Chapter 2 Part 2

Humanistic View Emphasized the importance of understanding human behaviors, needs and attitudes in the work place. 3 subfields Human Relations Movement Human Resource Perspective Behavioral Science Approach

Human Relations Movement Based on the idea that effective control comes from within the individual worker rather than from strict, authoritarian control. Emphasized satisfaction of employees’ basic needs as the key to increased worker productivity. Hawthorne studies were key contributor.

Hawthorne Studies A series of experiments on worker productivity started in 1924 at the Hawthorne plant of Western Electric Company. The tests were originally designed to investigate the effects of illumination on output; however, many of the tests pointed to the importance of factors other than illumination in affecting productivity.

Quantitative Perspective Uses mathematics , statistical techniques and computer technology to facilitate management decision making, particularly for complex problems.

Recent Trends: Systems Thinking Contingency Review Total Quality Management

Systems Thinking The ability to see the distinct elements of a situation as well as the complexities. A system is a set of interrelated parts that function as a whole to achieve a common purpose. Changes in one part of the system(organization) affect other parts. Organization must be managed as a coordinated whole.

Subsystems are parts of the system that are all interconnected Synergy – the whole is greater than the sum of its parts Managers must understand subsystem interdependence and synergy

Contingency View The classical management perspective assumed a universalist view; concepts that would work in one organization would work in another. Every situation is unique, there is no universal management theory Managers must determine what method will work Managers must identify key contingencies for the current situation Organizational structure should depend upon industry and other variables

2.6 Contingency View of Management

Total Quality Management (TQM) Total quality management (TQM) focuses on managing the total organization to deliver better quality to customers. W. Edwards Deming, “Father of the Quality Movement” TQM became popular in the 1980s and 90s Integrate high-quality values in every activity

Elements of TQM Employee involvement. TQM requires company-wide participation in quality control. Focus on the customer. TQM companies find out what the customer wants. Benchmarking. A process whereby companies find out how others do something better and imitate or improve it. Continuous improvement. The implementation of small, incremental improvements in all areas of the organization on an ongoing basis.

Innovative Management: Thinking for a Changing World Management ideas trace their roots to historical perspectives New ideas continue to emerge to meet the changing needs and difficult times The shelf life of trends is getting shorter and new ideas peak in fewer than three years

Managing the Technology- Driven Workplace Customer Relationship Management – technology used to build relationship with customers Outsourcing – contracting functions or activities to other organizations to cut costs Supply Chain Management – managing supplier and purchaser relationships to get goods to consumers