© Prentice Hall, Modern Management 9 th edition.

© Prentice Hall,  Objectives An understanding of the classical approach to management An appreciation for the work of Frederick W. Taylor, Frank and Lillian Gilbreth, Henry L. Gantt, and Henri Fayol An understanding of the behavioral approach to management An understanding of the studies at the Hawthorne Works and the human relations movement An understanding of the management science approach to management An understanding of how the management science approach has evolved An understanding of the system approach to management Knowledge about the learning organization approach to management An understanding of how triangular management and the contingency approach to management are related.

© Prentice Hall, T HE C LASSICAL A PPROACH Figure 2.1 Division of classical approach to management into two areas and the major contributors to each area Classical approach to management Lower-level management analysis Comprehensive analysis of management MAJOR CONTRIBUTORS Frederick W. Taylor Frank and Lillian Gilbreth Henry L. Gantt MAJOR CONTRIBUTOR Henri Fayol.

© Prentice Hall, T HE C LASSICAL A PPROACH Lower-Level Management Analysis Scientific management Frederick W. Taylor Work at Bethlehem Steel Co. Frank Gilbreth and Lillian Gilbreth Motion study Henry L. Gantt Scheduling Innovation Rewarding Innovation.

© Prentice Hall, T HE C LASSICAL A PPROACH Table 2.1 Partial Results for One of Gilbreth’s Bricklaying Motion Studies #Wrong WayRight WayPick and Dip Method: Exterior 4 Inches (Laying to the Line) 1Step for mortarOmitOn the scaffold, the inside edge of the mortar box should be plumb with the inside edge of the stock platform. On the floor, the inside edge of the mortar box should be 21 inches from the wall.Mortar boxes should never be over 4 feet apart. 2Reach for mortarReach for mortarDo not bend any more than absolutely necessary to reach mortar with a straight arm. 3Work up mortarOmitProvide mortar of the right consistency. Examine sand screen and keep it in repair so that no pebbles can get through. Keep tender on scaffold to temper up and keep mortar worked up right. 4Step for brickOmitIf tubs are kept 4 feet apart, no stepping for brick will be necessary on scaffold. On the floor, keep brick in a pile not nearer than 1 foot or more than 4 feet 6 inches from wall. 5Reach for brickIncluded in 2Brick must be reached for at the same time that the mortar is reached for, and picked up at exactly the same time the mortar is picked up. If it is not picked up at the same time, allowance must be made for operation..

© Prentice Hall, T HE C LASSICAL A PPROACH Comprehensive Analysis of Management Henri Fayol General principles: 1. Division of work8.Centralization 2. Authority (Responsibility)9.Scalar chain 3. Discipline10.Order 4. Unity of command11.Equity 5. Unity of direction12.Stability of tenure of personnel 6. Subordination of individual to general interests13.Initiative 7. Remuneration14.Esprit de corps Limitations of the Classical Approach.

© Prentice Hall, T HE B EHAVIORAL A PPROACH The Hawthorne Studies Relay Assembly Test Bank Wiring Observation Recognizing the Human Variable The Human Relations Movement Human relations skill.

© Prentice Hall, T HE M ANAGEMENT S CIENCE A PPROACH The Beginning of the Management Science Approach Observe Construct Deduce Test Management Science Today Characteristics of Management Science Applications.

© Prentice Hall, T HE C ONTINGENCY A PPROACH Main challenges of using the contingency approach: Perceiving Choosing Implementing.

© Prentice Hall, T HE S YSTEM A PPROACH Systems Types of Systems Closed system Open system.

© Prentice Hall, T HE S YSTEM A PPROACH Systems and “Wholeness” System wholeness analysis guidelines: Whole is the main focus with parts secondary Integration is the key variable Modifications weighed in relation to other parts Each part has some role to perform Whole determines part and its function All analysis starts with existence of the whole.

© Prentice Hall, T HE S YSTEM A PPROACH The Management System Major parts: Organizational input Organizational process Organizational output.

© Prentice Hall, T HE S YSTEM A PPROACH Figure 2.2 The open management system Input Process Output Environment Customers Competitors Government Suppliers.

© Prentice Hall, T HE S YSTEM A PPROACH Information for Management System Analysis Triangular management Three primary sources: Classical approach Behavioral approach Management science approach.

© Prentice Hall, T HE S YSTEM A PPROACH Figure 2.3 Triangular management model Input Process Output Environment Customers Competitors Government Suppliers CLASSICALLY-BASED INFORMATION MANAGEMENT SCIENCE-BASED INFORMATION BEHAVIORALLY-BASED INFORMATION.

© Prentice Hall, T HE S YSTEM A PPROACH Learning Organization: A New Approach? Building a learning organization entails: Systems thinking Shared vision Challenging of mental models Team learning Personal mastery.

© Prentice Hall, Chapter Two Questions