Sei sulla pagina 1di 42

Not understood

Management as science???
Management as art???
1 jdpatel.hm@spcevng.ac.in 8/31/2014
Mgt is the art of getting things done through others
Art:
Practical know how
Technical skills
Concrete results
Creativity
Personalized nature
Science:
Empirically derived
Critically tested
General principles
Cause and effect relationship
Universal application
Management Art or Science
2 jdpatel.hm@spcevng.ac.in 8/31/2014
Management as a science, it provides principles
and as an art helps in tackling situation.
3 jdpatel.hm@spcevng.ac.in 8/31/2014
Evolution of Management Theory
4 jdpatel.hm@spcevng.ac.in 8/31/2014
Management Ideas and Practice Throughout History
5
5000 BC
4000-2000 BC
1800 BC
600 BC
500 BC
400 BC
400 BC
175
284
900
1100
1418
1436
1500
1525
Sumerians
Egyptians Planning, organizing, controlling.
Hammurabi
Nebuchadnezzar
Sun Tzu
Xenophon
Cyrus
Cato
Diocletian
Alfarabi
Ghazali
Barbarigo
Venetians
Sir Thomas More
Machiavelli
Record keeping
Plan, organize, control. Written requests.
Controls and written documentation
Wage incentives, production control
Strategy
Management as a separate art
Human relations and motion study
Job descriptions
Delegation of authority
Listed leadership traits
Listed managerial traits
Different organizational forms/structures
Numbering, standardization, interchangeability
Critical of poor management and leadership
Cohesiveness, power, and leadership
jdpatel.hm@spcevng.ac.in 8/31/2014
jdpatel.hm@spcevng.ac.in 26
Scientific Management
General Administrative Theory
Quantitative Management
Organizational Behavior
Systems Approach
Contingency Approach
Major Approaches to
Management
8/31/2014
The Evolution of Management Theory
7 jdpatel.hm@spcevng.ac.in 8/31/2014
Scientific Management Theory
Evolution of Modern Management
Began in the industrial revolution in the late 19th
century as:
Managers of organizations began seeking ways to
better satisfy customer needs.
Large-scale mechanized manufacturing began to
supplanting small-scale craft production in the ways in
which goods were produced.
Social problems developed in the large groups of
workers employed under the factory system.
Managers began to focus on increasing the efficiency
of the worker-task mix.
8 jdpatel.hm@spcevng.ac.in 8/31/2014
Scientific Management
9
Scientific Management

Studies and tests methods to identify
the best, most efficient ways
Seat-of-the Pants Management

No standardization of procedures
No follow-up on improvements
jdpatel.hm@spcevng.ac.in 8/31/2014
Frederick W. Taylor
10
Frederick Taylor is known
today as the "father of
scientific management." One
of his many contributions to
modern management is the
common practice of giving
employees rest breaks
throughout the day.
Frederick W. Taylor, 1856-1915
jdpatel.hm@spcevng.ac.in 8/31/2014
Taylors Four Management Principles
11
Develop a science for each element of a mans work,
which replaces the old rule-of-thumb method.

Scientifically select and then train, teach, and
develop the workman.

Cooperate with the men to insure all work is done in
accordance with the principles of the science.
There is almost equal division of the work and the
responsibility between management and workmen.
jdpatel.hm@spcevng.ac.in 8/31/2014
Job Specialization and
the Division of Labor
Adam Smith (18th century economist)
Observed that firms manufactured pins in one of
two different ways:
Craft-styleeach worker did all steps.
Productioneach worker specialized in one step.
Realized that job specialization resulted in much
higher efficiency and productivity
Breaking down the total job allowed for the division
of labor in which workers became very skilled at their
specific tasks.
12 jdpatel.hm@spcevng.ac.in 8/31/2014
F.W. Taylor and Scientific Management
Scientific Management
The systematic study of the relationships between
people and tasks for the purpose of redesigning
the work process for higher efficiency.
Defined by Frederick Taylor in the late 1800s to
replace informal rule of thumb knowledge.
Taylor sought to reduce the time a worker spent on
each task by optimizing the way the task was done.
13 jdpatel.hm@spcevng.ac.in 8/31/2014
Four Principles of Scientific Management
Principles to increase efficiency:
1. Study the ways jobs are performed now and
determine new ways to do them.
Gather detailed time and motion information.
Try different methods to see which is best.
2. Codify the new methods into rules.
Teach to all workers the new method.
3. Select workers whose skills match the rules.
4. Establish fair levels of performance and pay a
premium for higher performance.
Workers should benefit from higher output
14 jdpatel.hm@spcevng.ac.in 8/31/2014
Problems with Scientific Management
Managers frequently implemented only the
increased output side of Taylors plan.
Workers did not share in the increased output.
Specialized jobs became very boring, dull.
Workers ended up distrusting the Scientific
Management method.
Workers could purposely under-perform.
Management responded with increased use of
machines and conveyors belts.
15 jdpatel.hm@spcevng.ac.in 8/31/2014
16


Frank and Lillian Gilbreth were prolific
researchers and often used their family as
guinea pigs. Their work is the subject of
Cheaper by the Dozen, written by their son and
daughter.

jdpatel.hm@spcevng.ac.in
Frank and Lillian Gilbreth
8/31/2014
Frank and Lillian Gilbreth
Refined Taylors work and made many
improvements to the methodologies of time
and motion studies.
Time and motion studies
Breaking up each job action into its components.
Finding better ways to perform the action.
Reorganizing each job action to be more efficient.
Also studied worker-related fatigue problems
caused by lighting, heating, and the design of
tools and machines.
17 jdpatel.hm@spcevng.ac.in 8/31/2014
Administrative Management Theory
Administrative Management
The study of how to create an organizational
structure that leads to high efficiency and
effectiveness.
Max Weber
Developed the concept of bureaucracy as a formal
system of organization and administration
designed to ensure efficiency and effectiveness.
18 jdpatel.hm@spcevng.ac.in 8/31/2014
Webers
Principles of
Bureaucracy
19 jdpatel.hm@spcevng.ac.in 8/31/2014
Webers Five Principles of Bureaucracy
Authority is the power to hold people
accountable for their actions.
Positions in the firm should be held based on
performance, not social contacts.
Position duties are clearly identified so that
people know what is expected of them.
Lines of authority should be clearly identified
such that workers know who reports to who.
Rules, standard operating procedures (SOPs),
and norms guide the firms operations.
20 jdpatel.hm@spcevng.ac.in 8/31/2014
Fayols Principles of Management
Division of Labor: allows for job
specialization.
Fayol noted jobs can have too much
specialization leading to poor quality and worker
dissatisfaction.
Authority and Responsibility
Fayol included both formal and informal
authority resulting from special expertise.
Unity of Command
Employees should have only one boss.
21 jdpatel.hm@spcevng.ac.in 8/31/2014
Fayols Principles of Management (contd)
Line of Authority
A clear chain of command from top to bottom
of the firm.
Centralization
Manager should retain final responsibility, but the
same time give their subordinates same authority.
Unity of Direction
A single plan of action to guide the organization.
22 jdpatel.hm@spcevng.ac.in 8/31/2014
Fayols Principles of Management (contd)
Equity
Managers should be both friendly and fair to
their subordinates.
Order
Materials and people should be in the right place
at the right time.
Initiative
The fostering of creativity and innovation by
encouraging employees to act on their own.
23 jdpatel.hm@spcevng.ac.in 8/31/2014
Fayols Principles of Management (contd)
Discipline
Obedient, applied, respectful employees are
necessary for the organization to function.
Remuneration of Personnel
An equitable uniform payment system that
motivates contributes to organizational success.
Stability of Tenure of Personnel
Long-term employment is important for the
development of skills that improve the
organizations performance.
24 jdpatel.hm@spcevng.ac.in 8/31/2014
Fayols Principles of Management (contd)
Subordination of Individual Interest to
the Common Interest
Management must see that the goals of the firms
are always paramount.
Esprit de corps
Promoting team spirit will give the organization a
sense of unity.
25 jdpatel.hm@spcevng.ac.in 8/31/2014
jdpatel.hm@spcevng.ac.in 226
Quantitative Approach
Also called operations research or management science
Evolved from mathematical and statistical methods
developed to solve military logistics and quality
control problems
Focuses on improving managerial decision making
by applying:
Statistics, optimization models, information models, and
computer simulations

Quantitative Approach to Management

8/31/2014
Total Quality Management
Shift from inspection approach to quality control to an
approach emphasizing employee involvement in the
prevention of quality problems.
Managing the total organization to deliver quality to
customers.
Significant Elements of TQM
Employee involvement
Focus on the customer
Benchmarking
Continuous improvement
27 jdpatel.hm@spcevng.ac.in 8/31/2014
Dr. W. Edwards Deming (1900-1993)
Father of Quality Movement
Developed theory and methods to improve the
quality an dependability of manufactured
products.
Application of his work in Japan sparked the
Japanese Industrial Miracle-the transformation
of Japanese business.
28 jdpatel.hm@spcevng.ac.in 8/31/2014
Behavioral Management Theory
Behavioral Management
The study of how managers should behave to
motivate employees and encourage them to
perform at high levels and be committed to the
achievement of organizational goals.
Focuses on the way a manager should personally
manage to motivate employees.
29 jdpatel.hm@spcevng.ac.in 8/31/2014
Behavioral Management
Perspective
Abraham Maslow
Advanced a theory that employees are motivated by
a hierarchy of needs that they seek to satisfy.
Douglas McGregor
Proposed Theory X and Theory Y concepts
of managerial beliefs about people
and work.
30 jdpatel.hm@spcevng.ac.in 8/31/2014
Maslows Hierarchy of Needs
Five levels
Physiological hunger, thirst, shelter
Safety security and protection
Social affection, interpersonal relationships
Esteem self-respect, achievement status
Self-actualization(SA) achieving full potential

Usually thought in the form of a pyramid

31 jdpatel.hm@spcevng.ac.in 8/31/2014
Maslows Hierarchy of Needs
SA
Esteem Needs
Social Needs
Security Needs

Physiological Needs
32 jdpatel.hm@spcevng.ac.in 8/31/2014
Theory X and Theory Y
McGregor proposed the two different sets of
assumptions about workers.
Theory X assumes the average worker is lazy,
dislikes work and will do as little as possible.
Managers must closely supervise and control through
reward and punishment.
Theory Y assumes workers are not lazy, want to
do a good job and the job itself will determine if
the worker likes the work.
Managers should allow workers greater latitude, and
create an organization to stimulate the workers.
33 jdpatel.hm@spcevng.ac.in 8/31/2014
Theory X versus Theory Y
34 jdpatel.hm@spcevng.ac.in 8/31/2014
Management Science Theory
An approach to management that uses
rigorous quantitative techniques to maximize
the use of organizational resources.
Quantitative managementutilizes linear
programming, modeling, simulation systems.
Operations managementtechniques to
analyze all aspects of the production system.
Total Quality Management (TQM)focuses
on improving quality throughout an organization.
Management Information Systems (MIS)
provides information about the organization.
35 jdpatel.hm@spcevng.ac.in 8/31/2014

SYSTEM APPROACH

Systems theory tells us that the activity of any
segment of an organization affects ,in varying degree
the activity of every other segment.
Production managers in a manufacturing, example:
prefer long uninterrupted production runs of
standardized products in order to maintain maximum
efficiency and low costs
Marketing managers on the other hand who want to
offer customers quick delivery of a wide range of
products would like a flexible manufacturing
schedule that can fill special order on short notice.

36 jdpatel.hm@spcevng.ac.in 8/31/2014
The Open-Systems View
Open System
A system that takes resources for its external
environment and converts them into goods and
services that are then sent back to that
environment for purchase by customers.
Inputs: the acquisition of external resources.
Conversion: the processing of inputs into goods
and services.
Output: the release of finished goods into the
environment.

37 jdpatel.hm@spcevng.ac.in 8/31/2014
The Organization as an Open System
38 jdpatel.hm@spcevng.ac.in 8/31/2014
Contingency Theory
Contingency Theory
The idea that the organizational structures and
control systems manager choose depend onare
contingent oncharacteristics of the external
environment in which the organization operates.
Assumes there is no one best way to manage.
The environment impacts the firm and managers must
be flexible to react to environmental changes.
In rapidly changing organizational environments,
managers must find ways to coordinate different
departments to respond quickly and effectively.
39 jdpatel.hm@spcevng.ac.in 8/31/2014
Contingency Theory of Organizational Design
40 jdpatel.hm@spcevng.ac.in 8/31/2014
Mechanistic and Organic Structures
Mechanistic Structure
Authority is centralized at the top. (Theory X)
Employees are closely monitored and managed.
Can be very efficient in a stable environment.
Organic structure
Authority is decentralized throughout the
organization. (Theory Y)
Tasks and roles are left ambiguous to encourage
employees to react quickly to changing
environment.
41 jdpatel.hm@spcevng.ac.in 8/31/2014
42 jdpatel.hm@spcevng.ac.in 8/31/2014

Potrebbero piacerti anche