers who:
• Raise production standards
• Cut pay rates
• Challenge workplace norms
70. Lessons from the Hawthorne
Studies
Social and human concerns are keys to
productivity
Hawthorne effect — people who are singled
out for special attention perform as
expected
72. INTRODUCTION
The Hawthorne studies were conducted in
order to find out the role of human resource in
increasing the production of an organization.
The Hawthorne studies included the following
experiments..
74. HAWTHORNE EXPERIMENT
Conducted between 1924-1932
Conducted at WESTERN ELECTRIC
COMPANY, Chicago, USA
Conducted by,
Elton Mayo
White Head
Roethlisberger
75. George Elton Mayo
He was an Australian Psychologist, Sociologist
and Organization Theorist.
Lectured at University of Queensland before
moving to the University of Pennsylvania
Spent most of his career at Harvard Business
School and was the Professor of Industrial
Research
Known as the founder of Human Relations
Movement
Also known for his research including
Hawthorne Studies
77. Fritz Roethlisberger
*He was a Social Scientist and Management Theorist
*He was also the Professor of Harvard Business
School
WhiteHead
He was the Industrial Worker
78. Western Electric Company
•Gray and Barton, a telephone industry supply
company founded in 1869 by Elisha Gray and Enos
Barton
•In 1872, the company changed its name to the
Western Electric Manufacturing Company
•In 1881, when the annual sales had already grown
to nearly $1 million, the firm was purchased by the
American Bell Telephone Company, it was renamed
the Western Electric Company and became Bells
manufacturing arm
82. Research on productivity at massive manufacturing complexes like
the Hawthorne Works was made possible through partnerships
among industries, universities, and government. In the 1920s, with
support from the National Research Council, the Rockefeller
Foundation, and eventually Harvard Business School, Western
Electric undertook a series of behavioral experiments. The first, a
sequence of illumination tests from 1924 to 1927, set out to
determine the effects of lighting on worker efficiency in three
separate manufacturing departments. Accounts of the study
revealed no significant correlation between productivity and light
levels. The results prompted researchers to investigate other factors
affecting worker output.
83. Hawthorne Experiment
The Hawthorne experiment were first conducted in
November, 1924 at Western Electric Company’s Hawthorne
plant in Chicago
The initial tests were sponsored by The National Research
Council (NRC) of the National Academy of Sciences
In 1927, a research team from Harvard Business School
was invited to join the studies after the illumination test drew
unanticipated results
A team of researchers led by George Elton Mayo from the
Harvard Business School carried out the studies
(General Electric originally contributed funding, but they
withdrew after the first trial was completed)
84. Illumination Studies
1924-1927
Funded by General Electric
Conducted by The National Research Council (NRC) of the National Academy of Sciences with
engineers from MIT
Measured Light Intensity vs. Worker Output
Result :
◦ Higher worker productivity and satisfaction at all light levels
◦ Worker productivity was stopped with the light levels reached moonlight intensity.
Conclusions:
◦ Light intensity has no conclusive effect on output
◦ Productivity has a psychological component
Concept of “Hawthorne Effect” was created
86. The next experiments beginning in 1927 focused on the
relay assembly department, where the electromagnetic
switches that made telephone connections possible were
produced. The manufacture of relays required the repetitive
assembly of pins, springs, insulators, coils, and screws.
Western Electric produced over 7 million relays annually.
As the speed of individual workers determined overall
production levels, the effects of factors like rest periods and
work hours in this department were of particular interest to
the company.
87. Relay Assembly Test Experiments
•1927-1929
•Experiments were conducted by Elton Mayo
•Manipulated factors of production to measure effect on output:
– Pay Incentives (Each Girls pay was based on the other 5 in the group)
– Length of Work Day & Work Week (5pm, 4:30 pm, 4pm)
– Use of Rest Periods (Two 5 minutes break)
– Company Sponsored Meals (Morning Coffee & soup along with sandwich)
•Results:
– Higher output and greater employee satisfaction
•Conclusions:
– Positive effects even with negative influences – workers’ output will increase as a
response to attention
90. Relay Assembly Room #2
1928-1929
Measured effect on output with compensation rates
◦ Special observation room
◦ 1st Session- Relay Assemblers changed from departmental
incentive to small group incentive
◦ 2nd Session - Adjusted back to large group incentive
Results:
◦ ‘Small group incentives’ resulted in highest sustained level of production –Output
dropped in 2nd session
Conclusion:
◦ Pay relevant to output but not the only factor
93. Mica Splitting Test Group
1928-1931
Measured output with changes to work conditions only:
◦ Special Observation Room
◦ Length of Work Day
◦ Use of Rest Periods
◦ Workers stayed on established Piece-rate compensation
Result:
◦ Productivity increased by 15% over standard output base
Conclusions:
◦ Productivity is affected by non-pay considerations
94. Mass Interview Program
Conducted 20,000 interviews.
Objective was to explore information, which could be used to improve supervisory training.
Initially used the method of Direct Questioning and changed to Non Directive.
Results
- Giving an opportunity to talk and express grievances would increase the morale.
- Complaints were symptoms of deep-rooted disturbances.
-Workers are governed by experience obtained from both inside and outside the company.
95.
96. Mass Interview Program
(Contd)
- The workers were satisfied or dissatisfied depending upon how they regarded their
social status in the company.
- Social groups created big impact on work.
- Production was restricted by workers regardless all financial incentives offered as
group pressure are on individual workers.
97. Bank Wiring Observation Group
1931-1932
Limited changes to work conditions
◦ Segregated work area
◦ No Management Visits
◦ Supervision would remain the same
◦ Observer would record data only – no interaction with workers
Small group pay incentive
Result:
◦ No appreciable changes in output
Conclusions:
98. CONCLUSION
•The Hawthorne studies have had a remarkable impact on
management in organizations and how workers react to various
situations.
•The research carried out at the Western Electrics Hawthorne plant
during the 1920’s and early 1930’s helped to initiate a whole new
approach to human behaviour studies.
•The final result was “the organization of teamwork-that is, of
sustained cooperation leads to success”.
99. Human Relations Movement Cont’d
The Threat of Unionization
The Wagner Act of 1935 legalized union-management collective
bargaining, promoting the growth of unions and union avoidance by firms.
The Philosophy of Industrial Humanism
Emotional factors were more important
determinants of productive efficiency
than were physical and logical factors.
100. Class Activity
So, far we discussed just one of the three components of the Neo
classical approach (i.e Human Relations).
We are left with two more Human Resources Perspective and
Behavioral Sciences Approach
1. Human resources perspective – what is its focus, and who are the
contributors?
CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
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100
101. Human Resource Perspective
Suggests jobs should be designed to meet
higher-level needs by allowing workers to
use their full potential
Contributors:
Robert Owen
Claimed that a concern for employees was profitable for management
and would relieve human misery.
Hugo Munsterberg
Created the field of industrial psychology—the scientific study of
individuals at work to maximize their productivity and adjustment.
102. Human Resource Perspective Cont’d
Mary Parker Follett
Concerned that Taylor ignored the human side of
the organization
◦ Suggested workers help in analyzing their jobs
◦ If workers have relevant knowledge of the task, then
they should control the task
Recognized that organizations could be viewed
from the perspective of individual and group
behavior.
103. Human Resource Perspective Cont’d
Chester Barnard
Saw organizations as social systems that require
human cooperation.
Expressed his views in his book The Functions of
the Executive (1938).
Abraham Maslow’s : Needs Hierarchy
Douglas McGregor: Theory X & Y
Herzberg’s Two factor theory
The later three are considered as early
motivation theories
104.
105. CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
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106. CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
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CANADIAN EDITION
1-106
107. Herzberg’s two-factor theory –
hygiene factors and motivators
• Frederick Herzberg’s two-factor theory (also called motivation-hygiene
theory) proposes that intrinsic factors are related to job satisfaction,
while extrinsic factors are associated with job dissatisfaction.
•The extrinsic factors that create job dissatisfaction were called hygiene
factors. When these factors are adequate, people won’t be dissatisfied,
but they won’t be satisfied (or motivated) either. To motivate people,
Herzberg suggested emphasizing motivators, the intrinsic factors having
to do with the job itself.
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108. CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
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109. CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
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1-109
110. Behavioral Sciences Approach
Applies social science in an organizational context
relies on scientific research for developing theories about human behavior
that can be used to provide practical tools for managers
draws from sociology, psychology, anthropology, economics and other
disciplines to understand employee behavior and interaction in an
organizational setting
113. CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
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113
114. Modern management theories
1. MANAGEMENT SCIENCE
APPROACH - uses mathematics,
statistics, and other quantitative
techniques to solve managerial
problems
2. System Approach
- System is a collection of parts
that operate interdependently to
achieve a common purpose.
- Types of system – open vs
closed
- The concept of synergy – the
whole is greater than the sum of
its parts
3. Contingency theory – also
known as the situational theory.
It means it all depends!
4- Quality Management – it
focuses on continuous
improvement.
Continuously improving and
enhancing quality, which is also
known as TQM – Total quality
management
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114
115. Management science approach
Emerged after WW II
Applied mathematics, statistics, and other quantitative techniques to
managerial problems
It encompasses:
1. Operation Research— utilizes linear programming, modeling, simulation
systems and chaos theory.
2. Operations management —techniques used to analyze all aspects of the
production system.
3. Management Information Systems (MIS) - Management information systems
focuses on designing and implementing computer-based information systems
for business organizations
116. System approach
Posits that the performance of the whole is greater than the
sum of the performance of its parts.
• Analytic versus synthetic thinking: outside-in thinking versus inside-
out thinking.
• Seeks to identify all parts of an organized activity and how they
interact.
• regards the organization as a system of interrelated parts
System - A collection of parts that operate interdependently to
achieve a common purpose.
Synergy - performance gains of the whole surpass the
components
Look at your organization in two ways:
1. A collection of subsystems—parts making up the whole system
2. A part of the larger environment
118. General Systems Theory
General Systems Theory
An area of study based on the assumptions that everything is part of a larger,
interdependent arrangement.
Levels of systems
Each system is a subsystem of the system above it.
Identification of systems at various levels helps translate abstract systems
theory into more concrete terms.
119. Closed Versus Open Systems
Systems are classified open (closed) by how much (how little) they
interact with their environments
Closed system
• A self-sufficient entity.
• Closed systems often undergo entropy and
lose the ability to control itself, and fails.
Open system
• Something that depends on its surrounding environment for survival.
120. New Directions in Systems
Thinking
Organizational learning and knowledge
management
Organizations are living and thinking open systems that
learn from experience and engage in complex mental
processes
Chaos theory
Every complex system has a life of its own, with its own
rule book
Complex adaptive systems
Complex systems are self-organizing.
121. Contingency approach
Also sometimes called the situational approach.
Tries to match managerial responses with problems and
opportunities unique to different situations.
No “one best way” to manage.
Draws on all past theories in attempting to analyze and
solve problems
Is integrative
Summarized as “it all depends” device
Tells managers to look to their experiences
and the past and to consider many options before choosing
Encourages managers to stay flexible
122. Quality Management Perspective
A philosophy of management driven by continual improvement in the
quality of work processes and responding to customer needs and
expectations
Inspired by the total quality management (TQM) ideas of Deming and
Juran
123. Quality Mgt Perspective Cont’d
Includes quality control, quality assurance, and total quality management
(TQM).
Quality – refers to the total ability of a product or service to meet
customer needs.
Quality Control – the strategy for minimizing errors by managing each
stage of production.
Quality Assurance – focuses on the performance of workers, urging
employees to strive for “zero defects.”
124. The Four Pillars of Schools of
Quality
Pillar 1: A Customer-Supplier Focus
The organization and its people must focus,
first and foremost, on their customers and
suppliers.
Pillar 2: Constant Dedication to Continuous
Improvement
Everyone in the organization must be
dedicated to continuous improvement -
personally and collectively - at work, at
home, and in the community
125. Pillars of Schools of Quality Cont’d
Pillar 3: A Process-Systems Approach
The organization must be viewed as a
system, and the work people do within the
system must be seen as ongoing processes.
Pillar 4: Consistent Quality Leadership
The success of the Quality Transformation is
the responsibility of top management, and
can only be achieved over time though
constant dedication to the principles and
practices of TQM
126. Total quality management (TQM)
A management concept coined by
W. Edwards Deming
Four components of TQM:
Make continuous improvement a priority.
Get every employee involved.
Listen to and learn from customers and
employees.
Use accurate standards to identify and
eliminate problems.
128. Emerging Views Cont’d
Kaizen- A Japanese term used to mean
incremental, continuous improvement for people,
products, and processes
BPR- Businesses processes are redesigned to
achieve improvements in performance
129. Theory Z
William Ouchi, a management researcher
developed this new theory of management in
the 1980s
Theory Z is a business management theory
that integrates Japanese and American
business practices.
The Japanese business emphasis is on
collective decision making
The American emphasis is on individual
responsibility
130. Theory Z Type Organization
1. Long-term employment
2. Consentual, participative decision-making
3. Individual responsibility
4. Slow evaluation and promotion
5. Implicit, informal control with explicit,
formalized measures
6. Moderately specialized career path
7. Holistic concern, including family
131. The Learning Organization
Approach
The management approach based on an
organization anticipating change faster
than its counterparts to have an advantage
in the market over its competitors.
132. Managerial Approach to Learning Organization
Managers must create an environment conducive to learning
Managers encourage the exchange or information among organization
members
Managers promote
systematic problem solving
Experimentation
learning from experiences and past history
learning from experience of others
transferring knowledge rapidly throughout the organization
134. CHAPTER 1, NANCY LANGTON AND STEPHEN P. ROBBINS,
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EDITION 1-134
135. Chapter 2
– Chapter 2: The Development of Management Thought
A) Pre-classical Management Thought
B) Classical Management Theories
(1) the universal process approach and
(2) the operational approach
C) Neo-Classical Theories
(3) the behavioral approach
D) Modern Management Theories
(4) the systems approach, and
(5) the contingency approach.
Management Theories
135
136. The Practice and Study of
Management
– The systemic study of management is relatively new.
– As an area of academic study, management is essentially a
product of the twentieth century.
– Only three universities— Pennsylvania, Chicago, and
California— offered business management courses before
1900.
Management Theories
136
137. Management Practice
preceded the Theory
– But the actual practice of management has been around
for thousands of years.
– The pyramids of Egypt, for example, stand as tangible
evidence of the ancient world’s ability to manage. It
reportedly took more than 100,000 individuals 20 years to
construct the great pyramid
Management Theories
137
138. Management theory
– No single theory of management is universally accepted
today
– To provide a useful historical perspective that will guide our
study of modern management, we shall discuss five
different approaches to management:
(1) the universal process approach,
(2) the operational approach,
(3) the behavioral approach,
(4) the systems approach, and
(5) the contingency approach.
Management Theories
138
139. The Universal Process
Approach
– Henri Fayol’s universal process approach assumes that all organizations,
regardless of purpose or size, require the same management process.
– Furthermore, it assumes that this rational process can be reduced to separate
functions and principles of management.
– The universal approach, the oldest of the various approaches, is still popular
today.
– A remarkable contribution of Henry Fayol- the 14 principles of management
explain the Universal Process approach
Management Theories
139
141. The Operational Approach
– This is a production-oriented field of management
dedicated to improving efficiency and cutting waste.
– Dedicated to promoting production efficiency and
reducing waste, the operational approach has evolved
from scientific management to operations management.
– Frederick W. Taylor, the father of scientific management,
and his followers revolutionized industrial management
through the use of standardization (e.g units of products to
produce a day per employee), time-and-motion study,
selection and training, and pay incentives.
Management Theories
141
142. The Operational Approach
– Some contributors to this approach
Fredrick W. Taylor
Frank and Lillian Gilberths
Henry Gant, and
The quality advocate - Edwards Deming (TQM)
Management Theories
142
143. The Behavioral Approach
– Advocates of the behavioral approach to management point out
that people deserve to be the central focus of organized activity.
– This approach insists that the success of management depends
largely on a manager’s ability to understand and work with people
who have a variety of backgrounds, needs, perceptions, and
aspirations.
– The progress of this humanistic approach from the human relations
movement to modern organizational behavior has greatly
influenced management theory and practice.
Management Theories
143
144. The Behavioral Approach
– Earlier contributors to this field
- Elton Mayo (Hawthorne studies) – psychological/emotional
factors are a more important determinant of productive efficiency than
physical and logical factors.
- Mary Parker Follet (promoted the importance of motivating
employees than merely demanding high performance)
- Douglas McGregor – (Theory X and Theory Y)
Theory Y - Work is a natural activity, like play or rest.
Theory X - Most people dislike work, and they will avoid it when they can.
144
145. The Systems Approach
– Advocates of the systems approach recommend that modern
organizations be viewed as open systems.
– Open systems depend on the outside environment for survival,
whereas closed systems do not.
– Chester I. Barnard stirred early interest in systems thinking in 1938 by
suggesting that organizations are cooperative systems energized by
communication.
– General systems theory, an interdisciplinary field based on the
assumption that everything is systematically related, has identified a
hierarchy of systems and has differentiated between closed and open
systems.
– New directions in systems thinking are organizational learning and
chaos theory.
Management Theories
145
146. – Class activity
What is organizational learning?
What is the chaos theory?
Management Theories
146
147. Organizational learning and
Chaos Theory
– Organizational learning is a concept which states that organizations
are like humans that can learn from experience.
An organization is a living and thinking open system.
Like the human mind organizations depend on feedback to adjust
to changing environmental conditions?
– Chaos theory – being open for surprises, being open for the
unexpected (sometimes results may be nonlinear)
Management Theories
147
148. The Systems Approach
ORGANIZATIONAL LEARNING
An organizational learning perspective portrays the
organization as a living and thinking open system.
- Like the human mind, organizations rely on feedback to
adjust to changing environmental conditions.
- In short, organizations are said to learn from experience,
just as humans and higher animals do.
Management Theories
148
149. The Systems Approach
– Chaos theory has one idea in common with organizational learning:
systems are influenced by feedback.
– Chaos theory is based on the notion that change should be
encouraged through embracing tension
– Chaos theory is about surprises
– It is expecting the unexpected
– As opposed to the conventional/classical management theory, Chaos
theory upholds that Organizational behavior is inherently nonlinear,
and results may be nonproportional to corresponding actions. New
models and methods are needed to understand change
– Clssical/conventional view: Organizational behavior is essentially linear
and predictable, and results are proportional to causes. Thus linear
regression models explain most of the variance of organizational
change.Management Theories
149
150. Linear vs non linear
– A simple example?
Suppose you used to deny a two days wage for an employee who happened to
be absent from his job. Suppose his daily wage is 200 birr? You punished him this
way three times in the past a year ago?
Questions
a. How much did you deduct so far from his salary?
b. The employee get used to your rule, he knows it well, but is absent one
more time today. Your rule does not change, so how much will you deduct from his
next month salary?
Management Theories
150
151. Important Theories (mostly
leadership and motivation
theories)
–To be lectured after the
book review and before
the article review
Management Theories
151
152. 1) The contingency/Situational theory/
2) Management by Objectives (MBO)
3) Span of Control
4) Line vs staff authority
5) Expectancy Theory – expected outcomes have impact on p
6) Reinforcement Theory – rewards impact Pc/motivation
7) Goal Setting Theory
8) Path Goal Model
9) Management Grid-----show slide
10) Likert’s Leadership Styles----”
11) Lewin’s Leadership styles ---”
12) Transactional leadership
13) Transformational leadership
152
153. Leadership Theories – Broad
categories
– Leadership Theories are broadly classified into 3
categories
1. Trait Theory – leaders are born
2. Contingency/situational theory – the situation
creates a leader
3. Behavioral Theory - focuses on what leaders do than
their trait. The behavioral theory states that there
are two distinct types of leadership: task
(production) oriented vs Employee (People)
Oriented)
Management Theories
153
154. The Contingency
Approach/Theory
– A comparatively new approach to management thought is the contingency
approach, which stresses situational appropriateness rather than universal
principles.
– the contingency approach is an effort to determine through research which
managerial practices and techniques are appropriate in specific situations
– contingency approach: research effort to determine which managerial
practices and techniques are appropriate in specific situations
– The idea is you better do some research first before considering a
managerial intervention
One of the prominent contributors to this field - Fred Luthans
Management Theories
154
155. Management By Objectives
(MBO)
–A process of setting mutually
agreed-upon goals and using
those goals to evaluate
employee performance
Management Theories
155
156. Span of Control
–The number of employees a
manager can efficiently and
effectively manage
Wide span vs Narrow Span
Management Theories
156
157. Line Authority vs Staff Authority
–LA - Authority that entitles a
manager to direct the work of an
employee
–SA - Positions with some
Authority that have been created
to support, assist, and advise
those holding line authority,
Management Theories
157
158. Expectancy Theory
–Expectancy theory states that an
individual tends to act in a certain
way based on the expectation
that the act will be followed by a
given outcome and on the
attractiveness of that outcome to
the individual.
Management Theories
158
159. Reinforcement theory
– Reinforcement theory is seen in the model by
recognizing that the organization’s rewards reinforce
the individual’s performance
– rewarding a behavior with recognition immediately
following that behavior is likely to encourage its
repetition.
– Reinforcement theory says that behavior is a function
of its consequences. To motivate, use positive
reinforcers to reinforce desirable behaviors. Ignore
undesirable behavior rather than punishing it.
159
160. Goal Setting Theory
– Goal-setting theory says that specific goals increase
performance, and difficult goals, when accepted, result in
higher performance than do easy goals. Important points
in goalsetting theory include intention to work toward a
goal as a major source of job motivation; specific hard
goals that produce higher levels of output than
generalized goals; participation in setting goals as
preferable to assigning goals, but not always; feedback
that guides and motivates behavior, especially self-
generated feedback; and contingencies that affect goal
setting—goal commitment, self-efficacy, and national
culture.Management Theories
160
161. Fiedler contingency model –
leadership style depends on the
situation
– The Fiedler contingency model proposed that effective
group performance depended upon properly matching the
leader’s style and the amount of control and influence in
the situation.
– The model was based on the premise that a certain
leadership style would be most effective in different types
of situations.
– The keys were to (1) define those leadership styles and the
different types of situations, and then (2) identify the
appropriate combinations of style and situation.
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162. Paul Hersey and Ken Blanchard’s
Situational Model – followers reediness
matters most
– Paul Hersey and Ken Blanchard developed a leadership
theory that has gained a strong following among
management development specialists.
– This model, called situational leadership theory (SLT), is a
contingency theory that focuses on followers’ readiness.
– Before we proceed, two points need clarification: Why a
leadership theory focuses on the followers, and what is
meant by the term readiness.
– readiness, as defined by Hersey and Blanchard, refers to
the extent to which people have the ability and willingness
– to accomplish a specific task.
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163. Path-Goal Model
: Leaders’ job is to assist
followers
– Another approach to understanding leadership is
path-goal theory, which states that the leader’s job
is to assist followers in attaining their goals and to
provide direction or support needed to ensure that
their goals are compatible with the goals of the
group or organization.
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164. Managerial Grid
– Leaders may be concerned for their people and they also
must also have some concern for the work to be done. The
question is, how much attention to they pay to one or the
other?
– This is a model defined by Blake and Mouton in the early
1960s.
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166. Likert's leadership styles
– Rensis Likert identified four main styles of leadership, in particular
around decision-making and the degree to which people are involved
in the decision.
– Exploitive authoritative
– Benevolent authoritative
– Consultative
– Participative
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167. Likert's leadership styles
Exploitive authoritative
– In this style, the leader has a low concern for people and
uses such methods as threats and other fear-based
methods to achieve conformance. Communication is
almost entirely downwards and the psychologically distant
concerns of people are ignored.
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168. Likert's leadership styles
– Benevolent authoritative
– When the leader adds concern for people to an
authoritative position, a 'benevolent dictatorship' is
formed. The leader now uses rewards to encourage
appropriate performance and listens more to concerns
lower down the organization, although what they hear is
often rose-tinted, being limited to what their subordinates
think that the boss wants to hear. Although there may be
some delegation of decisions, almost all major decisions
are still made centrally.
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169. Likert's leadership styles
– Consultative
– The upward flow of information here is still cautious and
rose-tinted to some degree, although the leader is making
genuine efforts to listen carefully to ideas. Nevertheless,
major decisions are still largely centrally made.
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170. Likert's leadership styles
– Participative
– At this level, the leader makes maximum use of
participative methods, engaging people lower down the
organization in decision-making. People across the
organization are psychologically closer together and work
well together at all levels.
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171. Lewin’s Leadership Styles
– Autocratic – Low participation, high centralization
– Democratic – high participation
– Laissez faire - Hands-off management
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172. McClelland Theory of
Motivation
– McClelland says that, regardless of our gender, culture, or
age, we all have three motivating drivers, and one of these
will be our dominant motivating driver. This dominant
motivator is largely dependent on our culture and life
experiences.
– 3categories of needs
1. Achievement
2. Power
3. Affiliation
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173. McClelland’s Need Theory:
Need for Achievement
[Need for Achievement]
a manifest (easily perceived)
need that concerns individuals’
issues of excellence, competition,
challenging goals, persistence,
and overcoming difficulties
174. McClelland’s Need Theory:
Need for Power
[Need for Power]
a manifest (easily perceived)
need that concerns an
individual’s need to make an
impact on others, influence
others, change people or events,
and make a difference in life
175. McClelland’s Need Theory:
Need for Affiliation
[Need for Affiliation]
a manifest (easily perceived)
need that concerns an
individual’s need to establish
and maintain warm, close,
intimate relationships with
other people
176. Organic Organization/Structure
– An organic organization is one that is
very flexible and is able to adapt well to
changes.
– Its structure is identified as having little
job specialization, few layers of
management (wide span), decentralized
decision-making, and not much direct
supervision.
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177. Mechanistic (and also some
more on Organic)
– organic organization is characterized by “(1)
Flatness: communications and interactions are horizontal,
(2) Low specialization: knowledgeresides wherever it is
most useful, and (3) Decentralization:
great deal of formal and informal participation in decision
making. Organic structure is a decentralized approach,
whereas mechanistic structure is a centralized approach
– mechanistic organization is “the organization is
hierarchical and bureaucratic. It is characterized by its (1)
highly centralized authority, (2) formalized procedures and
practices, and (3) specialized functions.
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