1. Management Past to Present

2. CLASSICAL MANAGEMENT APPROACHES Scientific ManagementAdministrative PrinciplesBureaucratic Organizations Frederick Taylor & The Gilbreths Henry Fayol Mary Parker Follett Max Weber

3. CLASSICAL MANAGEMENT APPROACHES Scientific Management

4. Who? Frederick W. TaylorWhen? Beginning of the 20 th centuryWhy? Search for efficiencyBasis? People will work in a manner that is most economically beneficial to themselves

5. What he believed: “The principal object of management should be to secure maximum prosperity for the employer, coupled with the maximum prosperity for the employee”

6. Problem: Workers did their jobs “their own way” and without clear and uniform specifications. RESULT inefficiency & performing below true capacities

7. One of my most famous studies involved shovels. I noticed that workers used the same shovel for all materials. I determined that the most effective load was 21½ lb, and found or designed shovels that for each material would scoop up that amount. I was however, generally unsuccessful in getting his concepts applied and was dismissed from Bethlehem Steel. Nevertheless, I was able to convince workers who used shovels and whose compensation was tied to how much they produced to adopt my advice about the optimum way to shovel by breaking the movements down into their component elements and recommending better ways to perform these movements.

8. What I Discovered? - Workers purposely work at a pace slower than their capability What I did - Instituted a piecework pay system

9.  Develop for every job a “science”—rules of motion  Carefully select skilled workers  Properly train & give incentives  Provide supervisory support Key Principles of SCIENTIFIC MANAGEMENT

10. Who? Frank & Lillian GilbrethWhen? Followers of Taylor in the early 1900’sWhy? Search for efficiencyBasis? Using motion studies to reduce a task to its basic physical motions

11. One of their most interesting research projects was their motion study of bricklayers at work, after which they developed several procedures for doing the job more efficiently. For example, they specified standard materials and techniques including the positioning of the bricklayer, the bricks and the mortar at different levels. The results of these changes were a reduction from 18 separate physical movements to 5 and an increase in output of about 200%.

12. Working together, the Gilbreths developed number techniques and strategies for eliminating inefficiency. They applied many of their ideas to their family. Their experiences in raising 12 children are document in the book and movie “Cheaper by the Dozen”.

13. Modern Applications: Modern Applications:  Job simplification  Work standards  Incentive wage plans

14. CLASSICAL MANAGEMENT APPROACHES Administrative Principles Max Weber

15. Who? Henri FayolWhen? In Early 1900’sWhy? Focus on improving management skillsBasis? Used his experience as an engineer leading large-scale enterprises of 1000s of employees

16. MANAGEMENT CAN BE TAUGHT!

17. Ibelieve managers have 5 duties: I believe managers have 5 duties: 1)Foresight 2)Organization 3)Command 4)Coordination 5)Control I was a pretty smart dude as I was ahead of my time because my 5 duties for a manager closely resemble the functions of a manager you follow today. (planning, organizing, implementing and controlling.

18. Who? Mary Parker FollettWhen? In early-1900’sWhy? How to get diverse groups of individuals to work cooperatively for greater good

19. What she believed… “Organizations were ‘communities’ in which managers and workers should labour in harmony without one party dominating the other & with freedom to talk over & reconcile differences.

20. Modern Applications: Employee ownership Profit sharing Gain-sharing plans Managerial ethics Social responsibility

21. She said: Managers must respect the experience & knowledge of workers Warned against organizations having too much of a “hierarchy” This leads to today’s …

22. Modern Applications: empowerment involvement flexibility self-management

23. CLASSICAL MANAGEMENT APPROACHES Bureaucratic Organizations

24. Who? Max WeberWhen? Late 1900’s in GermanyWhy? Reaction to organizational performance inefficiencies & unfair promotions & hiring based on “privileged” statusBasis? A bureaucracy could solve these problems

25. Characteristics of a Bureaucratic Organization: Clear division of labour Clear hierarchy of authority Formal rules and procedures Impersonality Careers based on merit

26. The DOWNSIDE of Bureaucratic Organization: excessive paperwork or “red tape” slowness in handling problems rigidity in the face of shifting customer/client needs resistance to change employee apathy…lack motivation or interest

27. Modern Day Management: “ Current trends in management include many innovations that seek the same goals as Weber, but with different approaches to how organizations can be structured.”