The document discusses the history and evolution of management from ancient times to the present. It covers several key points:
1. Management and organized activities have existed for thousands of years, as evidenced by large construction projects in ancient Egypt and China.
2. Early management theories emerged in the 18th-19th centuries with Adam Smith's division of labor concept and the Industrial Revolution stimulating new approaches.
3. Modern management theory began in the 20th century with Frederick Taylor's scientific management approach and further developments in administrative theory, quantitative methods, and understanding organizational behavior.
Management involves achieving organizational goals efficiently and effectively. The key functions of management include planning, organizing, staffing, coordinating, and controlling. Historically, management evolved from a hereditary role to a professional function in response to large industrial organizations emerging during the Industrial Revolution. Scientific management approaches focused on defining the most efficient ways for workers to perform jobs.
The document discusses the evolution of management from early industrialization to modern principles and theories of management. It traces the origins of management concepts to the late 18th/early 19th century as a reaction to harsh industrialization. Key developments included scientific management principles by Taylor and Gilbreth focusing on efficiency. Administrative management theories by Fayol, Weber, and Barnard stressed planning, organizing and controlling functional aspects. Total quality management later emerged with a focus on continuous improvement, customer needs and reducing waste.
The document provides a historical overview of management from ancient times to the modern era. It discusses how management existed as early as ancient Egypt and China where large construction projects requiring coordination of tens of thousands of workers were undertaken. It highlights how the Egyptians managed the building of pyramids with precision planning and efficient use of resources. During the Industrial Revolution, large factories emerged needing formal management practices to plan, organize, and control activities. Leading management theorists like Adam Smith recognized the economic benefits of specialization of labor. The development of management theory continued into the 20th century.
This document outlines the key topics and learning outcomes of a business ethics module. The module will help students:
1) Identify stakeholders and explain the relationship between business and its stakeholders.
2) Define ethics and business ethics by examining definitions from various research articles.
3) Understand that business exists within society and impacts social structures through its activities.
This document discusses decision making in management. It begins by defining decision making as the process of choosing among alternatives. It then outlines the typical 8-step decision making process used by managers: 1) identifying a problem, 2) identifying decision criteria, 3) allocating weights to criteria, 4) developing alternatives, 5) analyzing alternatives, 6) selecting an alternative, 7) implementing the decision, and 8) evaluating the decision's effectiveness. The document also discusses different types of managerial decisions, approaches to decision making like rationality and bounded rationality, decision making conditions involving certainty, risk and uncertainty, and decision making styles.
Organizational ethics involves addressing ethical issues that arise across various business functions and components. This includes issues in R&D around producing safe, high-quality products and addressing defects. In manufacturing, balancing speed and quality poses dilemmas. Marketing raises questions around truth in advertising and promoting products like fast food to children. HR processes can enable unethical hiring practices or privacy violations. IT brings risks of improperly accessing or selling customer data. Companies aim to promote ethics through management commitment, codes of conduct, compliance officers, audits, and whistleblowing policies.
This document discusses flight after a period of inactivity for pilots. It addresses currency and proficiency concerns when returning to flight after time away. Pilots should consider how long they have been inactive, the nature of their operations, and their experience level. Upon returning, pilots may need to refresh their knowledge by reviewing regulations and manuals since some aircraft panels and apps have been updated. They should also confirm their medical certification is still valid before their first flight.
Management involves achieving organizational goals efficiently and effectively. The key functions of management include planning, organizing, staffing, coordinating, and controlling. Historically, management evolved from a hereditary role to a professional function in response to large industrial organizations emerging during the Industrial Revolution. Scientific management approaches focused on defining the most efficient ways for workers to perform jobs.
The document discusses the evolution of management from early industrialization to modern principles and theories of management. It traces the origins of management concepts to the late 18th/early 19th century as a reaction to harsh industrialization. Key developments included scientific management principles by Taylor and Gilbreth focusing on efficiency. Administrative management theories by Fayol, Weber, and Barnard stressed planning, organizing and controlling functional aspects. Total quality management later emerged with a focus on continuous improvement, customer needs and reducing waste.
The document provides a historical overview of management from ancient times to the modern era. It discusses how management existed as early as ancient Egypt and China where large construction projects requiring coordination of tens of thousands of workers were undertaken. It highlights how the Egyptians managed the building of pyramids with precision planning and efficient use of resources. During the Industrial Revolution, large factories emerged needing formal management practices to plan, organize, and control activities. Leading management theorists like Adam Smith recognized the economic benefits of specialization of labor. The development of management theory continued into the 20th century.
This document outlines the key topics and learning outcomes of a business ethics module. The module will help students:
1) Identify stakeholders and explain the relationship between business and its stakeholders.
2) Define ethics and business ethics by examining definitions from various research articles.
3) Understand that business exists within society and impacts social structures through its activities.
This document discusses decision making in management. It begins by defining decision making as the process of choosing among alternatives. It then outlines the typical 8-step decision making process used by managers: 1) identifying a problem, 2) identifying decision criteria, 3) allocating weights to criteria, 4) developing alternatives, 5) analyzing alternatives, 6) selecting an alternative, 7) implementing the decision, and 8) evaluating the decision's effectiveness. The document also discusses different types of managerial decisions, approaches to decision making like rationality and bounded rationality, decision making conditions involving certainty, risk and uncertainty, and decision making styles.
Organizational ethics involves addressing ethical issues that arise across various business functions and components. This includes issues in R&D around producing safe, high-quality products and addressing defects. In manufacturing, balancing speed and quality poses dilemmas. Marketing raises questions around truth in advertising and promoting products like fast food to children. HR processes can enable unethical hiring practices or privacy violations. IT brings risks of improperly accessing or selling customer data. Companies aim to promote ethics through management commitment, codes of conduct, compliance officers, audits, and whistleblowing policies.
This document discusses flight after a period of inactivity for pilots. It addresses currency and proficiency concerns when returning to flight after time away. Pilots should consider how long they have been inactive, the nature of their operations, and their experience level. Upon returning, pilots may need to refresh their knowledge by reviewing regulations and manuals since some aircraft panels and apps have been updated. They should also confirm their medical certification is still valid before their first flight.
This document discusses why management should be studied and provides an overview of key management concepts.
It begins by explaining that management is important to study because organizations impact our daily lives and we will all either manage or be managed. It then discusses some core management principles like the universality of management in all organizations.
The document also defines key terms like what an organization is, the different levels of managers, and operative employees. It describes management as coordinating work through people to be efficient and effective. The main functions of management that managers engage in are identified as planning, organizing, leading and controlling. Finally, it outlines important skills that successful managers possess such as conceptual, interpersonal, technical and political skills.
This document discusses corporate social responsibility (CSR). It defines CSR as actions by organizations to achieve social benefits beyond maximizing profits for stakeholders and legal obligations. The document outlines two foundational principles of CSR: the charity principle of voluntary aid to those in need, and the stewardship principle of executives acting in the public's interest. It also describes three types of CSR: ethical CSR of incorporating social responsibility into core operations, altruistic CSR of community initiatives, and strategic CSR of programs generating positive publicity. The document provides examples of each type and reasons for businesses to practice CSR, such as improving reputation and preventing government regulation.
This document from the FAA presents information on angle of attack systems for pilots. It notes that stalls and resulting spin accidents are a major cause of fatal crashes, often involving inexperienced pilots, and can occur at any airspeed or phase of flight. The document discusses problems determining airspeed, describes angle of attack indicators that can help avoid stalls, and recommends pilots practice stalls and slow flight with a flight instructor. It provides resources for pilots to investigate angle of attack systems further.
Here are the key questions to consider for each case:
1.1 The Overcrowded Lifeboat:
- Who should be sacrificed to save the others? What are the criteria for deciding?
1.2 Sophie's Choice:
- How does Sophie make her tragic choice? What are the consequences of her decision?
1.3 Husband's Choice:
- What choice does the husband have to make? What factors influence his decision? How does he justify his choice?
The cases present complex moral dilemmas where difficult choices must be made. Consider all stakeholders impacted and potential outcomes. Discuss the ethical issues and dilemmas rather than simply stating a solution.
Week 5 foundation of planning - 05 02 2012Ezzy Izzuddin
1. Managers should formally plan for several key reasons: it provides direction, reduces the impact of change, minimizes waste and redundancy, and sets standards to facilitate control.
2. Planning involves defining goals and establishing strategies to achieve those goals. It considers both ends and means. Formal planning is documented while informal planning is less defined.
3. Common types of plans include strategic plans for the organization, operational plans with specifics, long-term plans over 3 years, and short-term plans under 1 year. Plans can be specific, directional, single-use, or standing.
Angle of attack (AOA) indicators can help reduce loss of control accidents by providing pilots with a better way to avoid stalls. Loss of control is the leading cause of fatal accidents in general and commercial aviation, averaging one fatal accident every four days in general aviation alone. While airspeed is taught as the primary means of avoiding stalls, airspeed alone is not reliable because an aircraft can stall at any speed, attitude, or power setting. AOA is a better indicator because the critical angle of attack at which an aircraft will stall does not change with factors like weight, temperature, or altitude. AOA indicators alert pilots when the aircraft approaches stall parameters. Their use, along with existing systems, can result in more precise
To reduce the risk of accidents due to weather related factors, pilots should rely upon accurate real-time weather
reporting and learn about weather reporting technologies currently available.
This document discusses pressure in aviation maintenance. It identifies different sources of pressure, both external from organizations, managers, and coworkers, and internal from one's own expectations. Time pressure in particular can contribute to accidents if it does not allow for sufficient safety margins. The document recommends developing both organizational and personal safety nets to help manage pressure, such as following procedures, prioritizing tasks, and ensuring adequate rest. It emphasizes the importance of safety culture and human factors training to help address the effects of pressure.
The document discusses understanding groups and teams in organizations. It defines groups and differentiates between formal and informal groups. It describes the five stages of group development as forming, storming, norming, performing, and adjourning. It also discusses key group concepts like roles, norms, cohesiveness and conflict management. It then covers decision making in groups and compares individual versus group decision making. Finally, it defines teams, discusses why teams are popular in organizations, and describes the four most common types of teams as functional, cross-functional, supervised, and self-managed teams.
The document is a presentation by the Federal Aviation Administration (FAA) about pilot deviations. It discusses general information about pilot deviations, statistics on common deviations, reasons for deviations occurring, how pilots should respond if involved in a deviation, and the FAA's investigative process. The presentation provides an overview of pilot deviations to educate pilots and flight schools.
The document discusses understanding groups and teams in organizations. It defines different types of groups, describes the stages of group development, and explains how factors like roles, norms, conformity, and cohesiveness influence group behavior. It also discusses the advantages and disadvantages of group decision making. Teams are compared to groups, and characteristics of effective teams are listed. Current challenges in managing global teams and using social networks are also examined.
This document provides an overview of flight training accidents and incidents analyzed by the Orlando Flight Standards District Office from 1998 to 2014. It identifies trends in the data, including that 71% of accidents and incidents were related to landings. The summary highlights areas for improvement such as emphasizing landings in instruction and evaluations. It also examines accident factors for other aircraft types like gliders and helicopters. The goal is to continue initiatives that have reduced accidents while maintaining a focus on landing safety.
The document discusses leadership theories and concepts. It covers early trait and behavioral theories, as well as contingency theories like Fiedler's model and situational leadership. It also discusses newer approaches like transformational leadership, attribution theory, and charismatic leadership. Contemporary issues around power, trust, and empowerment are examined. Theories and concepts are summarized at the end, with an assignment given to discuss a case study on leadership.
The document discusses various theories of motivation including: Maslow's hierarchy of needs, Herzberg's hygiene theory, McClelland's three needs theory, goal setting theory, and expectancy theory. It also covers topics like job design, equity theory, motivating diverse workforces, and applying motivation theories in practice. Theories are integrated to understand how individual needs, job characteristics, equity, expectations, and reinforcement can influence employee motivation.
This document discusses groups and teams in the context of an aviation management course. It covers the stages of group development, types of groups, characteristics of effective teams, managing teams, and conflict resolution techniques. The key topics covered are the forming, storming, norming, performing, and adjourning stages of group development, the differences between formal and informal groups, and the characteristics necessary for effective teams such as clear goals, good communication, and mutual trust.
This document discusses organizational structure and design. It begins by defining organizational structure as the formal framework that divides work into jobs, groups, and departments. There are six key elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common structures discussed include functional, divisional, team-based, project-based, and matrix structures. Contemporary designs like boundaryless organizations and learning organizations are also introduced. The document provides examples of different structures and discusses their strengths and weaknesses. It concludes by assigning further reading and preparation for an upcoming class discussion.
This document provides an overview of Islamic business ethics. It discusses factors that influence ethical behavior in Islam, including legal interpretations guided by sharia law, organizational factors like codes of ethics, and individual factors like personal values and life experiences. The document also outlines the Islamic ethical system and compares it to other systems. It provides guidelines for Muslims in business, including developing an ethical organizational climate, treating stakeholders responsibly, and engaging in lawful and beneficial activities.
The team leader is the main link between the organization’s goals and the people who are responsible for the daily activities that make those goals a reality. Because of the necessary and integral role that this position plays, it is obvious that good team leaders are key to the success of any organization.
Many everyday decisions required within this role affect the revenue, productivity, service levels as well as attitudes and morale. With a role and function of this magnitude, it would seem logical that the process of becoming a team leader would require years of training. However, most team leaders have had little or no training in the required skills.More often than not, today’s teams leaders are men and women who have been promoted from being a superworker to being a team leader. However with the development of some key skills, the superworker can successfully transition into a super team leader!
Learn how to :
Understand the roles and function of a successful team leader
Maximize their power of influence to build a cohesive and productive team
Create clear results-focused action plans
Manage their time to ensure deadlines are met and projects are brought to a successful completion
Introduction to Human Factors Training for Safety Critical Organisations. Human Factors training was originally developed in the aviation industry to enhance safety and reliability in complex environments.
This document provides an overview of the evolution of management theory from early approaches like scientific management to more modern concepts. It summarizes key thinkers and schools of thought in management theory's development. Scientific management focused on efficiency and productivity, pioneered by Taylor. Classical organization theory, developed by Fayol, sought to establish guidelines for managing complex organizations. Subsequent approaches accounted for behavioral and contingency factors. The document traces these progressions in management thought over time.
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
This document discusses why management should be studied and provides an overview of key management concepts.
It begins by explaining that management is important to study because organizations impact our daily lives and we will all either manage or be managed. It then discusses some core management principles like the universality of management in all organizations.
The document also defines key terms like what an organization is, the different levels of managers, and operative employees. It describes management as coordinating work through people to be efficient and effective. The main functions of management that managers engage in are identified as planning, organizing, leading and controlling. Finally, it outlines important skills that successful managers possess such as conceptual, interpersonal, technical and political skills.
This document discusses corporate social responsibility (CSR). It defines CSR as actions by organizations to achieve social benefits beyond maximizing profits for stakeholders and legal obligations. The document outlines two foundational principles of CSR: the charity principle of voluntary aid to those in need, and the stewardship principle of executives acting in the public's interest. It also describes three types of CSR: ethical CSR of incorporating social responsibility into core operations, altruistic CSR of community initiatives, and strategic CSR of programs generating positive publicity. The document provides examples of each type and reasons for businesses to practice CSR, such as improving reputation and preventing government regulation.
This document from the FAA presents information on angle of attack systems for pilots. It notes that stalls and resulting spin accidents are a major cause of fatal crashes, often involving inexperienced pilots, and can occur at any airspeed or phase of flight. The document discusses problems determining airspeed, describes angle of attack indicators that can help avoid stalls, and recommends pilots practice stalls and slow flight with a flight instructor. It provides resources for pilots to investigate angle of attack systems further.
Here are the key questions to consider for each case:
1.1 The Overcrowded Lifeboat:
- Who should be sacrificed to save the others? What are the criteria for deciding?
1.2 Sophie's Choice:
- How does Sophie make her tragic choice? What are the consequences of her decision?
1.3 Husband's Choice:
- What choice does the husband have to make? What factors influence his decision? How does he justify his choice?
The cases present complex moral dilemmas where difficult choices must be made. Consider all stakeholders impacted and potential outcomes. Discuss the ethical issues and dilemmas rather than simply stating a solution.
Week 5 foundation of planning - 05 02 2012Ezzy Izzuddin
1. Managers should formally plan for several key reasons: it provides direction, reduces the impact of change, minimizes waste and redundancy, and sets standards to facilitate control.
2. Planning involves defining goals and establishing strategies to achieve those goals. It considers both ends and means. Formal planning is documented while informal planning is less defined.
3. Common types of plans include strategic plans for the organization, operational plans with specifics, long-term plans over 3 years, and short-term plans under 1 year. Plans can be specific, directional, single-use, or standing.
Angle of attack (AOA) indicators can help reduce loss of control accidents by providing pilots with a better way to avoid stalls. Loss of control is the leading cause of fatal accidents in general and commercial aviation, averaging one fatal accident every four days in general aviation alone. While airspeed is taught as the primary means of avoiding stalls, airspeed alone is not reliable because an aircraft can stall at any speed, attitude, or power setting. AOA is a better indicator because the critical angle of attack at which an aircraft will stall does not change with factors like weight, temperature, or altitude. AOA indicators alert pilots when the aircraft approaches stall parameters. Their use, along with existing systems, can result in more precise
To reduce the risk of accidents due to weather related factors, pilots should rely upon accurate real-time weather
reporting and learn about weather reporting technologies currently available.
This document discusses pressure in aviation maintenance. It identifies different sources of pressure, both external from organizations, managers, and coworkers, and internal from one's own expectations. Time pressure in particular can contribute to accidents if it does not allow for sufficient safety margins. The document recommends developing both organizational and personal safety nets to help manage pressure, such as following procedures, prioritizing tasks, and ensuring adequate rest. It emphasizes the importance of safety culture and human factors training to help address the effects of pressure.
The document discusses understanding groups and teams in organizations. It defines groups and differentiates between formal and informal groups. It describes the five stages of group development as forming, storming, norming, performing, and adjourning. It also discusses key group concepts like roles, norms, cohesiveness and conflict management. It then covers decision making in groups and compares individual versus group decision making. Finally, it defines teams, discusses why teams are popular in organizations, and describes the four most common types of teams as functional, cross-functional, supervised, and self-managed teams.
The document is a presentation by the Federal Aviation Administration (FAA) about pilot deviations. It discusses general information about pilot deviations, statistics on common deviations, reasons for deviations occurring, how pilots should respond if involved in a deviation, and the FAA's investigative process. The presentation provides an overview of pilot deviations to educate pilots and flight schools.
The document discusses understanding groups and teams in organizations. It defines different types of groups, describes the stages of group development, and explains how factors like roles, norms, conformity, and cohesiveness influence group behavior. It also discusses the advantages and disadvantages of group decision making. Teams are compared to groups, and characteristics of effective teams are listed. Current challenges in managing global teams and using social networks are also examined.
This document provides an overview of flight training accidents and incidents analyzed by the Orlando Flight Standards District Office from 1998 to 2014. It identifies trends in the data, including that 71% of accidents and incidents were related to landings. The summary highlights areas for improvement such as emphasizing landings in instruction and evaluations. It also examines accident factors for other aircraft types like gliders and helicopters. The goal is to continue initiatives that have reduced accidents while maintaining a focus on landing safety.
The document discusses leadership theories and concepts. It covers early trait and behavioral theories, as well as contingency theories like Fiedler's model and situational leadership. It also discusses newer approaches like transformational leadership, attribution theory, and charismatic leadership. Contemporary issues around power, trust, and empowerment are examined. Theories and concepts are summarized at the end, with an assignment given to discuss a case study on leadership.
The document discusses various theories of motivation including: Maslow's hierarchy of needs, Herzberg's hygiene theory, McClelland's three needs theory, goal setting theory, and expectancy theory. It also covers topics like job design, equity theory, motivating diverse workforces, and applying motivation theories in practice. Theories are integrated to understand how individual needs, job characteristics, equity, expectations, and reinforcement can influence employee motivation.
This document discusses groups and teams in the context of an aviation management course. It covers the stages of group development, types of groups, characteristics of effective teams, managing teams, and conflict resolution techniques. The key topics covered are the forming, storming, norming, performing, and adjourning stages of group development, the differences between formal and informal groups, and the characteristics necessary for effective teams such as clear goals, good communication, and mutual trust.
This document discusses organizational structure and design. It begins by defining organizational structure as the formal framework that divides work into jobs, groups, and departments. There are six key elements of organizational design: work specialization, departmentalization, chain of command, span of control, centralization/decentralization, and formalization. Common structures discussed include functional, divisional, team-based, project-based, and matrix structures. Contemporary designs like boundaryless organizations and learning organizations are also introduced. The document provides examples of different structures and discusses their strengths and weaknesses. It concludes by assigning further reading and preparation for an upcoming class discussion.
This document provides an overview of Islamic business ethics. It discusses factors that influence ethical behavior in Islam, including legal interpretations guided by sharia law, organizational factors like codes of ethics, and individual factors like personal values and life experiences. The document also outlines the Islamic ethical system and compares it to other systems. It provides guidelines for Muslims in business, including developing an ethical organizational climate, treating stakeholders responsibly, and engaging in lawful and beneficial activities.
The team leader is the main link between the organization’s goals and the people who are responsible for the daily activities that make those goals a reality. Because of the necessary and integral role that this position plays, it is obvious that good team leaders are key to the success of any organization.
Many everyday decisions required within this role affect the revenue, productivity, service levels as well as attitudes and morale. With a role and function of this magnitude, it would seem logical that the process of becoming a team leader would require years of training. However, most team leaders have had little or no training in the required skills.More often than not, today’s teams leaders are men and women who have been promoted from being a superworker to being a team leader. However with the development of some key skills, the superworker can successfully transition into a super team leader!
Learn how to :
Understand the roles and function of a successful team leader
Maximize their power of influence to build a cohesive and productive team
Create clear results-focused action plans
Manage their time to ensure deadlines are met and projects are brought to a successful completion
Introduction to Human Factors Training for Safety Critical Organisations. Human Factors training was originally developed in the aviation industry to enhance safety and reliability in complex environments.
This document provides an overview of the evolution of management theory from early approaches like scientific management to more modern concepts. It summarizes key thinkers and schools of thought in management theory's development. Scientific management focused on efficiency and productivity, pioneered by Taylor. Classical organization theory, developed by Fayol, sought to establish guidelines for managing complex organizations. Subsequent approaches accounted for behavioral and contingency factors. The document traces these progressions in management thought over time.
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
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 discusses the evolution of management approaches over time. Early management involved overseeing large construction projects like the pyramids and Great Wall of China. Formal management theories emerged in the 18th-19th centuries with Adam Smith's division of labor and different approaches developed in the 20th century like scientific management, general administrative theory, and organizational behavior. Current trends include globalization, workforce diversity, e-business, knowledge management, and quality management.
Management has existed since ancient times but became a scientific discipline in the 19th century. Early management examples include large projects by ancient Romans, Egyptians, and Chinese that required planning, organizing people, and coordination. In the 18th century, Adam Smith described specialization and division of labor as drivers of efficiency. The Industrial Revolution led to new large factories needing managers to train workers operating machines. Scientific management theory was developed in the early 20th century focusing on efficiency. Henri Fayol identified five management functions and 14 principles. Max Weber studied authority structures and relationships. Elton Mayo showed productivity increases with employee empowerment. Total quality management uses quantitative techniques. Modern management considers external environmental factors and internal influences.
The idea of management is not new; managing is an inbuilt character of human beings. Early forms of management concepts have been applied throughout history in order to progress as a society. We see beautiful creation from Stone Age to civilization – could those creations such as monuments and cities be in place without management? Management activities were always needed in order to complete massive projects. The Industrial Revolution as well as the growth of factories and mass production created a need for strong management processes. Better and more efficient ways of manufacturing goods were needed in order to maximize productivity, bring down costs, and increase profitability. As a result, since the late 1800’s, theorists have developed a wide range of methods for improving management practices
Industrial Management: Meaning, Definition, Objective, Need, Scope, Evolution and developments.
Productivity: Definition of productivity, Measurement of productivity, factors affecting the productivity, productivity improvement programs.
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.
This document discusses the historical perspectives of production systems from the Industrial Revolution to modern times. It covers several major approaches and influential figures, including:
1) Scientific management pioneered by Frederick Taylor, advocating division of labor and functional specialization. This approach greatly influenced Henry Ford's assembly line production.
2) The behavioral science school that emerged in the 1920s based on studies showing human behavior is a key factor in output.
3) The use of worker groups in some industries like mining, which improved productivity over individual-based scientific management approaches. This led to the socio-technical systems research approach.
Management Principle, Management Theory, And Management...Melissa Luster
This document discusses various management theories and principles. It begins by explaining classical management theory, which focused on specialization and division of labor. It then discusses subsequent theories like human relations theory and neo-human relations theory, which emphasized understanding human behavior. Systems theory viewed organizations as systems with interdependent parts. The document also briefly outlines scientific management theory developed by Frederick Taylor, which aimed to improve efficiency. Overall, the document traces the evolution of management theories from a focus on efficiency to consideration of human and organizational factors.
- The document discusses the evolution of management thought from pre-scientific management to modern times. It outlines six eras of management: (1) Pre-Scientific, (2) Scientific Management led by Taylor and Fayol, (3) Human Relations, (4) Social Science, (5) Management Science, and (6) Modern management thought. It provides details on Taylor's scientific management principles including breaking work into small tasks and setting standards for maximum efficiency. The document was prepared by students at Rajarata University of Sri Lanka using information from an IIT Madras professor.
Modern management theories evolved from earlier concepts developed during the Industrial Revolution. Theories include the Classical School (Scientific Management and Classical Organizational Theory), the Behavioral School, and New Developments. Scientific Management by Frederick Taylor focused on optimizing work methods to improve productivity using principles like scientific selection of workers and differential pay. Henry Fayol identified core management functions including planning, organizing, leading, and controlling. Max Weber's bureaucracy theory emphasized a formal system of organization and administration.
Here are some key points to consider when planning:
Characteristics of Good Planning:
- Be Specific and Realistic
- Consider Alternatives and Contingencies
- Coordinate Plans with other Functions and Departments
- Review and Revise Plans Periodically
This document outlines various topics related to organizational theory, including key concepts, structural designs, principles of effective organization, and case studies. Some of the main topics covered include:
1. Organizational theory concepts like focus on task performance, motivation, and adjusting to the external environment.
2. Principles of effective organizational design like structure, motivation, and adapting to changes.
3. Case studies on designing customer-centric organizations, organizing across borders, matrix structures, centralization vs decentralization, and organizing for innovation.
4. New approaches to organization theory like systems theory, socio-technical systems, and knowledge-based organizations.
In 3 sentences or less, this document provides an overview
This document discusses the history and principles of scientific management as developed by Frederick Winslow Taylor in the late 19th/early 20th century. It traces the origins of scientific management from the Industrial Revolution and describes Taylor's four main principles: replacing rule-of-thumb work with scientific analysis, developing each worker's maximum efficiency, cooperation instead of individualism, and separating planning from doing. The document also outlines criticisms of Taylor's approach, such as its exploitation of workers and mechanical treatment of humans.
Management has evolved over time from ancient approaches like those used in building the Egyptian pyramids and Great Wall of China, to modern scientific and quantitative approaches. Scientific management emerged in the late 19th/early 20th century advocating specialization of labor and incentive-based compensation. Later approaches included quantitative management using models and optimization, as well as organizational behavior focusing on human relations and motivation based on studies like the Hawthorne experiments. Today, managers draw from all these approaches, applying scientific principles while also considering human and group factors to maximize productivity.
do airlines need to be fully deregulated and liberalized-aviation economic cu...Ezzy Izzuddin
The document discusses the deregulation and liberalization of the global airline industry. It provides background on how airlines were highly regulated prior to deregulation, with government bodies controlling fares, routes, market entry and other aspects. Deregulation in the US in 1978 and subsequent liberalization in Europe removed many of these controls to increase competition. The summary argues that airline deregulation and liberalization have benefited consumers through lower prices, improved safety, more routes and increased air travel options overall. However, some amenities on flights may have declined slightly with deregulation.
Customers satisfaction on the provision for special needsEzzy Izzuddin
This document discusses a study conducted on passenger satisfaction levels with airline services for passengers with special needs. It outlines the research objectives, questions, methodology, data collection and presentation. Key findings from the passenger surveys found that most passengers were satisfied with the services and facilities provided, such as equipment, training of staff and discounts. However, some recommendations for improvement were made, including providing more assistance at arrival gates and airports, additional staff training, and ensuring wheelchairs are provided free of charge. In conclusion, while most special needs passengers were satisfied, some low-cost carriers needed to improve their services in line with ICAO guidelines for passengers requiring special assistance.
The document discusses provisions for special needs in air transport. It defines disability and explains the three main types: poor health, poor wealth, and physical/mental disorders. It notes that provisions apply throughout the aviation environment and ensure rights to services. International organizations like ICAO have recommendations for minimum standards of accessibility and special assistance. Airlines have policies on declaring special needs, seating, medical clearance, wheelchairs and service animals. Airports aim to facilitate access and transfer between flights for those with limited mobility.
ATP_PBL1_introduction of air transport policyEzzy Izzuddin
The document discusses air transport policy and its objectives to protect human health, the environment, and ensure economic growth and safety in the global aviation industry. It examines where policy is implemented, such as for political, economic, social, technological, legal and environmental issues. It also discusses when policy is established, who is responsible, and how decisions are made to address aviation issues. Specific examples of current issues are provided relating to each area for analysis under the policy. The overall aim of air transport policy is to regulate the industry to avoid accidents and environmental harm while supporting its continued operation.
This document discusses how technology impacts business operations and stakeholders. It recognizes that while technological advancements provide capabilities to do more with less, they can also raise ethical issues that businesses need to consider. Some impacts of IT on the workplace mentioned include a mobile workforce, virtual offices, faster access to information, and the ability to work remotely. However, issues also arise from applying IT, such as employee monitoring, social media screening in hiring, hidden costs in low-cost services, and environmental impacts of obsolete technology. The document poses questions on the ethical implications of these issues.
This document discusses globalization, government regulation, and ethical issues in business. It addresses how globalization impacts businesses and how businesses relate to government policy. Several ethical issues are examined, including bribery versus grease payments, enforcing halal certification logos, a share swap between two airlines, and setting up a rare earth processing plant. Overall, the document argues that while governments regulate business through laws, organizations need their own mechanisms to ensure ethical conduct as loopholes may be exploited without oversight.
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
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Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Infrastructure Challenges in Scaling RAG with Custom AI modelsZilliz
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GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
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TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
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See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
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“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Building Production Ready Search Pipelines with Spark and MilvusZilliz
Spark is the widely used ETL tool for processing, indexing and ingesting data to serving stack for search. Milvus is the production-ready open-source vector database. In this talk we will show how to use Spark to process unstructured data to extract vector representations, and push the vectors to Milvus vector database for search serving.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
2. Malaysian Institute of Aviation TechnologyThe Purpose of this chapter
2
-To demonstrate that a knowledge of management history can
help you understand contemporary management and practice.
-To show how they evolved to reflect the changing needs of
organisations and society as a whole
3. Malaysian Institute of Aviation Technology
Introduction
3
Organised activities and management have existed for
thousand of years
The Egyptian pyramids and Great Wall of China (for
example) are evidence that projects of tremendous scope,
employing ten thousand of people, were undertaken well
before modern times.
The pyramids- the constructions of single pyramid
occupied thousands of people for several decades
4. Malaysian Institute of Aviation Technology
4
The Pyramid Construction
The Great Wall of China
projects of tremendous scope
employing tens of thousands of people
who told each worker what to
do?
who ensured enough stones at
site?
The answer is managers
Venetian early form of
business enterprise – 1400
(Venice)
warships were floated along
canals and each stop materials and
riggings were added to the ship.
Doesn’t it sound a lot like
cars “floating” along an assembly
line and components being
added to it?
The Venetians also had a
Historical Background of Management
5. Regardless of what managers were called at that time, someone
had to plan what was to be done, organise people and materials
to do it, and provide direction for the workers
5
Management
6. Malaysian Institute of Aviation TechnologyHOW DID INDUSTRIAL REVOLUTION INFLUENCE
MANAGEMENT PRACTICE?
6
Originating in the late 18th
Century Great Britain, the Revolution
had crossed the Atlantic to America by the end of the Civil War.
Machine power was rapidly substituted for human power. Using
machine, in turn made it economical to manufacture goods in
factories.
The advent of machine power, mass production, the reduced
transportation costs that followed the rapid expansion of the
railroads, and lack of governmental regulations also fostered the
development of big organisations.
Early 1900s, theory of management is developed.
7. Malaysian Institute of Aviation Technology
7
Adam Smith – doctrine titled “ The
wealth of nations” – 1776 ...
...org & society can gain from the division
of labour
...the breakdown of job into narrow
and respective tasks...
...concluded that division of labour
increased productivity by increasing each
worker’s skills... saving time lost in
changing tasks...creating labour-saving
inventions and machinery...
The Industrial
Revolution... started in 18th
century in GB... to
America...
Major contribution:
machine power substituted
human power.. in factory
more economical to make
goods
Two Significant Pre-Twentieth-Century Events
8. Malaysian Institute of Aviation TechnologyWhat was adam smith’s contribution to the field of
management?
8
Division of labor
-The breakdown of jobs into narrow, repetitive tasks.
-Today, the general popularity of job specialisation – in service
jobs such as teaching and medicine as well as on assembly lines
in automobile plants – is undoubtedly due to the economic
advantages cited over 200 years ago by Adam Smith
9. Malaysian Institute of Aviation Technology
9
MANAGEMENT THEORIES 1990s
Quantitative Approach
General Administrative
Theorist
Scientific Management
Development of Major Management Theories
10. Malaysian Institute of Aviation Technology
Scientific Management
10
•If one had to pinpoint the year that modern management
theory was born, one could make a strong case for 1911, the
year that Frederick Winslow Taylor’s The Principles of
Scientific Management was published.
•The book described the theory of scientific management
(widely accepted by managers throughout the world).
•Scientific management - the use of scientific method to define
“the one best way” for a job to be done.
•Could select the right people for the job and train them to do it
precisely
•To motivate worker, he favoured incentive ‘wage plans’.
11. Malaysian Institute of Aviation Technology
28th January 200911
Scientific Management
1911 – Principles of scientific management.
The use of scientific method to determine the ‘one best way’ for a job to
be done.
Frederick F. Taylor – 4 principle of management.
• develop a science for each element of an individual’s work, which
replace the old rule-of-thumb method.
• scientifically select and train workers (previously, workers chose their
own work and trained themselves as best they could
• Cooperate with workers to get them to perform work according to the
Principle science developed.
• Share responsibility between management and workers.
12. Malaysian Institute of Aviation Technology
Who were the other major contributors to scientific
management?
12
-Taylor’s Idea inspired others to study and develop methods of
scientific management.
-Frank and Lilian Gilbreth – studied work arrangement to eliminate
wasteful hand and body motion.
-Gilbreth – among the first to use motion picture film to study hand
and body motions.
-Introduce ‘Therbligs’- 17 basic hand motion
-The basis of today ‘time and motion’study
Gantt
-Expanded the scope of scientific management to encompass the
work of managers as well as that of operatives
-Creating a graphic bar chart that could be used by managers as a
scheduling device for planning and controlling work
13. Malaysian Institute of Aviation Technology
13
General Administrative Theorists.
(Henri Fayol and Max Weber)
• Focus on the entire organisation.
• Describes what managers do and what are good management
practices.
• Henry Fayol – 14 principle of management.
• Division of works.
• Authority.
• Discipline.
• Unity of command.
• Unity of direction.
• Subordination of individual interests.
• Remuneration.
• Centralisation.
• Scalar chain.
• Order.
• Equity.
• Stability of the tenure of personnel.
• Initiative.
•
14. Malaysian Institute of Aviation Technology
14
General Administrative Theorists.
• Focus on the entire organisation.
• Authority structures and relations.
• Max Weber – Bureaucracy (theory of authority structures and described organisation activity
on the basis of authority relations).
• A form of organisation characterised by the division of labour, a clearly defined
Hierarchy, detailed rules and regulations and impersonal relationship.
A bureaucracy shud
Have ..
Career
Orientation.
Division of
Labours
Authority
Hierarchy.
Impersonality. Formal rules &
Regulation.
Formal
Selection.
Professional
Managers.
Uniform application
Of rules & controls.
SOPs
Based on
Technical
qualification
Clear chain
Of
Command
Well defined
Tasks
15. Malaysian Institute of Aviation Technology
QUANTITATIVE APPROACH
15
The quantitative approach to management sometimes
referred to as operations research or management
science, evolved out of the development of mathematical
and statistical solutions to military problems during
World War II
Eg: When the British had to get the maximum
effectiveness from their limited aircraft capability against
the massive forces of the German, they asked their
mathematicians to devise an optimum allocation model.
16. Malaysian Institute of Aviation Technology
16
Quantitative approach to Management.
Involves use of quantitative technique to improve decision making..
• Labeled as operations research or management science.
• Evolved out of the development of mathematical and statistical
solutions to military problems during WWII
• After the war, quantitative technique applied to business sector by
Whiz Kids (group of military officers) who joined Ford Motor in
mid-1940s began using quantitative technique to improve decision
making at Ford.
What exactly does the quantitative approach do?
- involves applications of statistics, optimisation models, computer
simulation etc.
Has contributed directly to management decision making in the
areas of planning and control.
17. Malaysian Institute of Aviation Technology
17
Quantitative approach to Management.
FOR INSTANCE :
Linear programming is a technique that managers can
use to improve resource allocation
Work scheduling can become more efficient as a result
of critical path scheduling analysis
Decision on determining optimum inventory levels
have been significantly influenced by the economic
order quantity model.
18. Malaysian Institute of Aviation Technology
18
Understanding organisational behaviour.
• The field of study concerned with the action of people at work.
• Early advocates:
• Robert Owen, Hugo Munsterberg, Mary Parker Follett and
Chester Barnard.
• Belief that people were the most important asset of the
organisation and should be managed accordingly.
19. Malaysian Institute of Aviation Technology
Bachelor of Aviation Management19
OB
Early Advocate
Chester Barnard
Robert Owen
Mary Parker
Follett.
Hugo Munsterberg
• Working condition.
• Idealistic workplace.
• Investment in improving labour.
• Organisation as perspective of
individual and group behaviours.
• People oriented areas.
• Organisation based on group ethics.
• Industry psychology for
scientific study of people
at work.
• Using psychology test for
people selection, learning
theories etc.
• Organisation a social system.
• Manager’s job to communicate
& stimulate employees.
• Organisation is an open system.
Early Advocates of Organisational Behaviour.
20. Malaysian Institute of Aviation Technology
20
The Hawthorne Studies.
Western Electric engineers study the relationship of productivity
to light illumination in the factory.
Invited Harvard Professor Elton Mayo to help solve the non
explainable results.
Experiments includes job redesign, changes of work day and
work week length, introduction of rest period and individual versus
group wage plans.
Mayo concluded that behaviour and sentiments are closely
related, that group influence significantly affect individual behaviour
and money is less a factor in determining group output than are
group standards, group sentiments and security.
21. Malaysian Institute of Aviation Technology
Bachelor of Aviation Management21
The Human Relation movement.
Believed in the importance of employee satisfaction – satisfied
worker was believed to be a productive worker.
Names associated to this movement are Dale Carnegie (How to
win friends..), Abraham Maslow (Hierarchy of needs), and Douglas
McGregor (Theory X – Theory Y).
Believes are shaped by personal philosophies than by substantive
research evidence.
22. Malaysian Institute of Aviation Technology
Bachelor of Aviation Management22
The Behavioural Science Theorists.
Comprises of a psychologists and sociologists.
Relied on the scientific method for the study of organisational
behaviour.
Such psychologists are Fred Fiedler, Victor Vroom, Frederick
Herzberg, Edwin Locke, David McClelland and Richard Hackman.
Their works includes the understanding of leadership, employee
motivation and the design of jobs.
Latest contributions includes the understanding of power,
conflict and organisation design insights by Jeffrey Pfeffer, Kenneth
Thomas and Charles Perrow.
23. Malaysian Institute of Aviation Technology
Bachelor of Aviation Management23
Three integrative frameworks have evolved that can help you
organise and better understand the subject matter of management.
These are the process, systems and contingency approaches.
Process approach: the performance of planning, organising,
leading, and controlling avtivities is seen as circular and continous.
Systems approach: recognise the interdependency of internal
organisational activities and of the organisation and its environment.
Contingency approach: recognising and responding to situational
variables as they arise.
Studying Management Today
24. Malaysian Institute of Aviation Technology
How can system approach integrate
management concepts
24
The system approach defines a system as a set of interrelated
and interdependent parts arranged in a manner that produces a
unified whole
Societies are system and so, too, are computers,
automobiles, organisations, animals and human bodies.
Two basic type of system – open and close
Open system – a system that dynamically interact with its
environment
Close system - a system that is not influenced by and does
not interact with its environment
25. Malaysian Institute of Aviation Technology
Organisations and its environment
25
Stakeholders – any group that is affected by organisational decisions
and policies
26. Malaysian Institute of Aviation Technology
Bachelor of Aviation Management26
Current trends and issues.
Globalisation.
Workforce diversity.
Entrepreneurship.
Managing in an e-business world.
Needs for innovation and flexibility.
Quality management.
Learning organisations and knowledge management.
Workplace spirituality.
27. Malaysian Institute of Aviation Technology
Bachelor of Aviation Management27
Workforce Diversity:
A workforce that is more heterogeneous in terms of gender,
race, ethnicity, age an other characteristics that reflect differences.
Entrepreneurship.
The process whereby an individual or a group of individuals uses
organised efforts and means to pursue opportunities to create value
and grow by fulfilling wants and needs through innovation and
uniqueness, no matter what resources re currently controlled.
28. Malaysian Institute of Aviation Technology
28
E-Business (internet based enterprise):
• A comprehensive term describing the way an organisation does its work by
using electronic (internet based) linkages with its key constituencies in order to
efficiently and effectively achieve its goals.
• It includes developing strategies for running internet based companies;
improving communication between employees, customers and suppliers, and
collaborating with partners to electronically coordinate design and production.
• E-organisation refers to applications of e business concepts to all organisations.
(eg: hospital, school, museum, government agency, military)
E- commerce:
• Any form of business exchange or transaction in which the parties interact
electronically.
• e.g: presenting products on website and filling orders
29. Malaysian Institute of Aviation Technology
Bachelor of Aviation Management29
All transactions
between companies
and government
organisation
Electronic markets
Formed by web
Based
Auctions.
Electronic
Retailing
All transactions
between a company
and its suppliers.
.
Type of E-Commerce
Transactions.
30. Malaysian Institute of Aviation Technology
Bachelor of Aviation Management30
E-Business
Enhanced
Total
E-Business
E-Business
Enabled.
.
Organisation’s entire work processes revolve
around e-business model.
E-Business tools and applications used
within traditional organisation
E-Business unit with traditional organisation
Categories of E-Business Involvement.
31. Malaysian Institute of Aviation Technology
31
Total Quality Management:
A philosophy of management that is driven by customer needs and
expectations and that focuses on continual improvement of work
processes.
What is it?
Intense focus on the customer.
Concern for continual improvement.
Process focused.
Improvement in the quality of everything the organisation does.
Accurate measurement.
Empowerment of employees.
32. Malaysian Institute of Aviation Technology
Bachelor of Aviation Management32
Learning organisation:
An organisation that has developed the capacity to continuously
learn, adapt and change.
Knowledge management:
Cultivating a learning culture in which organisational members
systematically gather knowledge and share it with others in the
organisation to achieve better performance.
33. Malaysian Institute of Aviation Technology
Traditional Organisations Learning Organisations
Attitude towards change. If it is working, don’t change it. If you are not changing, it won’t
be working for long.
Attitude towards new idea. If it wasn’t invented here, reject
it.
If it was invented or reinvented
here, reject it.
Who’s responsible for
innovation?
Traditional areas such as R&D Everyone in the organisation.
Main fear Making mistakes Not learning, not adapting
Competitive advantage Products and service Ability to learn, knowledge and
expertise.
Manager’s job To control others To enable others.
33
34. Malaysian Institute of Aviation Technology
Bachelor of Aviation Management34
Workplace spirituality.
A recognition of an inner life that nourishes and is
nourished by meaningful work that takes place in the
context of community.
35. Malaysian Institute of Aviation Technology
Bachelor of Aviation Management35
Management is connected to other fields of study….
Management history allow us to understand the theory and practice
better..
Important pre twentieth century contribution..
Scientific management ..
Henry Fayol …
Quantitative approach…
Process, system and contingency approach…
Current trend and issues.
Summary:
36. Bachelor of Aviation Management36
Motivating your self.
• Time Journal.
• To Do List.
• Keep on telling your inner self that you are the best manager.
37. Malaysian Institute of Aviation Technology
Bachelor of Aviation Management37
To Do List.
Important.
Not
Important.
Due Soon. Not Due Soon.
1 2
3 4
38. Malaysian Institute of Aviation Technology
38
1. Identify the ways in which technology is
changing the manager’s job and
organisational success.
Give an example of one company and
discuss.
ASSIGNMENT WEEK 3
(in group)
Due: 5th
Feb 2013