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The management century
- 1. The Management Century “ Improvingthe practice of management”, making it more Scientific. By walter kiechel lll
- 2. Management Three Eras • The1st Era is the Aspiration to Scientific exactitude, gave wings to the ambitions of new, self proclaimed managerial elite. • The 2nd is Managerialism era of good feelings, self-confidence, and wide spread public support. • The 3rd and present era is retreat in specialization, servitude to market forces, steady improving of productivity, innovation and Globalization. 1. 1880 to 1940 2. 1940 to 1980 3. 1980 to present
- 3. The Management Century • TheUS Business Shifting… • Rising Middle class was professionalizing… • Progressive push against corrupt political and finance capitalist… • Wisdom rooted in science… 1880 to 1900
- 4. The Management Century • “The Bestmanagement is a true science, resting upon clearly defined laws, rules, and principles” • Principles of Scientific Management • “Maximum prosperity for the employer coupled with the maximum prosperity for each employee” • “Equal responsibility between the management and the workmen” 1911 Frederick Winslow Taylor’s
- 5. The Management Century • Developrules of motion, standardized work implements, and proper working conditions for every job. • Carefully select workers with the right abilities for the job. • Carefully train workers and provide proper incentives. • Support workers by carefully planning their work and removing obstacles 1911 Frederick Winslow Taylor’s
- 6. The Management Century •Doubles factory wages • shortens the workday to eight hours • Allowing employes to become customers. 1914 Henry Ford
- 7. The Management Century • Chainof Command • Separation of Functions • Importance of planning • 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. 1916 Henri Fayol
- 8. The Management Century • Scalarchain — there should be a clear and unbroken line of communication from the top to the bottom of the organization. • Unity of command — each person should receive orders from only one boss. • Unity of direction — one person should be in charge of all activities with the same performance objective. 1916 Henri Fayol
- 9. The Management Century • Groupsand human cooperation: • Groups are mechanisms through which individuals can combine their talents for a greater good. • Organizations are cooperating “communities” of managers and workers. • Manager’s job is to help people in the organization cooperate and achieve an integration of interests. • Forward-looking management insights: • Making every employee an owner creates a sense of collective responsibility (precursor of employee ownership, profit sharing, and gain-sharing) 1924 Participatory Management Calls for “Power with,” not “Power over” worker Mary Parker Follett
- 10. The Management Century • Initialstudy examined how economic incentives and physical conditions affected worker output. • “Psychological factors” influenced results. • Employee attitudes, interpersonal relations, and group processes. • 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. 1924 Hawthorne Studies Western Electric Company Alton mayo White Head Roethlisberger
- 11. The Management Century • GroupDynamics and respect from management affect worker Performance 1930 Human Relation Movement Elton Mayo
- 12. The Management Century • “Inthe time of crisis the state must intervene to create demand and jobs” 1936 The General Theory of Employment, interest and Money Johan Maynard Keynes
- 13. The Management Century • Aneed is a physiological or psychological deficiency a person feels compelled to satisfy. • Need levels: • Physiological • Safety • Social • Esteem • Self-actualization 1943 “Human Motivation Theory” Abraham Maslow
- 14. The Management Century McGregor’s TheoryX assumes that workers: • Dislike work • Lack ambition • Are irresponsible • Resist change • Prefer to be led McGregor’s Theory Y assumes that workers are: • Willing to work • Capable of self control • Willing to accept responsibility • Imaginative and creative • Capable of self-direction 1960 Theory X and theory Y Douglas McGroger
- 15. The Management Century • Focuson a small number of key economic decisions made by the firm; • Develop process-oriented models of the firm; • Link models of the firm as closely as possible to empirical observations; and • Develop theory with generality beyond the specific firms studies. 1963 Behavioral Theory of Firm Richard cyert, James March
- 16. The Management Century • Managinga Business • Purpose,(create customer) Function(Marketing and innovation), Profit • Managing Managers • Managing Workers and Work Personnel Management Organizing for Peak Performance Motivating for Peak Performance 1964 Managing for Results Peter Drucker
- 17. The Management Century • Corporatestrategy establishes the overall direction that the organization hopes to go. • Competitive & functional strategies provide the means or mechanisms for making sure the organization gets there. 1971 The concept of corporate Strategy Kenneth Andrews
- 18. The Management Century • HowManagers use institution and relationships in their works • Interpersonal Roles • Figurehead • Leader • Liaison • Informational Roles • Monitor • Disseminator • Spokesperson • Decisional Roles • Entrepreneur • Disturbance Handler • Resource Allocator • Negotiator 1975 “The Manager’s Job: Folkore and Fact” Henry Mintzberg
- 19. The Management Century • Thetheory explains the relationship between principal and agent (share holder and Managers) • The theory attempts to deal with two problems: • How to align the goal of principal… • Principal and agent reconcile different tolerance for risk 1970s Agency Theory Michael Jensen William Meckling
- 20. The Management Century • Howcompetitive forces shape strategy 1979 Porter Forces Model Michael Porter
- 21. The Management Century • Corecompetencies are the wellspring of new business development. • Win manufacturing leadership in core products and capture global share through brand-building programs. • Acquisition (Strategic alliances) • Accumulation • Sharing 1990 The core competence of the corporation Prahalad & Gary Hamel