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module 2 The Evolution of
of 55
Definitions Harold
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Chapter 2 Evolution of
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of Management
Koontz & Heiz Weihrich de management management as ³the proce ss of designing Sign up to vote on this title Useful maintaining an environ me ntNot usefulin w individuals, working together in gro
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module 2 The Evolution of
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Definitions Delton
Evaluation of Management
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of Management
E. McFarland defines management as process, by which mana gers create, d Sign up to vote on this title maintain, an d o peUseful rate Not usefulpurpo organizations through system
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module 2 The Evolution of
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Management? Management
is a set of activities inclu planning and decision Sign mupatokvote inon g,this title organ leading, and controllingUseful , dirNot ecuseful t e d at organization¶s resources (human, finan
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Some
module 2 The Evolution of
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practical aspects of Managemen
ll these these definiti definition on suggest suggest the the following following asp of management: Sign up to vote on this title
Mana Manage gerrs car carry out out the the fun functio ction s of Plann laNot nni ing, ng, or orga ga useful nUseful staf staffi fing ng,, lead leadin ing g & cont contro roll llin ing. g.
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module 2 The Evolution of
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Evolution of the Management Thoug y
Evolution dates back to human civilisation
y
Every human group needs management Sign up to vote on this title
y
Useful Not useful Instanc Instances es - Agricul gricultura turall revolu revolution tion ± 5000 5000 BC
Egyptian Egyptian civilisatio civilisations, ns, pyramids pyramids - 4000 BC
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In the 19th century
y
module 2 The Evolution of
1
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- Industrial
revolution - Mass production - Huge capital Sign up to vote on this title - Ownership separated from management Useful Not useful
20th century
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module 2 The Evolution of
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Bureaucratic Approach Approach to ManagementMax We Weber (186 864 4 ± 1920) y
Max Weber analyzed funSign ctup iotonvote inon g this title of ch Useful organisations. Not useful government, military and business
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Features y
1
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of bureaucracy Theory
Administrative Class: y y
y
module 2 The Evolution of
This
class exists in a bureaucratic burea ucratic organisation The employees are full time and look after Sign up to vote on this titlecoordin Useful Not useful among activities
Hierarchy:
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Official y y y
y
module 2 The Evolution of
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Rules:
Administrative
process covered by rules Antithesis to ad hoc Provides stability and uniformity Sign up to vote on this title
Impersonal Relationships y
Evaluation of Management
Official
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relationships free from personal involvement,
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module 2 The Evolution of
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Scientific
Management -Frederi W. Taylor (1856-1915) y
A
worker and then a supervisor in steel company Sign up to vote on this title
y
Carried experiments to increase efficiency Useful Not useful of the workers
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module 2 The Evolution of
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Elements and tools of scientific manageme 1.
Separation of planning and doing -Supervisor plans, wo only carries out the task
2.
Functional foremanship - 4 types of Signsupervisors up to vote on this title for plan useful aspect, while 4 for supervision aspect of the work Useful Not
3.
Job Analysis- best way to do a job
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Principles of scientific manageme management nt y
Replacing
rule of thumb with science
y
Harmony in group actions
y
Cooperation Maximum output
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module 2 The Evolution of
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Critical Analysis of Scientific Manageme y
y
Relevant
from an engineering point of view rather management point of view Sign up to vote on this title
Useful Not useful Human aspect of the work was sidelined - worker aggressive resulting in unhealthy competition
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module 2 The Evolution of
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Admini dministrat strative ive Mana Manageme gement nt ± Henr Fayol (1841-1915) y
Henry Fayol- French Industrialist
y
Used the term- Administration instead Managem Sign up to voteof on this title
y
Useful Not useful Divided industrial organisation into 6 groupsy
Technical
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module 2 The Evolution of
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Managerial Qualities and trainingaccording to Fayol y
Physical- Health
y
Mental- ability to learn, judge, think, plan Sign up to vote on this title
y
Useful Not useful Moral- loyalty, firmness, tact, dignity
Educational- acquaintance to subjects not relate
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Fayol¶s 1.
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14 principles of Managemen
Division
of work
To
tak take adv advanta antag ge of speci pecial alis isat atio ion n, ever every y w Sign up to vote on Ithis title manager works on a same part/function. t increases Useful Not useful accuracy, accuracy, ability and speed of work. 2.
Autho uthori rity ty and and respo respons nsib ibil ility ity
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4.
module 2 The Evolution of
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Unity in command
person should get orders from only one superior increases clarity, reduces conflict and builds a per responsibility for results
A
If
Sign up to vote on this title
it is violated, discipline is lost, Useful importance of aut Not useful decreases and stability is threatened.
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6.
module 2 The Evolution of
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Subordination Interest
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of individual, to general interes
of the organisation is more important tha interest of one/few employees, when there is a c between the two. to vote on this title Hence nce, super uperiiors should uld bSign e upthe ideal de als s, su Useful Not useful employees continuously and also have a fair agre with them.
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module 2 The Evolution of
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Remuneration
Should be fair to both- employee and employer In line with cost of living and value of employee Fayol did not advocate profit sharing plan for wo Sign up to vote on this title but for managers
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module 2 The Evolution of
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10. Order This
refers to arrangement of things and people organisation - A place for everything and everyth place Similarly, the right person must Sign upbe to voteplaced on this title at the Useful knowledge Not useful position. This demands for precise of h requirement and resources
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module 2 The Evolution of
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12. Stability of Tenure
Employee should be given a minimum job secu least This ensures that he is given time to adjust to new and succeed in it. Sign up to vote on this title 13. Initiative
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module 2 The Evolution of
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The human relations approach ± Elton Mayo y
Conducted the famous Hawthorne Experiments carried the Western Electric Company, in the United Statesof A Sign up to vote on this title that started in the early 1920s. Useful Not useful
y
In
the approaches by Taylor and Fayol, the human elem the organisation was not stressed st ressed upon.
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y
y
module 2 The Evolution of
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Exper xperim imen entt I: Two group of workers, experimented the lighting or illumination and its effect on produc showed no clear correlation between light lev productivity.
Exper xperim imen entt II: A girls group was chosen who work Sign up to vote on this title the the tele teleph phon one e relay elay asse assemb mbly ly depa de part rtme nt.. 5 ty Useful Not useful ment changes introduced over a period of time and produ
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module 2 The Evolution of
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Salient Features Focus
on individual, his needs and behavior Highlight interpersonal relations Sign up to vote on this title Useful Not useful on motivation morale and Emphasis satisfaction
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module 2 The Evolution of
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Evaluation of Management
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Salient Features Emphas asis is Emph
on impr improv ovin ing g the the worki orking ng cond cond s inte interp rper erso sona nall rela relattion, ion, supe superv rvis isor ory y sty styles le Sign up to vote on this title Useful Not useful communication systems. People le worki orking ng in the the orga organ niza izatio tion may may Peop
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module 2 The Evolution of
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Recap! y y
Bureaucrat Bureaucratic ic Approach pproach ± Max Weber Weber Sign up to vote on this title Scientific Management Theory ± F.W Useful Not useful Taylor
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module 2 The Evolution of
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Overview of Scientific, Administrative Administrative & Bureaucratic Bureaucratic Approa Focuses
on the individual worker¶s productivity
Focuses
on the functions of
Focuses
o overa Sign up to vote on this titleorganizat Useful Not useful system
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module 2 The Evolution of
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The human relations approach ± Chester Barnard y
y
He was the president of New Jersey Telephone Company. Sign up to vote on this title Useful Not useful He saw saw organizati zatio ons as soci so cia al sy syst ste ems required human cooperation.
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module 2 The Evolution of
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The human human relations relations approac approach h ± Chester Barn y
y
He conn connec ecte ted d Scie Scient ntif ific ic Mana Manage geme ment nt with ith Hu Relations. Felt y
that executi utives serve two primary fun func ti o Sign up to vote on this title
Must establish and maintain a communications sys Useful Not useful among employees.
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module 2 The Evolution of
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Modern Approach to managemen
Quantitative Approach The Systems ApproachSign up to vote on this title Useful Not useful The Contingency Approach
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module 2 The Evolution of
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Evaluation of Management
Chapter 2 Evolution of
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Quantitative Approach y
y
Characterized by its use of ma of mathe themat matics ics,, stati statist st and other qua other quant ntita itativ tive e techni techniqu ques es for managem for managem deci decisi sion on maki making ng and problem Sign solving. up to vote on this title This 1. A
approach has four bas four basic ic charac cha racter terist istics ics:: Useful
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module 2 The Evolution of
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Measura Measurable ble Criter Criteria ia y
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decision-making process requires requires that the dec maker select some alternative course ofon action. Sign up to vote this title Useful The alt alterna ernati tiv ves must must be comp compar ared ed Not onuseful the the ba measurable criteria. The
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Contributions of Quantitative Approach y
y
In Produ oduction Man ManagementntFocus
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is on manufacturing tUseful echnoNotlo g y an d useful flow of material in plants.
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module 2 The Evolution of
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Limitations
y
y
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of Quantitative Approac Approac
Despite
its potential impact, this approach Sign up to vote on this title certai certain n limita limitatio tions:ns:Does
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not deal with the people aspect o organization!!!
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The Systems Approach y
System Defined y
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set of interrelated and interdependent parts arran Sign up to whole. vote on this title in a manner that produces a unified Useful Not useful An approach to problem solving based o understanding of the basic structure of systems. A
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module 2 The Evolution of
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The Systems Approach y
Basic Types of Systems Closed systems systems y
y
Are
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module 2 The Evolution of
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Organizational Syst
Transformation
Output
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The Contingency Approach y
Contingency Approach y
y
Also
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sometimes called the situational approach.
There
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is no one universally applicable set of manag Useful Not useful principles (rules) by which to manage organizations.
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Blending Components into a Contingency Perspect
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Assessment of Contingency Approa y
y
Useful because of its diagnostic approach, wh clearly departs from one of the best approach Sign up to vote on this title Useful Not useful traditionalist. It is more more flex flexib ible le alth althou ough gh draw draw heav heavily ily
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module 2 The Evolution of
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Japanese Management Style Theory Z y
Theory
Z is humanistic approach to manage Sign up to vote on this title approach by William Ouchi. Useful Not useful y
Advocates
trusting employees and making them fe
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module 2 The Evolution of
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The key features of Japanese industrial organizati y
Offer ffer life lifeti time me
y
Prom Promot ote e from from with within in..
y
Insist on mandator tory retir tirement of core wo worrkers at age 55.
y
Emp Employ loy a lar large numb number er of temp tempor orar ary y empl employ oyee ees s most mostly ly wome wo me
y
empl emplo oymen ment (at (at leas leastt for for thei theirr cor ore e wo work rker ers s).
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There is a high degree of mutual tUseful rust anNot duseful loyalty mana manage geme ment nt and and empl employ oyee ees. s.
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Management Challenges y y
Increasing
number of global organizations. Building competitive advantage Sign up tothrough vote on this title super Useful Not useful efficiency, quality, innovation, and responsiveness.
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Henry L. Gantt y
A colleague
y
Implemented y
of Taylor¶s at Bethlehem Steel Works a wage incentive program.
Gantt¶s incentive system provided bonuses for Sign up to vote on this title Useful Not useful workers who completed their jobs in less time than
the standard.
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The Gilbreths (1868-1924)
Frank and Lillian Gilbreth refined Taylor¶s meth and made many improve ments to time Sign up to vote on this title motion studies, and industrials &w Useful efficiency Not useful early contributors to personnel management.
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The y
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Gilbreths
Frank and Lillian Gilbreth refined Taylor¶s methods. y
y
module 2 The Evolution of
Made many improvementsSignto time andmot up to vote on this title studies. Useful Not useful
Time
and motion studies:
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Behavioral Management y
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The McKinsey approach to problem-solving y
McKi McKins nsey ey's 's probl problem em-solv solvin ing g proc proc has three pillars: Sign up to vote on this title Useful
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F acts acts y y
y
Facts are the foundation of problem solving. Facts aid in the development of a sound hypothe and then provide the evidence Signneeded up to vote on thisto title suppo Useful Not useful refute it. Facts compensate for the lack of instinct a consu
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C EC E E M E y
y
One
of the most fundamental tenants of McKin prob proble lem m solv solvin ing g is the the conc concep eptt of MECE MECE,, mu excl usive, collectively exhaustive. CE ME C E
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can be used sed when hen deve de velo lopi ping ngusefuland and li Not Useful issues related to the problem at hand.
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The Initial Hypothesis y
The
y
The
y
3rd pillar of the McKinsey problem-so process is the initial hypothesis (IH).
initial hypothesis serves as a roadmap towar Sign up to vote on this title solution. Useful Not useful It
is the solution that seems most probable early i
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Any Questions«««.?????
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