PowerPoint Presentation by Charlie Cook Copyright © 2005 Prentice Hall, Inc. All rights reserved.

L E A R N I N G O U T L I N E Follow this Learning Outline as you read and study this chapter. Historical Background of Management Explain why studying management history is important. Describe some early evidences of management practice. Scientific Management Describe the important contributions made by Fredrick W. Taylor and Frank and Lillian Gilbreth. Explain how today’s managers use scientific management. Copyright © 2005 Prentice Hall, Inc. All rights reserved.

L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. General Administrative Theorists Discuss Fayol’s 14 management principles. Describe Max Weber’s contribution to the general administrative theory of management. Explain how today’s managers use general administrative theory. Quantitative Approach to Management Explain what the quantitative approach has contributed to the field of management. Discuss how today’s managers use the quantitative approach. Copyright © 2005 Prentice Hall, Inc. All rights reserved.

L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. Toward Understanding Organizational Behavior Describe the contributions of the early advocates of OB. Explain the contributions of the Hawthorne Studies to the field of management. Discuss how today’s managers use the behavioral approach. The Systems Approach Describe an organization using the systems approach. Discuss how the systems approach is appropriate for understanding management. Copyright © 2005 Prentice Hall, Inc. All rights reserved.

L E A R N I N G O U T L I N E (cont’d) Follow this Learning Outline as you read and study this chapter. The Contingency Approach Explain how the contingency approach differs from the early theories of management. Discuss how the contingency approach is appropriate for studying management. Current Issues and Trends Explain why we need to look at the current trends and issues facing managers. Describe the current trends and issues facing managers. Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Historical Background of Management Ancient Management Egypt (pyramids) and China (Great Wall) Venetians (floating warship assembly lines) Adam Smith Published “The Wealth of Nations” in 1776 Advocated the division of labor (job specialization) to increase the productivity of workers Industrial Revolution Substituted machine power for human labor Created large organizations in need of management Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Historical Background Of Management There are many examples from past history that illustrate how management has been practiced for thousands of years. A. The Egyptian pyramids and the Great Wall of China are good examples of projects of tremendous scope and magnitude that employed tens of thousands of people. How was it possible for these projects to be completed? The answer is management. B. Other examples of early management practices can be seen at the Arsenal of Venice. For instance, assembly lines, accounting systems, and personnel functions are just a few of the processes and activities in organizations at that time that are also common to today’s organizations. Developed by Prof. Dr. Majed El-Farra © Prentice Hall, 2002 2-7

Historical Background Of Management C. Adam Smith, (1776) author of the classical economics doctrine, The Wealth of Nations, argued about the economic advantages that division of labor (the breakdown of jobs into narrow, repetitive tasks) would bring to organizations and society. D. The Industrial Revolution can be thought of as possibly the most important pre-twentieth-century influence on management. The introduction of machine powers, combined with the division of labor, made large, efficient factories possible. Planning, organizing, leading, and controlling became necessary. E. The development of management theories has been characterized by differing beliefs about what managers do and how they should do it. Developed by Prof. Dr. Majed El-Farra © Prentice Hall, 2002 2-8

Development of Major Management Theories Copyright © 2005 Prentice Hall, Inc. All rights reserved. Exhibit 2.1

Major Approaches to Management Scientific Management General Administrative Theory Quantitative Management Organizational Behavior Systems Approach Contingency Approach Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Scientific Management Fredrick Winslow Taylor The “father” of scientific management Published Principles of Scientific Management (1911) The theory of scientific management Using scientific methods to define the “one best way” for a job to be done: Putting the right person on the job with the correct tools and equipment. Having a standardized method of doing the job. Providing an economic incentive to the worker. Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Taylor’s Five Principles of Management Develop a science for each element of an individual’s work, which will replace the old rule-of-thumb method. Scientifically select and then train, teach, and develop the worker. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed. Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers (previously all responsibility of work were thrown on the workers). Copyright © 2005 Prentice Hall, Inc. All rights reserved. Exhibit 2.2

Scientific Management Frank and Lillian Gilbreth were inspired by Taylor’s work and went on to study and develop their own methods of scientific management. a. Frank Gilbreth is probably best known for his experiments in reducing the number of motions in bricklaying. b. The Gilbreths were among the first to use motion picture films to study hand and body motions in order to eliminate the wasteful ones. c. They also devised a classification scheme to label 17 basic hand motions called therbligs. Developed by Prof. Dr. Majed El-Farra © Prentice Hall, 2002 2-13

Scientific Management (cont’d) Frank and Lillian Gilbreth Focused on increasing worker productivity through the reduction of wasted motion Developed the microchronometer to time worker motions and optimize performance How Do Today’s Managers Use Scientific Management? Use time and motion studies to increase productivity Hire the best qualified employees Design incentive systems based on output Copyright © 2005 Prentice Hall, Inc. All rights reserved.

General Administrative Theorists This group of writers focused on the entire organization. The two most prominent theorists behind the general administrative approach were Henri Fayol and Max Weber. Henri Fayol concerned with making the overall organization more effective developed theories of what constituted good management practice He focused on the activities of all managers. proposed a universal set of management functions published principles of management fundamental, teachable rules of management Developed by Prof. Dr. Majed El-Farra © Prentice Hall, 2002 2-15

General Administrative Theorists Henri Fayol Believed that the practice of management was distinct from other organizational functions Developed fourteen principles of management that applied to all organizational situations Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Fayol’s 14 Principles of Management Division of work. Authority. Discipline (obey rules). Unity of command. Unity of direction. Subordination of individual interest to the interests of the organization. Remuneration. Centralization. Scalar chain. Order. Equity. Stability of tenure of personnel. Initiative. Esprit de corps. Copyright © 2005 Prentice Hall, Inc. All rights reserved. Exhibit 2.3

General Administrative Theorists Max Weber Developed a theory of authority based on an ideal type of organization (bureaucracy) Emphasized rationality, predictability, impersonality, technical competence, and authoritarianism Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Weber’s Ideal Bureaucracy Copyright © 2005 Prentice Hall, Inc. All rights reserved. Exhibit 2.4

Quantitative Approach to Management Also called operations research or management science Evolved from mathematical and statistical methods developed to solve WWII military logistics and quality control problems Focuses on improving managerial decision making by applying: Statistics, optimization models, information models, and computer simulations Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Understanding Organizational Behavior Organizational Behavior (OB) The study of the actions of people at work; people are the most important asset of an organization Early OB Advocates Robert Owen Hugo Munsterberg Mary Parker Follett Chester Barnard Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Early Advocates of OB Exhibit 2.5 Copyright © 2005 Prentice Hall, Inc. All rights reserved. Exhibit 2.5

Toward Understanding Organizational Behavior study of the actions of people at work early advocates late 1800s and early 1900s believed that people were the most important asset of the organization ideas provided the basis for a variety of human resource management programs employee selection employee motivation Organizational behavior (OB) research has contributed much of what we know about human resources management, motivation, leadership, trust, teamwork, and conflict management. Developed by Prof. Dr. Majed El-Farra © Prentice Hall, 2002 2-23

Organizational Behavior (cont.) Hawthorne Studies started in 1924 at Western Electric Company began with illumination studies intensity of illumination not related to productivity Elton Mayo - studies of job design revealed the importance of social norms as determinants of individual work behavior changed the dominant view that employees were no different from any other machines Developed by Prof. Dr. Majed El-Farra © Prentice Hall, 2002 2-24

The Hawthorne Studies The Hawthorne Studies were, the most important contribution to the developing OB field. 1. These were a series of experiments conducted from 1924 to the early 1930s at Western Electric Company’s Hawthorne Works in Cicero, Illinois. 2. The studies were initially devised as a scientific management experiment to assess the impact of changes in various physical environment variables on employee productivity. 3. Other experiments looked at redesigning jobs, making changes in workday and workweek length, introducing rest periods, and introducing individual versus group wage plans. 4. The researchers concluded that social norms or group standards were the key determinants of individual work behavior. (group standards, attitudes, and security). 5. Although not without critics (of procedures, analyses of findings, and the conclusions), the Hawthorne studies did stimulate an interest in human behavior in organizations. Developed by Prof. Dr. Majed El-Farra

The effect of incentive plans was less than expected. The Hawthorne Studies The conclusions: The effect of incentive plans was less than expected. Social norms, group standards and attitudes more strongly influence individual output and work behavior than do monetary incentives. Copyright © 2005 Prentice Hall, Inc. All rights reserved.

The Systems Approach System Defined Basic Types of Systems During the 1960’s researches began to analyze organizations from a systems perspective based on the physical sciences. A set of interrelated and interdependent parts arranged in a manner that produces a unified whole. Basic Types of Systems Closed systems Open systems Dynamically interact to their environments by taking in inputs and transforming them into outputs that are distributed into their environments. Copyright © 2005 Prentice Hall, Inc. All rights reserved.

The Organization as an Open System Copyright © 2005 Prentice Hall, Inc. All rights reserved. Exhibit 2.6

Implications of the Systems Approach Coordination of the organization’s parts is essential for proper functioning of the entire organization. Decisions and actions taken in one area of the organization will have an effect in other areas of the organization. Organizations are not self-contained and, therefore, must adapt to changes in their external environment. Copyright © 2005 Prentice Hall, Inc. All rights reserved.

The Contingency Approach Contingency Approach Defined Also sometimes called the situational approach. There is no one universally applicable set of management principles (rules) by which to manage organizations. Organizations are individually different, face different situations (contingency variables), require different ways of managing. Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Popular Contingency Variables Organization size Routineness of task technology Environmental uncertainty Individual differences Copyright © 2005 Prentice Hall, Inc. All rights reserved. Exhibit 2.7

Current Trends and Issues Globalization Ethics Workforce Diversity Entrepreneurship E-business Knowledge Management Learning Organizations Quality Management Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Current Trends and Issues (cont’d) E-Business (Electronic Business) The work preformed by an organization using electronic linkages to its key constituencies E-commerce: the sales and marketing component of an e-business Categories of E-Businesses E-business enhanced organization E-business enabled organization Total e-business organization Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Categories of E-Business Involvement Copyright © 2005 Prentice Hall, Inc. All rights reserved. Exhibit 2.9

Current Trends and Issues (cont’d) Knowledge Management The cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance. Learning Organization An organization that has developed the capacity to continuously learn, adapt, and change. Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Learning Organization versus Traditional Organization Copyright © 2005 Prentice Hall, Inc. All rights reserved. Exhibit 2.10

Current Trends and Issues (cont’d) Quality Management A philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectations Inspired by the total quality management (TQM) ideas of Deming and Juran Quality is not directly related to cost Copyright © 2005 Prentice Hall, Inc. All rights reserved.

What is Management Quality? Intense focus on the customer Concern for continual improvement Process-focused Improvement in the quality of everything Accurate measurement Empowerment of employees Copyright © 2005 Prentice Hall, Inc. All rights reserved. Exhibit 2.11

Review Would you feel more comfortable in a learning organization or in a traditional organization? Why? Discuss how the systems approach helps us understand management? Copyright © 2005 Prentice Hall, Inc. All rights reserved.

Homework Page 56: questions 1-5 Copyright © 2005 Prentice Hall, Inc. All rights reserved.