Chapter 1 Introduction to Management

Chapter 1: Developmental stages of management and organizational thought 1.1INTRODUCTION 1.1 INTRODUCTION Since the time before Christ, Christ, MANAGEMENT already exists. Evidence is the systemized construction of the Pyramid that required a vast number of man power. Another is the construction of the Great Wall of China (sometime while the pyramids were built). 1.2IMPACT 1.2 IMPACT ON THE INDUSTRIAL REVOLUTION th

19 century (Woodrow Wilsons time)  is era of engineering consultant and drive for efficiency. FREDERICK W. TAYLOR- American technician (1910-1915) -

efficiency (lowering of unit cost)  cheapest net-dollar cost

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4 principles of scientific management o

Eliminate the guesswork of rule-of-thumb approach in determining how each worker performs his job by adopting a scientific measurements in breaking the job into series of  small, related tasks (adopt a scientific measurement to divide the job into simpler but related tasks)

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Use scientific and systematic method in choosing a worker and in training them (specialization)

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Clear division between the management and the workers

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The management creates the objectives; the workers help in achieving them.

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Cheaper by dozen (1950) o

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Frank B. Gilbreth (time-and-motion (time-and-mot ion study)

Administration as management -- coordination of small related task to efficiently accomplish the job.

HENRY FAYOL- French top-notch management executive -

Focused on the manager rather than the workers

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Administration has a distinct function (from engineers) in the organization( but has equal importance)

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Common elements of administration in diff. organizations.

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14 functions of administration

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4 principles: unity of command; initiative; morale; authority and responsibility

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Flexibility and sense of proportion are essential to managers

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Administrators has to has a broader training to perform their function well

MAX WEBER- German sociologist -

Bureaucracy will be the most efficient approach to problems encountered by organization but it will suggest danger to communism and capitalism

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Characteristics: o

Division of labor based on specialization

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Well-defined order of authority

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System of rules (rights & duties of the employees)

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Impersonality of interpersonal relations

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Promotion and selection based on technical competence

Suited to the needs of large enterprise that performs services for large number of clients.

1.3RISE OF CLASSICAL ORGANIZATIONAL THEORY (1910-1935) Era of SCIENTIFIC MANAGEMENT RAYMOND E. CALLAHAN- Education and Cult of Efficiency ELLWOOD CUBBERLEY- (1916 -landmark textbook) -

Institutions are factories in which raw materials are to be shaped and fashioned into products to meet the various demands of life

Luther Gulick and LyndallUrwick- classical formulation of principles -

Elements of organization can be grouped according to function, geo location, or similar criteria

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Published a book 1935

1.4ORGANIZALTIONAL CONCEPTS OF CLASSICAL THEORY Fixed principles -

SCALAR PRINCIPLE (line and staff) o

Authority and responsibility should flow in an unbroken path from the top management level down to the lowest management level

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UNITY OF COMMAND o

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The order should be received from only one official(Fayol)

EXECPTION PRINCIPLE o

Need for decision repeats, the task can be passed on to subordinates

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SPAN OF CONTROL o

Limiting the number of workers allowed to report to the superior

1.5THE IDEA OF MARY PARKER FOLLET Rooted from classical traditions of theory but spanned the gap bet scientific and psychological 1.6THE HUMAN RELATIONS MOVEMENT (1935-1950) ELTON MAYO one of the researchers of the Western Electric Studies HRM established during the 1920s -

Morale

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Group dynamics

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Democratic supervision

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Personnel relations

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Behavioural concepts of motivation

JACOB MORENO- group dynamicist -

Sociograms which portrays the dynamics of the informal social structure

ROBERT BALES- interaction analysis technique -

Task orientation  (people) accomplishing the task

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Maintenance orientation- productive human relations

BENJAMIN WOLMAN HELEN JENNINGS- dominant aggressive people are not likely to be chosen as leaders. KURT LEWIN- T-group/ sensitivity training/lab method of personal growth training MUZAFER SHERIF- (street gangs) produced early textbook in social psychology GEORGE HOMAN- The Human Group , 1950

FELIX ROETHLISBERGER- Management and Morale, 1950 WILLIAM FOOTE WHYTE- Human Relations in the Restaurant Industry, 1948 FRISTZ REDL- Group Emotion and Leadership, 1942 PHILIP SELZNICK- The Leaders of the Agent of the Led, 1951 ALVIN W. GOULDNER- Studies in Leadership, 1950 1.7. THE ORGANIZATIONAL BEHAVIOR MOVEMENT (1950-1975) 1.8 HUMAN RELATIONS AND ORGANIZATIONAL BEHAVIOR Human Relations- interactions between people in all kinds of situation in which they seek to achieve some purpose Organizational behaviour- a discipline that seeks to describe, understand, and predict human behaviour in the environment of formal organizations. -

Organizations create internal contextual settings that influence the people on them

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The internal environment is influenced by larger context

1.9. EMERGING DEVELOPMENTS IN ORGANIZATIONAL THOUGHT 1.10 COLLAPSE OF TRADITIONAL ORGANIZATIONAL THEORY Wayne Hoy and Cecil Maikel  the road to generalized knowledge can lie only in the tough-minded scientific research, not in introspection and subjective experience. Barr Greenfield- Organizations are not real, but rather viewed social realities that exist only in the minds of people 1.11.THE CONCEPT OF MIDDLE-RANGED THEORIES The Ideas of James D. Thompson