Pioneering ideas in management

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Pioneering ideas in management
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• Ridel A.

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Management theories
Preclassical contributors
Classical viewpoint
Behavioral viewpoint
Quantitative viewpoint
Contemporary viewpoint
Scientific management
Early behaviorist
Management science
System theories
Bureaucratic management
Hawthorne studies
Operation management
Contingency theories
Administrative management
?relations movement
Management information system
Emerging view
Behavioral science approach
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Preclassical contribution

• Robert Owen
• British entrepreneur (Scotland?)
• 1771-1858
• To recognized the important of HR
• Interested working, living condition of his ??
• Tried to improve the living of ?
• To be a radical

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Preclassical contribution

• Charles Babage
• English mathematician
• 1792-1871
• As father of computing
• To enthralled work specialization
• A bonus a portion of wages

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Preclassical contribution

• Henry R. Towne
• Company president
• Mechanical engineer
• 18844-1924
• To run an org. effectively good engineering
  skill good business skills

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The preclassical contributors and their
pioneering ideas
Contributors Pioneering ideas
Robert Owen Advocated concern for working living conditions of workers
Charles Babbage Build the first practical mechanical calculator a prototype of modern computer, predicted the specialization of metal work suggested profit sharing.
Henry R. Towne Outline the importance of mnt as a science called for the development of management principles.
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Full name Niccolò di Bernardo dei
Machiavelli Birth May 3, 1469)Florence,
Italy Death June 21, 1527 (aged 58)Florence,
Italy School/tradition Renaissance philosophy,
realism, classical republicanism Main interests
Politics, military theory, history
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Born date of birth unknownDied date of death
unknownOccupation Military commander Ethnicity
Chinese Writing period722481 BCE or 403221 BCE
(disputed) Subjects Military strategy Notable
work(s) The Art of War
Statue of Sun Tzu in Yurihama, Tottori, Japan
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Classical viewpoint
- Scientific management
- Frederic Winslow Taylor,
The Gilbreths
Henry L. Gantt,
- Bureaucratic management
- Max Weber
- Administrative management
- Henry Fayol, Chester Barnard
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Frederick Winslow Taylor

• 1856-1915 (Philadelphia)
• The father of scientific management
• 3 main reasons? principles of S.M
• Workers Feared productivity ? ? lose their jobs,
  how to handle?
• Incentive may cause operating at a slow pace
• Taylor feared inefficient methods (working
  rules)

Frederick Winslow Taylor1856-1915
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Taylors Four Principles of Scientific Management

1. Scientifically study each part of a task and
   develop the best method of performing the task.
2. Carefully select workers and train them to
   perform the task by using the scientifically
   developed method.
3. Cooperate fully with workers to ensure that they
   use the proper method.
4. Divide work and responsibility so that management
   is responsible for planning work methods using
   scientific principles and workers are responsible
   for executing the work accordingly.

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The Gilbreths
Henry L. Gantt

• The Gilbreths (husband wife) Frank
  (1868-1924) Lillian (1878-1972)

• 1861-1919
• Taylors friend
• Consultant

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Max Weber

• German sociologist consultant, professor, author
  
• 1864-1920

Maximilian Weber German political economist and
sociologist
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Key Characteristics of Webers Ideal Bureaucracy

• Specialization of labor
• Formal rules and procedures
• Impersonality
• Well-defined hierarchy
• Career advancement based on merit

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Henry Fayol

• French industrialist (1841-1925)
• He delineated 5 major functions
• Planning
• Organizing
• Commanding
• Coordinating controlling

Henri Fayol (1841 in Istanbul 1925 in Paris)
was a French management theorist.
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Fayols 14 Principles of Management

1. Division of work
2. Authority
3. Discipline
4. Unity of command
5. Unity of direction
6. Subordination of individual interest to the
   general interest
7. Remuneration

• Efficiencies
• To give order, power
• For smooth running
• 1 supervisor only
• 1 plan, 1 who charge
• (?) vs. (? ? ?)?
• Pay fair

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Fayols 14 Principles of Management

1. Centralization
2. Scalar chain
3. Order
4. Equity
5. Stability and tenure
6. Initiative
7. Esprit de corps

• According to situation
• Hierarchical top to bottom, com. path
• Materials keeping
• Kindness justice
• Prevent turnover, why?
• Subordinate (creativity)
• Teamwork

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Chester Barnard

• Born in Massachusetts
• 1886-1961
• Acceptance theory of authority
• OK if
• Understand the com.
• Com. ?org. purposes
• Feel in line their need, ..
• ..able to comply?

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Behavioral viewpoint
- Early behaviorists
- Hugo Münsterberg, Mary Parker Follett
- Hawthorne studies
- 1st set of studies, 2nd set of studies, 3rd set
of studies, its impacts
- Human relation movement
- Abraham Maslow, Douglas McGregor
- Behavioral science approach
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Hugo Münsterberg
Mary Parker Follett

• Born in Germany (1863-1916)
• The book argued
• Psychologists should
• Study jobs
• Find ways suited job
• Could psychological cond. for do best work
• Dev. influence strategy

• Born in Boston (1863-1933), F
• Social worker
• Ideas (conflict solution)
• The functioning of group vs. proponent
• Principle power vs. power over
• Solution satisfy both parties

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Hawthorne studies

• The Hawthorne studies are a group of studies
  conducted at the Hawthorne plant of the Western
  Electric Com. 1920s-1930s
• A behavioral approach concerned for the workers.
• To seeking greater efficiently tool methods

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Maslows hierarchy of needs
Self-actualization
Esteem needs
Social needs
Safety needs
Physiological needs
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Maslows hierarchy of needs

• Physiological needs
• Air, water, nourishment, sleep
• Safety
• Living in safe area
• Medical insurance
• Job security
• Financial reserve
• Social needs
• Friends, belonging, love
• Esteem
• Self-respect, achievement, attention,
  recognition, reputation

• Self-actualization
• Truth, justice, wisdom, meaning

Source NetMBA, Business knowledge Center
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American needs hierarchy
Chinese needs hierarchy
Source Psychology, by Jane S. Halonen and John
W. Santrock, 2/e, p.455
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Theory X And Theory Y

• Theory X the assumption that employees dislike
  work, are lazy, dislike responsibility, and must
  be coerced to perform
• Theory Y the assumption that employees like
  work, are creative, seek responsibility, and can
  exercise self-direction

Douglas McGregor (1906-1964)
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Labeled theory X (Negative)
Labeled theory Y (Positive)

• Employees inherently dislike work and, whenever
  possible, will attempt to avoid it
• Since employees dislike work, they must be
  coerced, controlled, or threatened with
  punishment to achieve goals.
• Employees will avoid responsibilities and seek
  formal direction whenever possible.
• Most workers place security above all other
  factors associated with work and will display
  little ambition.

• Employees can view work as being as natural as
  rest or play
• People will exercise self-direction and
  self-control if they are committed to the
  objectives.
• The average person can learn to accept, even
  seek, responsibility
• The ability to make innovative decision is widely
  dispersed throughout the population and is not
  necessarily the sole province of those in
  management positions.

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Extra motivation theories

• Two-factor theory
• ERG
• Expectancy theory
• Equity theory
• Goal setting theory

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System theory
Products services
?
Profits loses
?
Organizational resources
?
Mnt functions
?
Employees growth satisfaction
?
Information
?
?
Technology
Inputs
Outputs
Transformation process
Feedback from environment
Results
?
Organizational status
?
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Open system
Closed system

• A system that operates in continual interaction
  with its environment.

• A system that does little or no interacting with
  its environment receives little feedback

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Synergy
Contingency theory

• The ability of the whole to equal more than the
  sum of its parts.

• A viewpoint that argues that appropriate
  managerial action depends on the particular
  parameters of the situation

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Source
Management
Kathry M. Bartol University of Maryland, College
Park
David C. Martin American University