1. Chapter 2 The Evolution of Management Thinking Jeffrey Chung

2. Assignment #1
Visit caribbeanjobs.com and find a managerial job that you might be interested in the future. What are the key skills, qualifications, knowledge and experiences needed to be successful in this job?
“What bad managers, good managers and great managers do.
Managing in Turbulent Times
Read Chapters 2 & 3

3. Learning Objectives
Understand the historical forces that influenced management
Identify and understand the different management perspectives that were popular in the 19th and 20th centuries, namely: classical, humanistic and management science.
Explore the newer concepts of systems thinking, TQM, contingency planning
Describe the management changes brought about by a technological-driven workplace including the role of CRM, social media and supply chain management

4. Management & Organization
Understanding management history helps your conceptual skills. Discuss
Social forces – aspects of a culture that guide and influence relationships among people e.g. industrialisation, social networking
Political forces – influence of political and legal institutions on people and organizations e.g. elections
Economic forces – the availability, production, and distribution of resources e.g. depressions

5. 2.1 - Management Perspectives over Time

6. 2.1 - Management Perspectives over Time

7. Classical Perspective
Emerged during the nineteenth and early twentieth centuries
Rise of the factory system and industrialisation
Issues regarding structure, training and employee satisfaction and safety
Large, complex organizations required new approaches to coordination and control

8. Classical Perspective
Three subfields:
Scientific management
Bureaucratic organizations
Administrative principles

9. Scientific Management
Improve efficiency and labor productivity through scientific methods
Frederick Winslow Taylor proposed that workers “could be retooled like machines”
Management decisions would be based on precise procedures based on study

10. Scientific Management
Henry Gantt developed the Gantt chart to measure and plan work
WBS in project Management
The Gilbreths pioneered time and motion studies to promote efficiency

11. 2.2 - Characteristics of Scientific Management

12. Bureaucratic Organizations
Max Weber, a German theorist, introduced the concepts
Manage organizations on impersonal, rational basis
Organization depends on rules and records

13. Bureaucratic Organizations
Managers use power instead of personality to delegate
Although important productivity gains
come from this foundation, bureaucracy
has taken on a negative tone

14. 2.3 - Characteristics of Weberian Bureaucracy

15. Administrative Principles
Focused on the entire organization
Henri Fayol, a French mining engineer, was a major contributor
14 general principles of management; many still used today:
Unity of command
Division of work
Unity of direction
Scalar chain

16. Administrative Principles
Identified five functions of management:
Planning
Organizing
Commanding
Coordinating
Controlling

17. Humanistic Perspective: Early Advocates
Understand human behaviors, needs, and attitudes in the workplace
Mary Parker Follett and Chester Barnard
Contrast to scientific management - Importance of people rather than engineering techniques

18. Humanistic Perspective: Early Advocates
Empowerment: facilitating instead of controlling
Recognition of the informal organization
Introduced acceptance theory of authority

19. Humanistic Perspective: Human Relations Movement
Effective control comes from within the employee
Hawthorne studies were key contributor
Human relations played key variable in increasing performance
Employees performed better when managers treated them positively
Strongly shaped management practice and research

20. Humanistic Perspective: Human Resources Perspective
From worker participation and considerate leadership to managing work performance
Combine motivation with job design
Maslow and McGregor extended and challenged current theories
Maslow’s Hierarchy
Theory X and Theory Y

21. 2.4 - Theory X and Theory Y

22. Theory X vs Y

23. Humanistic Perspective: Behavioral Sciences Approach
Scientific methods + sociology, psychology, anthropology, economics to develop theories about human behavior and interaction in an organizational setting
Organizational development – field that uses behavioral sciences to improve organization

24. Humanistic Perspective: Behavioral Sciences Approach
Other strategies based on behavioral science:
Matrix organizations
Self-managed teams
Corporate culture
Management by wandering around

25. Quantitative Perspective
Also referred to as management science
Use of mathematics and statistics to aid management decision making
Enhanced by development and perfection of the computer
Operations management focuses on the physical production of goods and services

26. Quantitative Perspective
Information technology – focuses on technology and software to aid managers
Quants – financial managers who base their decisions on complex quantitative analysis

27. Recent Trends: Systems Thinking
The ability to see the distinct elements of a situation as well as the complexities
System – set of interrelated parts that function as a whole to achieve a common purpose
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

28. Exhibit 2.5 Circles of Causality

29. Recent Trends: Contingency View
Every situation is unique
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

30. 2.6 - Contingency View of Management

31. Recent Trends: Total Quality Management
Quality movement is strongly associated with Japan
The U.S. ignored the ideas of W. Edwards Deming, “Father of the Quality Movement”
Total Quality Management (TQM) became popular in the 1980s and 1990s
Integrate high-quality values in every activity

32. Elements of Total Quality Management
Employee involvement
Focus on the customer
Benchmarking
Continuous improvement

33. 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

34. Managing the Technology- Driven Workplace
Social media programs – Company online community pages, social media sites, microblogging platforms and online forums
Customer Relationship Management – technology used to build relationships with customers and integrate systems
Outsourcing – contracting functions or activities to other organizations to cut costs
Supply chain management – managing supplier and purchaser relationships to get goods to consumers

35. Conclusion
What are the main takeaways of this session?