Prepared by Dawn c.

Stewart-Lyken, MPA,
10/3/10
1

PHD(c)

    Tradi'onally,  the  term  "management"  refers  
to  the  ac'vi'es  (and  o8en  the  group  of  
people)  involved  in  the  four  general  
func'ons:  planning,  organizing,  leading  and  
coordina'ng  of  resources.    

Prepared by Dawn c. Stewart-Lyken, MPA,

10/3/10
2

PHD(c)

 Management  
 1)  Planning,  including  iden'fying  goals,  
objec'ves,  methods,  resources  needed  to  
carry  out  methods,  responsibili'es  and  dates  
for  comple'on  of  tasks.  Examples  of  planning  
are  strategic  planning,  business  planning,  
project  planning,  staffing  planning,  adver'sing  
and  promo'ons  planning  

Prepared by Dawn c. Stewart-Lyken, MPA,

10/3/10
3

PHD(c)

      2)  Organizing  resources  to  achieve  the  goals  
in  an  op'mum  fashion.  Examples  are  
organizing  new  departments,  human  
resources,  office  and  file  systems,  re-­‐
organizing  businesses,  etc.  

Prepared by Dawn c. Stewart-Lyken, MPA,

10/3/10
4

PHD(c)

        3)  Leading,  
including  to  set  direc'on  for  the  
organiza'on,  groups  and  individuals  and  
also  influence  people  to  follow  that  
direc'on.  Examples  are  establishing  
strategic  direc'on  (vision,  values,  mission  
and  or  goals)  and  championing  methods  of  
organiza'onal  performance  management  
to  pursue  that  direc'on.  

Prepared by Dawn c. Stewart-Lyken, MPA,

10/3/10
5

PHD(c)

      4)  Controlling,  or  coordina'ng,  the  
organiza'on's  systems,  processes  and  
structures  to  reach  effec'vely  and  
efficiently  reach  goals  and  objec'ves.  This  
includes  ongoing  collec'on  of  feedback,  
and  monitoring  and  adjustment  of  systems,  
processes  and  structures  accordingly.    
 Examples  include  use  of  financial  controls,  
policies  and  procedures,  performance  
management  processes,  measures  to  avoid  
risks  etc.  
Prepared by Dawn c. Stewart-Lyken, MPA,
10/3/10
6

PHD(c)

  Note  that  the  four  func'ons  recur  
throughout  the  organiza'on  and  are  highly  
integrated.    

 Emerging  trends  in  management  include  

asser'ons  that  leading  is  different  than  
managing,  and  that  the  nature  of  how  the  
four  func'ons  are  carried  out  must  change  
to  accommodate  a  "new  paradigm"  in  
management.    

Prepared by Dawn c. Stewart-Lyken, MPA,

10/3/10
7

PHD(c)

 Prepared by Dawn c. Stewart-Lyken, MPA,
10/3/10
8

PHD(c)

 Prepared by Dawn c. Stewart-Lyken, MPA,
10/3/10
9

PHD(c)

 Prepared by Dawn c. Stewart-Lyken, MPA,
10/3/10
10

PHD(c)

 Prepared by Dawn c. Stewart-Lyken, MPA,
10/3/10
11

PHD(c)

 •  Frederick  Taylor  (1856-­‐1915)  
–   “ The  Father  of  Scien'fic  Management”  
–  Maximize  worker  capacity  and  profits  
–  PROBLEM:    Get  employees  to  work  at  their  maximum  capacity  
–  PRIMARY  FOCUS:    TASKS  
•  Systema'c  Soldiering  
–  Deliberately  working  slowly  as  to  avoid  expanding  more  effort  
than  deemed  necessary  
–  Reasons  
•  Reduc'on  in  workforce  due  to  decreased  need  
•  Piecework  system  of  remunera'on  -­‐  raise  produc'on  requirements  
without  increasing  pay  
•  Rule  of  thumb  training  methods  -­‐  inefficient  

Prepared by Dawn c. Stewart-Lyken, MPA,

10/3/10
12

PHD(c)

 Prepared by Dawn c. Stewart-Lyken, MPA,
10/3/10
13

PHD(c)

 Prepared by Dawn c. Stewart-Lyken, MPA,
10/3/10
14

PHD(c)

 Prepared by Dawn c. Stewart-Lyken, MPA,
10/3/10
15

PHD(c)

 Prepared by Dawn c. Stewart-Lyken, MPA,
10/3/10
16

PHD(c)

 Prepared by Dawn c. Stewart-Lyken, MPA,
10/3/10
17

PHD(c)

•  The  history  of  management  theory  began  in  the  early  1900’s  with  Fredrick  
Winslow  Taylor  (1856-­‐1915)  when  Taylor  proposed  and  implemented  
standardized  job  roles  (Da8,  2010,  p.  36).    The  applica'on  of  this  early  
theory,  called  Scien'fic  Management  could  easily  be  compared  to  the  
implementa'on  of  the  assembly  line.    Taylor  can  be  accredited  for  
organizing  the  workplace  and  giving  necessity  to  the  role  of  the  manager.      
•     
•  Taylor  was  quickly  followed  by  Max  Webber  (1864-­‐1920)  with  Bureaucra'c  
Management  (Da8,  2010,  p.  38);  while  Bureaucra'c  Management  served  
as  progress  at  that  'me  in  history  providing  an  organized  hierarchy  of  
power  as  well  as  achievement  and  mo'va'on  it  can  also  be  blamed  for  a  
lack  of  progress  in  modern  society  as  systems  become  global  and  
organiza'ons  race  to  become  more  value  driven  (Da8,  2010,  p.  38).      
•     
•  Webber  was  followed  by  Henri  Foyal  (1841-­‐1925)  with  Administra've  
Management  (Da8,  2010,  p.  39-­‐40).    Foyal  iden'fied  the  five  func'ons  of  
management  s'll  prominent  today:    planning,  organizing,  commanding,  
coordina'ng,  and  controlling    

Prepared by Dawn c. Stewart-Lyken, MPA,

10/3/10
18

PHD(c)

•  Management  theory  is  important  because  it  is  the  study  of  how  to  make  all  
the  people  in  your  organiza'on  more  produc've.  If  you  are  self-­‐employed  and  
have  others  working  for  you,  or  you  outsource  certain  jobs  you  are  unable  to  
do,  then  you  know  how  hard  it  is  to  find  qualified  competant  professionals  to  
provide  you  a  service  or  work  for  you.  You  want  to  maximize  labor  produc'vity  
and  learning  how  to  manage  people  is  key.    

The  key  to  business  management  is  to  maximise  produc'vity.  However,  while  
management  theory  does  aim  towards  gelng  a  group  of  en''es  to  achieve  a  
certain  goal,  it  does  not  necessarily  achieve  in  making  people  more  produc've  
towards  this  cause.    
•  Times  are  shi8ing  rapidly  and  the  loss  of  key  gurus,  like  Peter  Drucker,  in  
recent  'mes,  bears  certain  implica'ons.  The  key  contribu'on  in  having  
management  theory  lies  in  what  has  been  achieved  by  the  differing  schools  of  
thought  within  our  history.  This  may  serve  as  a  guide,  but  one  must  also  bear  
in  mind  that  management  is  not  just  a  science,  but  also  an  art.  

Prepared by Dawn c. Stewart-Lyken, MPA,

10/3/10
19

PHD(c)

•  There  are  many  benefits  to  knowing  management  theory.  First  of  all  
management  theory  doesn't  just  teach  someone  how  inspire  employees  
to  be  more  produc've,  it  also  shows  managers  how  to  be  good  bosses.  It  
is  key  for  them  to  know  how  to  deal  with  issues  that  may  exist  in  the  
workplace.  Managers  have  to  efficiently  deal  with  these  issues  and  
simultaneously  maintain  a  stable  or  improving  level  of  produc'vity.  With  
management,  you  have  to  balance  a  mul'tude  of  tasks  daily  and  being  
familiar  with  management  theory  can  help  greatly.    

Prepared by Dawn c. Stewart-Lyken, MPA,

10/3/10
20

PHD(c)

 Management  

Planning   Organizing   Leading   Controlling  

Staffing  

Prepared by Dawn c. Stewart-Lyken, MPA,

10/3/10
21

PHD(c)

 Prepared by Dawn c. Stewart-Lyken, MPA,
10/3/10
22

PHD(c)

 Herzberg's  Mo,va,on-­‐Hygiene  Theory  
(Two  Factor  Theory)  
•  To  bemer  understand  employee  altudes  and  mo'va'on,  Frederick  
Herzberg  performed  studies  to  determine  which  factors  in  an  
employee's  work  environment  caused  sa'sfac'on  or  
dissa'sfac'on.  He  published  his  findings  in  the  1959  book  The  
Mo'va'on  to  Work.  
•  The  studies  included  interviews  in  which  employees  where  asked  
what  pleased  and  displeased  them  about  their  work.  Herzberg  
found  that  the  factors  causing  job  sa'sfac'on  (and  presumably  
mo'va'on)  were  different  from  those  causing  job  dissa'sfac'on.  
He  developed  the  mo,va,on-­‐hygiene  theory  to  explain  these  
results.  He  called  the  sa'sfiers  mo'vators  and  the  dissa'sfiers  
hygiene  factors,  using  the  term  "hygiene"  in  the  sense  that  they  
are  considered  maintenance  factors  that  are  necessary  to  avoid  
dissa'sfac'on  but  that  by  themselves  do  not  provide  sa'sfac'on.  
•  The  following  table  presents  the  top  six  factors  causing  
dissa'sfac'on  and  the  top  six  factors  causing  sa'sfac'on,  listed  in  
the  order  of  higher  to  lower  importance.  

Prepared by Dawn c. Stewart-Lyken, MPA,

10/3/10
23

PHD(c)

 Herzberg's  Mo,va,on-­‐Hygiene  Theory  
(Two  Factor  Theory)  
•  Implica,ons  for  Management  

•  If  the  mo'va'on-­‐hygiene  theory  holds,  management  not  only  must  provide  hygiene  
factors  to  avoid  employee  dissa'sfac'on,  but  also  must  provide  factors  intrinsic  to  the  
work  itself  in  order  for  employees  to  be  sa'sfied  with  their  jobs.  
•  Herzberg  argued  that  job  enrichment  is  required  for  intrinsic  mo'va'on,  and  that  it  is  a  
con'nuous  management  process.  According  to  Herzberg:  
•  The  job  should  have  sufficient  challenge  to  u'lize  the  full  ability  of  the  employee.  
•  Employees  who  demonstrate  increasing  levels  of  ability  should  be  given  increasing  levels  
of  responsibility.  
•  If  a  job  cannot  be  designed  to  use  an  employee's  full  abili'es,  then  the  firm  should  
consider  automa'ng  the  task  or  replacing  the  employee  with  one  who  has  a  lower  level  
of  skill.  If  a  person  cannot  be  fully  u'lized,  then  there  will  be  a  mo'va'on  problem.  
•  Cri'cs  of  Herzberg's  theory  argue  that  the  two-­‐factor  result  is  observed  because  it  is  
natural  for  people  to  take  credit  for  sa'sfac'on  and  to  blame  dissa'sfac'on  on  external  
factors.  Furthermore,  job  sa'sfac'on  does  not  necessarily  imply  a  high  level  of  
mo'va'on  or  produc'vity.  
•  Herzberg's  theory  has  been  broadly  read  and  despite  its  weaknesses  its  enduring  value  is  
that  it  recognizes  that  true  mo'va'on  comes  from  within  a  person  and  not  from  KITA  
factors.  

Prepared by Dawn c. Stewart-Lyken, MPA,

10/3/10
24

PHD(c)

 Prepared by Dawn c. Stewart-Lyken, MPA,
10/3/10
25

PHD(c)

 Prepared by Dawn c. Stewart-Lyken, MPA,
10/3/10
26

PHD(c)

 Prepared by Dawn c. Stewart-Lyken, MPA,
10/3/10
27

PHD(c)

 Prepared by Dawn c. Stewart-Lyken, MPA,
10/3/10
28

PHD(c)

 Prepared by Dawn c. Stewart-Lyken, MPA,
10/3/10
29

PHD(c)

 Prepared by Dawn c. Stewart-Lyken, MPA,
10/3/10
30

PHD(c)