APPROACHES TO MANAGEMENT

CLASSICAL APPROACHES SCIENTIFIC MANAGEMENT MENTAL REVOLUTION BUILD A BODY OF KNOWLEDGE –SEPARATE PLANNING AND DOING –ONE BEST WAY - TIME & MOTION STUDIES –SELECT AND TRAIN –REWARD FOR PERFORMANCE –COOPERATE

CLASSICAL APPROACHES GENERAL ADMINISTRATION HENRI FAYOL –14 PRINCIPLES –UNIVERSAL APPLICATION

CLASSICAL APPROACHES GENERAL ADMINISTRATION IDEAL BUREAUCRACY - WEBER –Division of labor –Authority and hierarchy –Formal rules and regulations –Impersonality –Career orientation

BEHAVIOR APPROACHES HUMAN RELATIONS HAWTHORNE STUDIES - MAYO ACCEPTANCE AUTHORITY THEORY X, THEORY Y BARNARD - COMMUNICATIONS

BEHAVIOR APPROACHES HUMAN RESOURCES HUMANS ARE VALUABLE ASSETS HUMAN ASSET ACCOUNTING

QUANTITATIVE APPROACHES OPERATIONS MANAGEMENT MANAGEMENT SCIENCE

“NEWER” APPROACHES PROCESS APPROACH SYSTEMS APPROACH CONTINGENCY THEORY

JAPANESE MANAGEMENT PARTICIPATION LIFE-LONG EMPLOYMENT

THEORY Z PARTICIPATION –Japanese Society = Homogeneous –U.S. Society = Heterogeneous LIFE-LONG EMPLOYMENT –In Japan, Japanese, male, under 55

TOTAL QUALITY MANAGEMENT CUSTOMER FOCUS CONTINUAL IMPROVEMENT QUALITY MEASUREMENT - SPC EMPOWERMENT

TQM “failed?” ONLY PHYSICAL QUALITY ONLY CONTINUAL IMPROVEMENT ONLY MEASUREMENT - SPC ONLY EMPOWERMENT ONLY EMPLOYEE INVOLVEMENT

EMPOWERMENT? SAME AS “PROPER” DELEGATION OF AUTHORITY? PROBLEM WHEN IT BECOMES A “PROGRAM” –WORKSHOP –NOTEBOOK –NOT PART OF COMPANY LIFE

RE-ENGINEERING? COMPLETELY RE-DESIGN –STUDY –“RATIONALIZE” USED AS: –EXCUSE TO FIRE PEOPLE? –CUT “ACROSS THE BOARD?”

THEME: HISTORY USEFUL CONCEPTS IN EVERY APPROACH PROBLEMS WHEN –APPLIED AS THE ANSWER –APPLIED ONE PART –APPLIED INCORRECTLY –BECAME A FAD

THEME: HISTORY UNDERSTAND THEORIES, CONCEPTS, TOOLS APPLY PROPERLY –WHEN –WHERE –WHY –HOW –WHEN/WHY TO NOT APPLY