1. Management Theory and the Management of School Library Programs1
Management Theory and the Management of School Library Programs
Management
is the business
of getting things done
through and with people
in formally organized groups.
Management Is:
Planning
Staffing
Leading
Controlling

3. Two Schools of Thought 3 Administrative Management
Classical/Scientific Management
Administrative Management
Management Science (Quantitative Perspective)
Operations Management
Behavioral Management, 1930-
Human Relations Movement/Psychological
Organizational Behavior (Behavioral Management)
Integrating Approaches

4. 4 Rise of Machines gave way to work measurement
This was the beginning of the Industrial Revolution
Management needed to know how much a “machine” could produce.
Machine= hammer
Man
Entire factory
Room full of clerks
Etc.
Management Objective—to increase productivity
No formal method for calculating outcomes
Put Man to work
Keep them working
Don’t let them slack off
See how much they turn out in a week
This will be about what can be produced
Becomes the standard for weekly production rate (guestimation)
Pay workers extra to produce as much as they can

5. From Classical to Scientific Management (1890-1940)5
From Classical to Scientific Management ( )
Efficiency, efficiency!
Classical: Based on
Early labor practices of Industrial Revolution
Scientific: Taylor’s principles to increase efficiency
Put Man to work; Keep them working. Don’t let them slack off
Study the way the job is performed; determine new ways
See how much they turn out in a week to determine what can be produced
Codify the new method into rules
This becomes the standard for weekly production rate (guestimation)
Select workers whose skills match the rules
Pay workers extra to produce as much as they can (piecemeal pay)
Establish a fair level of performance
and pay for higher performance
(Taylor, Principles of Scientific Management)
Turn of 20th Century: Frederick Winslow Taylor
Studied organization as a machine
Individual work tasks seen as gears in a machine
Studies done at:
Midvale Steel (2000 workers)
Bethlehem Iron (4000)
Increase efficiency from specialized physical work through pre-described activities
ONE BEST WAY

6. Scientific Management Theory 1890-1940
Soldiering
More productive = fewer workers
Non-incentive wage system
Rule-of-thumb
“Soldiering" is the act of 'loafing' both at an individual level and "systematic soldiering". Taylor described the main reasons that workers were not performing optimally:
Why workers do not perform optimally:
1. Workers’ belief that that increased production would lead to fewer workers.
2. Inefficiencies within the management control system such as poorly designed incentive schemes and hourly pay rates that are not linked to productivity.
3. Poor design of the performance of the work by rule-of-thumb.

7. Taylor and Scientific Management7
Taylor and Scientific Management
Taylor
Human and machine are similar
Effiency, effiency!
Taylor developed his theory of scientific management as he worked his way up from a laborer to a works manager in US steelworks.
He worked on Time-Motion Studies
Compartmentalized activities into elements
Element analysis…key to development of standard data….manuals of standards….description of every job…(there were no photocopiers…elaborate filing system)
Detailed process descriptions

8. Time Studies 8 Science of Shoveling: Standardized Tools
PIG Iron
12 1/2 tons of pig iron per day increased to 47 1/2 tons per day,
Experiments to determine the amount of resting that was necessary, the worker's manager could determine the optimal timing of lifting and resting so that the worker could move the 47 1/2 tons per day without tiring.
Not all workers were physically capable of moving 47 1/2 tons per day;
Suggests that workers should be selected according to how well they are suited for a particular job.
Shoveling
Could greatly increase productivity…at Bethlehem Steel productivity increased by 350% and reduced workers by 70% just by increasing the shovel size…
21 pounds was the ideal size
From Taylor’s observations he made 3 assumptions:
Man is a rational economic animal concerned with maximizing his economic gain. MONEY MATTERS
People respond as individuals, not as groups. PERSONAL GAIN.
People can be treated in a standardized fashion, like machines:
Pay=amount produced (piece rates)
Workers who did not deliver paid less
Workers who did more paid more.
Science of Shoveling: Standardized Tools
Pig Iron Work Study, 1898

9. 4 Objectives of Scientific Management
Development of a science for each element of work
Classify, tabulate, reduce to rules, laws, formulas
Scientific selection
Then train, teach and develop
Cooperation
In order to make sure work is being done according to scientific principals
Division of work
Equal division, managers to do what they are best suited to do, workers likewise
He saw his principals as a win-win situation for workers and managers…mutually dependent on each other…practical tools for management…he made management a profession…. His framework for organization was:
clear delineation of authority responsibility (Lines of Authority)
separation of planning from operations
incentive schemes for workers
task specialization
Management Principals:
Hierarchical systems based on principles of specialization, centralization and formality. Specialized tasks exist in specialized departments, with responsibility formally designated. Span of control is narrow and a unitary line of command is in place.
Taylor’s efforts were resented by unions and managers alike. He advocated assigning supervisors by function. One for training, one for discipline, etc. He had a limited view on motivation and group dynamics
The four objectives of management under scientific management were:
The development of a science for each element of a man's work to replace the old rule-of-thumb methods.
The scientific selection, training and development of workers instead of allowing them to choose their own tasks and train themselves as best they could.
The development of a spirit of hearty cooperation between workers and management to ensure that work would be carried out in accordance with scientifically devised procedures.
The division of work between workers and the management in almost equal shares, each group taking over the work for which it is best fitted instead of the former condition in which responsibility largely rested with the workers. Self-evident in this philosophy are organizations arranged in a hierarchy, systems of abstract rules and impersonal relationships between staff.
Implications of Taylor’s theory for managing behavior at work:
Main motivation is high wages, linked to output
Manager’s job is to tell employees what to do
A worker’s job is to do what they are told and get paid accordingly.
Benefits??? Drawbacks???

10. Scientific management - own decision =
Skilled = own decision
Scientific management - own decision =
unskilled worker trained for series of tasks.
Prior to scientific management work was performed by skilled craftsmen that had learned their trade through lengthy apprenticeships. They made their own decisions about how the work was going to be done.
Scientific management took away much of this decision making. A skilled job was broken down into specified tasks that could be drilled down to the routine and taught to an unskilled worker.
Taylor became interested in improving worker productivity early in his career when he observed the inefficiencies of workers working in the steel industry. He saw that workers were purposely operating well below their capacity. He called this soldering and found three causes:

11. Psychology of Management
Cheaper by the Dozen?
Time and Motion Studies
Break down each action into its elements (“therbligs”)
Find better ways to perform it
3. Reorganize each action to be more efficient
Click: Psychology of Management
Click: Gilbreth’s
Frank and Lillian Gilbreth around ClickCheaper by the Dozen Montclair, Lillian carried on after Frank died interested in motion studies…actually used motion picture/film to study movement in order to better understand the best way to get the job done using standard motion.
Work dissatisfaction studies
Behavioral approach
Problem of lack of interest in workers
standardization and method study…laws of human motion…rest allowance to allow recovery from fatigue…cheaper by the dozen
From 1922 continuing into the 1970s. growth of social sciences influencing work and workers changed the approach to the way the work situation was seen. Managers dealt with “people” aspects of their organization. The “group” played a more significant role.
Frank and Lillian Gilbreth and family (minus one)

12. Backlash against efficiency12
Backlash against efficiency
Interlocking dependencies: Have mechanisms built into their structure that are designed to stabilize their internal environments.
Sub-systems working in concert cannot change without affecting something else. What is the ’hidden” face of power?
Charlie Chapin in “Modern Times”, 1939
Food for thought: How are schools locked into Taylor’s views?

13. Administrative Management (1930-1950)13
Max Weber’s concept of bureaucracy
Authority is the power to hold people
accountable
Positions held based on performance,
not social contacts
Lines of authority clearly identified
Rules, standard operating procedures and norms are
used to determine how things work
Efficiency +
Effectiveness
Bureaucratic Organizations – Max Weber around /-
Sociological view
Coined the term “bureaucracy”
Studied hierarchy of church, business, military, government
Concerned with efficiency to improve function as a reform of favoritism, patronage
Characteristics of bureaucratic system:
Schools/ Libraries / Departments of Education tend to be bureaucratic
Take a look at your school’s webpage…where is the presence of the library?

14. Bureaucracy Written, well-ordered rules and procedures
Promote continuity
Produces minimum effort, discourages creativity
Impersonal application of policies
Promotion based on seniority
Dissention if supervisor is not qualified
Merit or promotion based on technical competence
Hierarchical levels of authority Line/staff relation
Promotes discipline
Communication blocks exist top down
Separation of interests and property
effort-saving rules and equal treatment
clear division of labor, specialization
leave no office uncontrolled
managers to have technical training
everything to be recorded & filed, red tape
Forms of Authority
an appeal to emotions and affections, charisma
the sanctification of tradition, habit
valuation of something because it embodies an ultimate value or a disinterested, professional attitude of valuation toward a thing for its own sake

15. How Are Schools Bureaucracies15
How Are Schools Bureaucracies
Written rules?
System of task
Relationships?
A Bureaucracy
should have
Hierarchy of
Authority?
Impersonal application of policies Promotion based on seniority
Dissention if supervisor is not qualified
Merit or promotion based on technical competence
Hierarchical levels of authority Line/staff relation Promotes discipline
Communication blocks exist top down
Separation of interests and property Written, well-ordered rules and procedures Promote continuity
Produces minimum effort, discourages creativity
Separation of interests and property
Fair evaluation
and reward?

16. Management Science: The Quantitative Perspective16
Management Science: The Quantitative Perspective
Uses rigorous quantitative techniques to maximize resources
Quantitative management:
utilizes linear programming, modeling,
simulation systems
Operations management: techniques to analyze all aspects of the production system

17. Total Quality Management (TQM)17
Total Quality Management (TQM)
Total Quality Management (TQM):
Focuses on improved quality
Communication is essential
Recognition is achieved in a
culture of integrity an ethics,
leadership, teamwork, and training.

18. Continuous Improvement18
Continuous Improvement
Planning
Control
Improvement

19. 19
Taylorism vs. TQM

20. Participatory Management20
Participatory Management
Customer-base decision making vs. top down authority

21. Discussion: Scientific Management in Schools?
Thinking Points: How do our schools and school systems resemble scientific management? How does this affect their reason for being, or what they are supposed to do? What is the effect on teachers? Administrators? Students? School libraries? Relationships? Innovation and change?
How are schools managed in the scientific management approach?
What are the implications for library media centers?