Modern Management, 10e (Certo)

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Objectives

• 1. An understanding of the classical approach to
  management
• 2. An appreciation for the work of Frederick
  W.Taylor, Frank and Lillian Gilbreth, Henry L.
  Gantt, and Henri Fayol
• 3. An understanding of the behavioral approach
  to management
• 4. An understanding of the studies at the
  Hawthorne Works and the human relations movement
• 5. An understanding of the management science
  approach to management
• 6. An understanding of how the management
  science approach has evolved
• 7. An understanding of the system approach to
  management
• 8. Knowledge about the learning organization
  approach to management
• 9. An understanding of how triangular management
  and the contingency approach to management are
  related

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The Classical Approach

• Lower-Level Management Analysis
• Frederick W.Taylor (18561915)
• Work at Bethlehem Steel Co.
• Frank Gilbreth (18681924) and Lillian Gilbreth
  (18781972)
• Motion study
• The Right Way
• The Wrong Way
• Henry L. Gantt (18611919)
• Scheduling Innovation
• Rewarding Innovation

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The Classical Approach
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The Classical Approach
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The Classical Approach

• Comprehensive Analysis of Management
• Henri Fayol (18411925)
• 1. Division of work
• 2. Authority
• 3. Discipline
• 4. Unity of command
• 5. Unity of direction
• 6. Subordination of individual interests to the
  general interests
• 7. Remuneration
• 8. Centralization
• 9. Scalar chain
• 10. Order
• 11. Equity
• 12. Stability of tenure of personnel
• 13. Initiative
• 14. Esprit de corps
• Limitations of the Classical Approach

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The Behavioral Approach

• The Hawthorne Studies
• The Relay Assembly Test Room Experiments
• The Bank Wiring Observation Room Experiment
• Recognizing the Human Variable

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The Behavioral Approach

• The Human Relations Movement
• Understand
• Physiological
• Safety
• Social
• Esteem
• Self-actualization
• People can be
• Self-directed
• Accept responsibility
• Consider work to be as natural as play

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The Management Science Approach

• The Beginning of the Management Science Approach
• 1. Observe
• 2. Construct
• 3. Deduce
• 4. Test

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The Management Science Approach

• Management Science Today
• Characteristics of Management Science
  Applications
• 1) Problems studied are complicated
• 2) Economic implications as guidelines
• 3) Mathematical models to investigate the
  decision situation
• 4) Use of computers

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The Contingency Approach

• 1. Perceiving organizational situations as they
  actually exist
• 2. Choosing the management tactics best suited to
  those situations
• 3. Competently implementing those tactics

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The System Approach

• Types of Systems
• Closed
• Open

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The System Approach

• Systems and Wholeness
• 1. The whole should be the main focus of analysis
• 2. Integration is the key variable in wholeness
  analysis
• 3. Modifications weighed in relation to effects
  on every other part
• 4. Each part has some role to perform
• 5. Part and its function determined by its
  position in the whole
• 6. All analysis starts with the existence of the
  whole

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The System Approach

• The Management System
• Information for Management System Analysis
• Triangular management
• 1. Classical approach
• 2. Behavioral approach
• 3. Management science approach

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The System Approach
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The System Approach
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Learning OrganizationA New Approach?

• 1. Systems Thinking
• 2. Shared Vision
• 3. Challenging of Mental Models
• 4. Team Learning
• 5. Personal Mastery

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Questions